Published: 12 July 2017
Sprint planning is the first ceremony in the SCRUM cycle. I’ve seen varying implementations of sprint planning depending on the client I’m working and often it works very well. Occasionally however, I have worked with clients where the entire team including the management decide to prioritise it under everything else. For me this just screams tragedy, so here comes my perspective on the importance of sprint planning.
Wait…I thought I was the striker?
A team without sprint planning is kind of like a football team without a tactics drill session and game strategy. You could knock a team together, buy the kit and then when it comes to the first game everyone is running amok the entire time. I’ve seen this happen in scrum teams.
Dedicated time assigned to planning allows the team to focus on the business requirements. This is the time where gaps in requirements are raised, misunderstandings are brought to the surface and most importantly solutions are created as a team.
Let me just get on with it
Often without planning, developers will start coding immediately in isolation without taking into consideration the other in-progress user stories. Potentially these clashes don’t appear until much later in the sprint and then there is a rush to refactor code conflicts and address requirement conflicts – This increases exponentially when there are more dependencies between stories.
Isolated developers will also create solutions using patterns best suited to their experience. If not agreed upon within the planning session, you will find similar & related business requirements implemented in several different ways. These can result in increased code duplication, complexity in refactoring and adding to technical debt.
Suck it up princess
From a moral perspective, sprint planning is an excellent time to get the team on the same page. The team decide which user stories are committed to the sprint – not the lead developer, not the product manager…the team. The sprint is delivered as a team, so commitments must be made as a team. By allowing the team to decide what can be delivered will give a sense of responsibility and ownership. I have often found teams that feel this, will achieve more and higher quality.
Some managements will try and push more into the sprint at the beginning and this only creates negative feeling and lack of control. The team must feel the committed stories are achievable else efficiency will suffer before the sprint has even started. Remember more back log items can always be added to the sprint if the team is achieving and capacity across all roles is there.
Incomplete work from the previous sprint can also tempt developers to skip the session in the following sprint. Not only will they have to play catch up in term of understanding the requirements, they will also lose their participation in estimates and any valuable experience they have gained as an individual will not be available to the rest of the team whilst solutions are being discussed.
Why don’t we try
Sprint planning is a part of agile and that in-itself should be subject to constructive criticism. If you find your current way of planning isn’t working then discuss the problems and draw actions from them. Does the product manager or scrum master need to attend the entirety of the session? Can the session be split up into parts? Maybe the PM/Producer can spend the first hour discussing the user stories so that the scrum team can be left to