Mastering Professional SCRUM 5/7

stefan February 5, 2020 0 Comments

Ch5. Improving Plannig

Also Read: Previous Chapter. Ch04 | Next Chapter. Ch06 | Entire book

Iron Triangle or the Triple Constraint, inspired by Project Management

A triangle representing the constraints in project management is shown. The triangle is named quality and its three vertices are labeled cost, scope, and schedule.

is missing important data, that SCRUM achieve to capture and use to increase the delivered product.

When you focus on Project you miss the output. Instead you should focus on Product.

Planning is Guessing

Minimum Viable Product (MVP) is the answer that Project Management has given to SCRUM Empiricism.

Planning is only effective when there is alignment to value delivery in the organization. Alignment is about everyone moving in the same direction. You can visualize planning product delivery as peeling the layers of an onion, as illustrated:

The various levels of planning in product delivery are shown. They are as follows: daily plan, sprint plan, release plan, product strategy, product vision, business strategy, and company vision.

6 benefits from Product Backlog refinement:

  1. Increased transparency.
  2. Clarification of value.
  3. Breaking things into consumable pieces.

    For more information on how to split user stories into smaller PBIs, see

  4. Reduction of dependencies. Dependencies often turn into.
  5. Forecasting.
  6. Incorporation of learning.

You can approach estimation in two different ways (best within group):

  1. You can estimate the effort necessary, represented by hours or working days, or
  2. You can do relative estimation, which means you compare a chunk of work to something else based on an understood reference point.

Models of estimating PBIs:

  1. Story points: PBIs are estimated using a series of numbers, often the Fibonacci sequence (1, 2, 3, 5, 8, 13, etc.), to assign points to an item based on size and complexity.
  2. T-shirt sizes: PBIs are estimated using T-shirt sizes such as X-Small, Small, Medium, Large, and X-Large.
  3. Animals, fruits, etc.: PBIs are estimated using a physical object to represent relative size. For example, a watermelon is bigger than a cantaloupe, which is bigger than a grapefruit, which is bigger than a lime, etc.
  4. “Same-size” items: PBIs are sliced and split to have them all be roughly the same size.
  5. “Right-size” items: Essentially, this is breaking things down small enough that at least one item can be delivered in a Sprint.

Wisdom of Crowds by James Surowiecki (Anchor, 2005)
Agile Estimating and Planning by Mike Cohn (Prentice Hall, 2005).

”A Sprint should be as short as possible and no shorter.” –Ken Schwaber

When Will It Be Doneby Daniel Vacanti

There is always pressure to deliver more value. Unfortunately, that often gets interpreted as “deliver more stuff.” We often see that to deliver more value, Scrum Teams need to focus on improving how they work together, improving their tools, removing technical debt, and incorporating new learning.

Inspection without adaptation is pointless.

Netflix engineers release thousands of times per day because they are running lots of small experiments, the risk of any one of those changes causing a problem is very low, and the cost of backing out the change is also very low.

The smallest release you should consider is a new or improved outcome for a single persona.

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