What is Sprint Planning?
Spring planning is needed for the team to negotiate which stories will be tackled within the sprint. This should be decided after reviewing the number of hours available against the number of task hours required. In addition to hours available, the team should understand their velocity/trends as well - but that's another blog altogether.
How is it done?
1. The Product Owner prioritizes the refined sprint backlog stories and clarifies requirements.
2. The team’s “Sprint Budget” is identified – this is the number of available hours the team has to work on during the sprint. Ideally, the dev team is allocated to working 6 hours per day, to account for meetings and other interruptions.
In my Deutsche Bank days, the team would write their names on the whiteboard (stacked, as rows) and the days of the sprint (as columns). Looking at the days, they would write a "6" within their row for all days they would be working at 100% capacity. If there were holidays, PTO, offsite training - those days would be shown as "0". We would count the number of all teammember hours available and notate that as well.
3. Stories are deconstructed into tasks.
As a Product Owner for this group, I taped & prioritized the printed stories / wireframes / gherkins etc. to the whiteboard. Before tasking began, I would review the stories one last time and answer any questions. From there, they would self organize into small groups and tackle the tasking for each of the stories.
4. Tasks are estimated in hours.
6. Add up task hours and deduct them from the Sprint Budget.
7. Commit to the stories the team knows they can get done.
8. Identify several stretch stories just in case the team delivers early.
My DB team was cross functional and "T" shaped. The developers were able to assist with testing as needed, which allowed them to truly own & swarm on work. During the tasking part of this meeting, the Product Owner is not involved although she should be available for any questions that arise. Typically, the ScrumMaster facilitates this session with the team members.
The end result of this session is for the team to:
Benefits of Tasking:
Challenges of Tasking:
The purpose of a retrospective is to inspect how the previous sprint went with regards to people, relationships, processes and tools. This is where we reflect on ourselves and our work in order to identify the good, the bad and future opportunities.
Retrospectives allow us to create an actionable plan to implement improvements so that we can become better at what we do. After all, the bad habits we have developed over the years are not going to disappear with the wave of a magical wand & a "bippity bippity bop!". Teams have to continually work to reinforce good patterns of behavior and eliminate the not so good.
1.) Hold a retrospective at the end of every sprint. (Very Important.)
Basic Rules of Engagement:
TIPS FROM OTHER SCRUMMASTERS:
I like to schedule an 'as needed' Release retrospective with my teams for them to inspect the release from a holistic, big picture point of view. It's essential to pause from the nitty gritty of everyday coding/testing so they can review the release process and course correct/pivot if necessary.
The list below includes some questions that I ask the team to mull over, so they can pinpoint, assess and identify improvements.
Questions to consider:
To save the team time and to allow for some serious juicy conversation, I will forward this list of considerations a few days ahead of time.
During a recent retrospective, my newly formed scrum team raised a concern that they weren’t “plugged in” with one another throughout the sprint. They were all working on stories which contributed to the goal, but they didn’t see the outcome of their work. An action item was raised for the following sprint: “Incorporate sprint reviews” which they all agreed was needed.
As you are probably aware, the purpose of this meeting is “to inspect the increment and adapt the Product Backlog if needed”. Therefore, I scheduled the review prior to their sprint planning and retrospective. The day before, I reminded them of the upcoming demo and requested they self-organize, keeping it contained to 45 minutes.
The day came and each team member demonstrated the results of their work. They asked each other questions and clarified various misunderstandings, but mostly it was smooth sailing.
At one point, the Product Owners ears perked up on a particular comment made by one of the Dev's. He recognized that something was amiss and probed for additional clarification. Apparently there was a security gate that hadn’t been considered for production. Following a lengthy discussion, the team ultimately changed direction -- adding 3 new high priority stories for the next sprint, in order to address the discrepancy.
The PO was astonished and questioned why this wasn’t raised earlier. Frankly, he was frustrated, which was understandable – I probably would have been too. However, as the Scrum Master, I was elated! I could barely contain my excitement -- this was precisely the point of the sprint demo.
Due to this particular Scrum ceremony, the team identified gaps which could then be immediately addressed.
… And in my eyes, that’s a major win. It’s what Scrum is all about.
As with most people, I typically act based on what’s important to me. As an example, at retrospectives I show burndowns, burnups, velocity. I talk with the team about predictability and throughput. I remind them of the importance of collaboration and sprint commitments. Essentially I communicate what I believe is imperative for team success.
I’m often met with silence, which I assume means disinterest. The longer I speak, the more frustrated I become because WHY AREN’T THEY INTERESTED IN THIS? IT’S SO IMPORTANT!!!!
Being that my teams are distributed, I’m unable to assess body language - but I can see their pupils glaze over and eyelids flutter. Lately, the retrospectives have been painful and rather uncomfortable. The team is disengaged & quiet, and honestly -- even I don't look forward to them. I realized it’s time for a new approach.
In my quest for continual self-growth, today I stumbled across this quote: "This is their meeting, not mine.” (how strangely coincidental!)
This is so obvious.
And so simple.
How did I forget?
Pushing my ego to the side, I arrived at a retrospective this morning with one question for the team: “What do you care about?”.
For once, quiet team members spoke up. Eyes shined a little brighter. Developers were eager to answer that question. The answers were varied:
This was astonishing to me. They talked about their true concerns & took ownership of the actions. One person even voicing his anxiety of the roller coaster velocity (!!). We didn’t focus on the sprint per se, but the team identified what was really on their minds.
By flipping my objectives into a true servant/leader mindset, we were able to have a very direct, efficient conversation, resulting in actionable goals - and ultimately team improvement. (<-- Important to me! )
I guess, sometimes we don’t see the forest through the trees.
Just an agile-dork writing about dorky agile things.