Planning and coping with deadlines in SCRUM
- by John
From wikipedia:
During each “sprint”, typically a two
to four week period (with the length
being decided by the team), the team
creates a potentially shippable
product increment (for example,
working and tested software). The set
of features that go into a sprint come
from the product “backlog,” which is a
prioritized set of high level
requirements of work to be done. Which
backlog items go into the sprint is
determined during the sprint planning
meeting. During this meeting, the
Product Owner informs the team of the
items in the product backlog that he
or she wants completed. The team then
determines how much of this they can
commit to complete during the next
sprint. During a sprint, no one is
allowed to change the sprint backlog,
which means that the requirements are
frozen for that sprint. After a sprint
is completed, the team demonstrates
the use of the software.
I was reading this and two questions immediately popped into my head:
1)If a sprint is only a couple of weeks, decided in a single meeting, how can you accurately plan what can be achieved? High-level tasks can't be estimated accurately in my experience, and can easily double what seems reasonable. As a developer, I hate being pushed into committing what I can deliver in the next month based on a set of customer requirements, this goes against everything I know about generating reliable estimates rather than having to roughly estimate and then double it!
2)Since the requirements are supposed to be locked and a deliverable product available at the end, what happens when something does take twice as long? What if this feature is only 1/2 done at the end of the sprint?
The wiki article goes on to talk about Sprint planning, where things are broken down into much smaller tasks for estimation (<1 day) but this is after the Sprint features are already planned and the release agreed, isn't it? kind of like a salesman promising something without consulting the developers.
