Rely on sprint planning to refocus execution, minimize surprises, and guarantee overall higher quality code.
Step 1: check your roadmaps before you meet
Time passes faster than we think. So it’s a good idea to review your project’s roadmap during the first two weeks of the new year. The roadmap sets the context for two important agile concepts: epics and versions, which provide the backbone for agile program planning and help track delivery of longer-term work. Make sure the roadmap is current, visible to the whole team, and that epics and versions are correctly listed inside of JIRA before your sprint planning meeting.
Step 2: hold a meeting before the meeting
Sprint planning involves two key tasks: grooming the backlog and deciding which work to complete in the upcoming sprint. At Atlassian, we’ve found that backlog grooming is best done in a separate meeting with the product owner and scrum master before the actual sprint planning. We make this pre-meeting optional for the full development team.
What is backlog grooming?
Backlog grooming ensures that the backlog is healthy. What does that look like? Glad you asked. A healthy backlog:
- prioritizes each work item, with the most important work listed at the top
- includes fully-formed user stories the development team can begin to execute on
- contains an up-to-date estimate for each work item
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Tip: Check out our guide to project management, perfect for agile teams. Even non-project managers can deliver the goods without losing their minds.
Step 3: inform sprint planning with data
The focus of the sprint planning meeting is to set and agree upon the sprint goal–the amount of work the team believes it can complete during the sprint. The product owner, scrum master, and the full development team all need to be in attendance. At Atlassian, we recommend a minimum of one hour for each week of the sprint that you plan to cover in the meeting. For example, start with a two-hour sprint planning meeting to cover a two-week sprint. Ideally, schedule sprint planning early in the week. Then the team’s context and flow is disrupted less by the weekend.
At the start of the meeting, the scrum master presents any relevant action items from the team’s retrospective. Next, the product owner give product or market updates so everyone is on the same page and has the broader context fresh in their minds.
After the debriefs, it’s the product owner’s responsibility to start the actual planning conversation. To get started, the product owner uses the team’s average velocity (the amount of work typically completed in a sprint) to compile a suggested set of stories for the sprint, called the “sprint forecast”, that maximizes value to the customer. The product owner should also consider these three factors:
- public holidays, personal vacation, and team-wide events
- priority of stories in the backlog (ideally, they suggest the top-ranked items)
- how (and whether) that body of work will get the product closer to its final goal
Tip: Product owners can use the sprint marker to calculate velocity.
If the team is new and doesn’t have an established velocity, the product owner shouldn’t suggest a sprint forecast. Instead, this should be an all-team exercise because it’s important to have buy-in from each member. At first, the team will use its best judgment with regard to the forecast, and work through a few sprints of trial and error. Once the team’s velocity–nicely visualized by the velocity chart in JIRA– is established numerically, use that metric to guide the sprint forecast.
Once the product owner presents their ideas for the sprint forecast, the team can validate (and/or adjust) it and agree to a plan of action for the sprint.
The next step in sprint planning is to walk through the stories and describe what work is required to complete each story. As the team plans, make sure someone is capturing the key points inside each JIRA ticket. That way both the decision and the rationale are easy to see later. The team should consider questions like…
- Has the story’s definition changed since it was written? Is there new contextual information the team needs to consider?
- Is the story’s estimate still valid? Does the entire team agree on the estimate? If not, the scrum master should guide the team through re-estimation.
- What tasks are required to complete this story? Use sub-tasks to help parallelize work and optimize flow. If the team finds unique stories as they break down work, promote those tasks to fully independent stories.
- What are the testing implications for this story? How can we automate testing? (Remember that manual test scripts are essentially technical debt.)
- Are any specialist skill sets required? How can we optimize the specialist’s time without blocking the rest of the team?
- How does this story affect the product’s architecture? Are there specific people the team needs to involve in design and code review?
- Are there any dependencies between stories? Can we complete all of the work during the sprint given those dependencies?
There’s a strong temptation to rush through this detailed exercise. But good planning pays numerous dividends once the sprint starts. The focus here is to understand how the work is going to get done, with the scrum master facilitating conversation amongst the team. It’s important that everyone is heard so the team feels a sense of ownership once the plan is in place.
Tip: During sprint planning, it’s easy to move stories in and out of the sprint as the team creates its sprint forecast. Just right-click on an issue to move it in or out of the sprint.
Step 4: ready, set, go!
At this point in the meeting, the team should be comfortable with the sprint forecast. At the end of sprint planning it’s good practice to get verbal approval from everyone in the room about what the team is actually committing to shipping at the end of the sprint. Also, establish that each team member has at least one task to start on and nobody is duplicating work.
Team engagement and morale will naturally fluctuate from sprint to sprint. These variations often show up during sprint planning, but resist the temptation to dig into it right then and there. Instead, use the team’s retrospective to understand any issues that are impacting morale. Teams that respond quickly to culture and development concerns are happier, more productive, and write better code.
Hungry for more? Check out The Agile Coach – a site with articles, webinars, and ebooks on all things agile.