{"id":2670,"date":"2015-10-07T09:20:12","date_gmt":"2015-10-07T16:20:12","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=2670"},"modified":"2025-01-13T16:44:01","modified_gmt":"2025-01-13T16:44:01","slug":"cuando-acabara-el-grafico-burndown-release","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2015\/10\/07\/cuando-acabara-el-grafico-burndown-release\/","title":{"rendered":"\u00bfCu\u00e1ndo acabar\u00e1? El Gr\u00e1fico Burndown Release"},"content":{"rendered":"

El trabajo estar\u00e1 acabado cuando est\u00e9 acabado. Exigir que un nuevo producto, servicio o actualizaci\u00f3n se termine el 23 de enero de 2016 simplemente no es \u00fatil. Los plazos arbitrarios simplemente causan exceso de estr\u00e9s y angustia para todos – desarrolladores, clientes y gerentes. Las personas que hacen el trabajo pasan largas horas lejos de su familia para alcanzar\u00a0un objetivo inalcanzable, los gerentes y altos dirigentes aceptan estr\u00e9s innecesario para cumplir con un objetivo que nadie cree y los clientes sufren por recibir\u00a0productos de baja calidad.<\/p>\n

Entiendo que las empresas necesitan tener una idea de las fechas de entrega ya que los clientes, usuarios y socios necesitan saber cu\u00e1ndo estar\u00e1 listo para recibir el nuevo producto. Sin embargo, nuestro historial de\u00a0entrega sobre\u00a0un \u00e1mbito fijo, con fecha fija y con un presupuesto fijo es horrible. Hay demasiados cambios en el desarrollo de software para\u00a0aceptar \u00e9sto como una condici\u00f3n previa. Como industria, tenemos que reconocer que nuestro patr\u00f3n de realizar\u00a0compromisos por adelantado\u00a0con la esperanza de que por arte de magia demos en el blanco en\u00a0una fecha concreta\u00a0tiene que cambiar.<\/p>\n

En lugar de\u00a0apuntar\u00a0nuestro ca\u00f1\u00f3n hacia un\u00a0blanco estacionario y anticipar que daremos en la diana, nuestra meta debe ser la de dirigir el proyecto hacia el \u00e9xito paso a paso. Si tenemos nuestro destino en mente y traemos\u00a0a nuestros clientes al proyecto\u00a0como pasajero, alterar el curso cada dos semanas no ser\u00eda tan dif\u00edcil. Con el fin de hacer esto con \u00e9xito, tenemos que saber c\u00f3mo lo estamos haciendo en\u00a0relaci\u00f3n \u00a0con el\u00a0alcance original y ah\u00ed es donde un gr\u00e1fico de burndown release viene muy bien. Para ver\u00a0m\u00e1s gr\u00e1ficos Burndown Release, eche un vistazo a este art\u00edculo de 2010<\/a> (ingl\u00e9s).<\/p>\n

Gr\u00e1fico\u00a0Burndown\u00a0Release\"scope_barchart\"<\/a><\/h2>\n

Objetivo<\/strong>: mostrar el progreso incremental del \u00e1mbito completado y proporcionar una mayor visibilidad cuando se a\u00f1ade alcance.<\/p>\n

Variaciones<\/strong>: ninguna.<\/p>\n

Audiencia<\/strong>: Gerentes, Product Owners, ScrumMasters, Stakeholders, l\u00edderes senior.<\/p>\n

Modo de empleo<\/strong>: al comienzo del lanzamiento, el equipo viene con una lista inicial de elementos de trabajo que van a completar y presenta una suma de todas las estimaciones. Al final de cada iteraci\u00f3n, el equipo proporciona una actualizaci\u00f3n de la cantidad de alcance que se complet\u00f3. En el diagrama de un comunicado con\u00a0fecha de lanzamiento\u00a0dividido en ocho iteraciones de igual tama\u00f1o, esto est\u00e1 representado por los bloques verdes, mientras que los bloques rojos representan el alcance sin terminar.<\/p>\n

Cuando se a\u00f1ade un nuevo alcance\u00a0en la iteraci\u00f3n #4, se indica mediante un bloque amarillo. Como resultado, la altura total de la barra sube mostrando que el alcance ha aumentado para este proyecto. En la iteraci\u00f3n #5, vemos la altura de los aumentos de bloques de color rojo para indicar el nuevo alcance (sin terminar).<\/p>\n

Al igual que las gr\u00e1ficos\u00a0Burndown y Burnup, utilizamos proyecciones lineales para ver si el equipo va a completar el alcance en\u00a0la fecha de vencimiento (en este caso en\u00a0el cierre de la iteraci\u00f3n #8). En las iteraciones de la #1 al #4, el equipo estaba haciendo un buen progreso, tal vez incluso pudiendo\u00a0terminar por adelantado. Sin embargo, la adici\u00f3n de nuevos alcances en la iteraci\u00f3n #4 ha cambiado el panorama. Si tuvi\u00e9ramos que trazar una l\u00ednea recta que uniera\u00a0a los puntos centrales de la parte superior de los bloques rojos de las iteraciones #5 y #6, ver\u00edamos completar\u00a0el proyecto alg\u00fan tiempo despu\u00e9s de la iteraci\u00f3n #8.<\/p>\n

En consecuencia, en la iteraci\u00f3n #7 algo de alcance\u00a0fue retirado del proyecto (representado por el bloque morado). El alcance eliminado se toma normalmente del alcance\u00a0sin terminar, por lo que la altura del bloque rojo disminuye en la iteraci\u00f3n #7. Tambi\u00e9n tenga en cuenta que el alcance total entregado al final de la iteraci\u00f3n #8 fue inferior a lo que se ha hab\u00eda comprometido originalmente durante la iteraci\u00f3n #1 y cierto margen permanece inconcluso\u00a0al cierre. En funci\u00f3n de una serie de circunstancias – las necesidades del negocio, relaciones con los clientes, obligaciones contractuales – esto puede, o no, ser aceptable.<\/p>\n

Cu\u00e1ndo no utilizar<\/strong>: para proyectos donde la mayor parte del trabajo es exploratorio o cuando adiciones alcance, o sustracciones, superen el 50% de las estimaciones iniciales.<\/p>\n","protected":false},"excerpt":{"rendered":"

El trabajo estar\u00e1 acabado cuando est\u00e9 acabado. Exigir que un nuevo producto, servicio o actualizaci\u00f3n se termine el 23 de enero de 2016 simplemente no es \u00fatil. Los plazos arbitrarios […]<\/p>\n","protected":false},"author":1,"featured_media":7118,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[5],"tags":[],"class_list":["post-2670","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-scrum-methodology"],"yoast_head":"\n\u00bfCu\u00e1ndo acabar\u00e1? 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