🚀 go-pugleaf

On 25 Jul 2018 09:54:23 GMT
Jorgen Grahn <grahn...@snipabacken.se> wrote:

> All those things can be done well or badly.  For example, back when I
> was in a proper Scrum team, the Scrum Master was just another team
> member, who also worked part-time as the team's secretary.  Planning
> was Post-It notes on a whiteboard, and so on.

	Sure that's the usual when it's done properly - a variant (when
there are many teams) is that scrum masters do nothing else but they do it
for several teams.

	Even when done properly it can be quite an overhead - especially
with short sprints. One PPOE we had one week sprints but out of that week
the whole team would lose half a day on sprint planning and another half
day on the sprint retrospective as well as five minutes a day in standups,
also part of the team would lose another half day to backlog grooming and
user story prep. So a five person team doing one week sprints only gets
something like 19 person days (two people tied up in grooming and story
polishing) to work in out of the 25 they started with - more than a 25%
overhead.

	Longer sprints have much lower overhead but greater probability of
management interference^W^Wpriority changes during the sprint.

	The sprint planning tends to be the silliest waste of time as
everyone goes through the user stories and votes on the number of story
points for each - typically only one or two people have a really good idea
of the complexity involved (different people for each story of course) and
the rest try and go with the flow and vote accordingly in the planning
poker. After a few sprints the retrospective is also mostly a waste of time
as people get more and more desperate to find "things to start doing",
"things to stop doing", "things to do more of", "things to do less of" and
"what went well" and "what went badly".

	For most projects I prefer the continuous flow model of Kanban to
the artificial pulse beat of sprint.

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