May 06

Sometimes velocity looks like it goes up and down a lot. One sprint you get 20 points, the next you get 40 then the next you get 30. It is normal for a team's velocity to bounce around- especially in newly formed teams. As a tem matures this will smooth out but never completely.

There are many things that contribute to this fluctuation in velocity. Holidays and planned vacations are the easiest to understand. Of course if someone on the team plans to be out for part of a sprint the team is going to plan to deliver fewer points that when the full team is available. Illness is a more difficult thing to plan for but rarely does someone being out sick for a day during the sprint cause too much of a problem. The rest of the team can usually cover for them and when they get better they can work to catch up. These are reasons why no matter how high performing a team is you will always see some fluctuation in velocity.

The worst reason for velocity fluctuation is a failed sprint. This is more common in a new team. Poorly written and poorly planned stories cause sprints to fail. 

 

Ok, so velocity is all over the place- that seems to mean that velocity doesn't mean anything. Why bother tracking it?

Simple... velocity is not 100% stable from sprint to sprint. Over time though the velocity of a team averages out and gives you a good way of measuring the team's output and predicts how much work will get accomplished. The more a team matures the easier it is to estimate velocity. You will learn that when someone is out for half the sprint you lose a certain number of points. This information can easily be used to predict when a release will be ready with all of the features the product owner wishes to release. 

 

Remember, it is the average velocity over time that is important, not the velocity of any 1 single sprint. Even an occasional failed sprint isn't the end of the world. More times than not the points missed will cause the next sprint's velocity to be higher than normal. The average is pretty steady- even in a new team that fails a lot you can still use this to predict output over time.

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Apr 05

 

What is Daily Scrum?

  • Every scrum team should hold a quick 10 minute stand up meeting each day to help the team keep on track, raise impediments, and keep up with what they are doing. 
  • The daily scrum meeting is critical to the success of the team. This is one guaranteed point of contact for any interested party. It is the time where any stakeholder can stop by and get a sense of what is going on in the team. It allows for management to see what is going on without checking up on people all the time. 
  • The daily scrum is a place to make work visible and raise impediments.
  • The daily scrum is a great place to line up people to help you work out a problem. “Hey Bob, let’s get together and look at the whatsawhooseit and clarify what it is supposed to be.” not a discussion on what a whatsawhooseit is.

 

What Daily Scrum is NOT!

 

  • Daily scrum is not a status report to management.
  • Daily scrum is not a tool for micro managing the team’s work.
  • Daily scrum is not a problem solving session.
  • Daily scrum is not a design session.
  • Daily scrum does not replace phone calls, emails, design meetings etc.
  • Daily scrum is not a long running meeting.
  • Daily scrum is only a small part of the collaboration needed within the team.

 

 

Required attendees

  • Scrum Master
  • All developers doing work in the sprint
  • All testers doing work in the sprint

Recommended additional attendees

  • Product Owner
  • Development Manager
  • QA Manger

Optional attendees

  • Other Management
  • Other developers or testers from other teams
  • Anyone and everyone at the company

Some rules to follow to get daily scrum right

  • Daily scrum is at the same time, same dial in number, same place every day.
  • Non-Required attendees are only allowed to speak if a required attendee asks them a question. If you are not a required attendee think of yourself as a resource that the team may tap if they want/need too.
  • Each committed team member answers the following questions:
    • What did you do yesterday?
    • What are you planning to do today?
    • What are your impediments?
  • The answers should focus on work being done in relation to the team. If you have outside commitments they can be mentioned but only minimally unless they are impediments to delivering what the team needs to be successful.
  • If required attendees have questions or comments regarding a report they may speak however discussion should be limited with any lengthy discussions held after daily scrum is completed.
  • If this takes more than 15 minutes you either have a team that is too big, too much discussion that should take place outside of daily scrum is happening, or people who should not be interrupting are slowing things down. The scrum master should address these issues with the help from the team and management.
  • After the Daily Scrum
  • Once every one of the committed team members are finished then the scrum master ends the daily scrum and opens the floor to everyone. Nobody is considered required at this point and if you are not needed you are free to leave the meeting.
  • At that point often the team will linger for a few minutes. This is the opportunity for others in attendance to ask questions, offer feedback, and have impromptu discussions needed. 
  • This portion along with the initial daily scrum should never be allowed to last more than a total of 30 minutes. Any further discussion needs to be handled separately.
  • This is a great time to make some announcements to the team, discuss process changes, or ask questions.

 

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Feb 25

 

It has suprised me to discover a lot of confusion around velocity. It seems like everyone understands it easily but they do not.

There are a lot of misconceptions around velocity. 


What? I know what velocity is! it is so simple! Do you think I am an idiot!

No, I do not think you are an idiot. I do think there are misconceptions that are easy to have especially if you have a traditional project management background.

Soemtimes people associate the work planned into a sprint as being that sprint and keep tracking that work as finishing up the sprint even after that sprint is over.

Instead of focusing on how people may wind up with misconceptions I will instead attempt to explain how sprint velocity is defined. For this we will first need to have a good understanding of what defines a sprint.

 

What is a sprint?

A sprint is a pre-defined length of time in which a scrum team plans work, commits to that work, and attempts to complete that work. 


Some things a sprint is not

  • A sprint is not a mini project.
  • A sprint length is not defined by the amount of work you plan to get done.

 

When is a sprint over?

A sprint is ALWAYS done when that time runs out. Whatever state the code is in is the state of things when that sprint ended. The goal is to have releasable software at that point. If you do not the team needs to plan better next time.

 

What do you do with unfinished work at the end of a sprint?

Generally that works is moved into the next sprint to be finished. This is of course not ideal and means that the sprint failed. There may be changing business circumstances that cause that work to be postponed until a later sprint. This is up to the product owner.


Velocity is simply the measurement of how much work was completed within the sprint. 

The only work that counts is completed work. That means user stories that the product owner has accepted as being in a potentially releasable state and finished. 

 

Do not count unfinished work. You will get your points for that work when it is finished.

 

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Dec 16

It seems to me that every single time I sit through a training/presentation session on project management given by folks with PMP certifications they talk a lot about ways to get things delivered faster; Fast tracking, resource balancing, etc. Never have I had a PMP person talk about the difficulties in doing this and the reality that 1 resource does not equal another resource, there are tasks that cannot be done effectively by multiple resources and some tasks have specific time span constraints regardless of how many people are working on it. 

For instance if a complex algorithm must be developed, once the logic is designed writing the code is likely not something that you want more than a couple of developers working on together. If you are dealing with testing a system and the test needs to take 3 days to execute because you need to let the system process for three days to exercise the system it might just take 1 person to push the start button and monitor the test. 3 people will not make it take 1 day. Not only that, more developers working on the same parts of a system will step on each other and actually slow down development.

I think it would be good for more PMPs to read The Mythical Man-Month: Essays on Software Engineering by Fred Brooks.