How can you create a realistic and achievable Sprint Backlog?

Creating a practical Sprint Backlog boils down to a few key steps. Start by refining your Product Backlog, ensuring it's clear, well-prioritized, and accurately estimated. Break items down into manageable pieces. Consider your team's capacity, and align the Sprint Goal with your project's objectives. Select items based on priority and past performance. Break them into tasks with estimates, address dependencies, and include a buffer for surprises. Monitor progress with daily stand-ups, adapt as needed, and conduct retrospectives for continuous improvement. This method ensures pro-level value delivery.

Creating a realistic and achievable Sprint Backlog in Scrum involves: -Prioritize the Product Backlog. -Hold a Sprint Planning Meeting. -Define a clear Sprint Goal. -Select items for the Sprint Backlog. -Break down work into tasks. -Estimate effort. -Consider team capacity. -Review and adjust. -Commit to the Sprint Backlog. -Monitor progress through daily stand-up meetings. -Review and refine in the Sprint Review and Retrospective. -Communication and collaboration are key to success in each step.

Although the sprint backlog is an evolving document, an accurate sprint forecast is pivotal to matching team's capacity to commitment. Forward planning of inputs, namely, a partially refined product backlog, team's capacity, and historic velocity is the secret sauce for effective sprint planning. Regardless, PBR continues to be the unsung hero of the Scrum Framework. Hosting early PBRs helps teams collaborate on refining and clarifying user stories, engaging the PO in gathering information from stakeholders, and providing relative estimations of complexities for requirement implementations. Besides, it sets the tone for DOR discussions. In short, selecting achievable PBIs requires advanced planning and collaborative effort.

Os PBIs selecionados devem ter o maior valor para o cliente. Isso significa que eles devem resolver problemas importantes para os clientes ou fornecer novos recursos que os clientes desejam. Dicas para selecionar os PBIs com sucesso: 1- Involva todos os stakeholders. 2- Considere o valor para o cliente. 3- Considere a prontidão para desenvolvimento. 4- Seja flexível.

Follow the roadmap that has been provided. If there are any changes in the roadmap, the Product Management should immediately notify the POs and the Team. The product roadmap is created after a lot of analysis, product research, market research, etc. and priorities are created assessing them properly. If something new or urgent needs to happen, team should be notified and debriefed on the same, along with the reason for the change in priorities. Else the team will feel exhausted and start to judge the direction they have been provided.

Für mich ist das Bauchgefühl der Entwickler noch viel viel wichtiger als Schätzungen, die noch so gut sein könnten. Wenn jemand vom Bauchgefühl her mit dem Sprint Umfang nicht konform geht, gilt es dies zu verstehen Warum. Darin liegt meiner Meinung nach der Schlüssel.

This is about asking the hard question "What is the smallest item possible that addresses the issue or creates additional customer value?". A lot of features are too large because it's much easier to make the feature bigger than making it smaller while adding value. I've experienced teams staying too much in their own bubble when creating PBIs w/o constantly reflecting on the customer need that they are trying to deliver. You could also frame it in the learning context, "What is the smallest item we need to add to get additional insights into what our users value or which part of the problem we're solving?". While some of that might be discovered prior to speccing out a feature, most of the time you won't know unless you've delivered it.

If you are managing at task level you've gone too far. Break down into smaller pieces of value that can be delivered in shorter periods (hours/days). For example, one piece of acceptance criteria (given a Product when the user clicks add then the item appears in the shopping basket). The team can slef manage tasks, they do not need to be tracked or estimated up front.

Breaking down PBIs into smaller tasks and regularly updating the Sprint Backlog allows teams to be responsive to changes and uncertainties. This approach promotes transparency, as it makes the team's progress and priorities visible, and accountability, as it involves the team in deciding how to achieve the Sprint Goal. It's a reminder that agility and flexibility are key to delivering value to the customer in a dynamic and ever-changing environment.

Team is needs to understand the product and why we are building it. If they get to know why they are building it, they can think of it as an actual user and help enhance the user experience. Pull them in on the design discussions as they are the one to make it happen and would know if or how we can achieve it.

The sprint backlog is not a picture in time - it evolves daily as the sprint goes on. Thus, setting a WIP limit to prevent multitasking and reduce context switching helps the team focus on completing tasks rather than starting too many at once.

1. Prioritize User Stories: Start by prioritizing the user stories or tasks based on their value to the project and customer needs. Must have, Should have, Could have, Won't have. 2. Estimate Work Effort: Assign relative time or effort estimates to each task, such as story points, ideal days, or t-shirt sizes. These estimates should be based on historical data and team consensus. 3. Consider Team Capacity: Understand your team's capacity and velocity. Take into account holidays and other factors that may affect their availability during the sprint. 4. Break Down Tasks: Break down user stories into smaller, manageable tasks. 5. Review and Refine: Regularly review and refine the sprint backlog during the sprint with team collaboration.