Planning day takes place between Sprints, which includes the Sprint Review, the Retrospective, and Sprint Planning for the next Sprint. These 3 meetings are part of the ScrumFramework, and can be thought of as 3 two hour meetings that occur in the same 24 hr. period.
A necessary thing that is missing from the ScrumFramework is what we call the Progress Assessment. The progress assessment is when the feedback from the review is discussed by the team in order to determine if backlog and priorities need to change before sprint planning.
Here we define and discuss these four things.
1. Sprint Review
2. Retrospective
3. Progress Assessment
4. Sprint Planning
Technical Debt is so important that we must manage it directly – its management won’t happen by accident or as a byproduct of development. Since Technical Debt can’t be seen except by looking at the code, its presence must be made visible to the outside somehow. To make it visible, we use the Cleanup Story for this. A Cleanup Story is a story that tells us where the mess is and what we have to do to clean it up.
PlaceHolder Stories is a method to manage known unknowns. One of the most common issues for Scrum Teams is what to do about work that it expects to have to do during a Sprint, but doesn’t actually know the details about yet, such as bugs in existing systems, or expected sales support efforts. This method is similar to the notion of ‘slack’ or contingency planning in other words don’t fill your glass completely full so that you have some extra room when things show up that you expect.
Agreement-Based Planning is an alternate to traditional capacity driven methods for sprint planning. With Agreement-Based Planning the Product Owner and the team work together to add stories one at a time until a full agreement is reached. Things like who is available, technical debt, the story’s done agreementall impact what the team can and cannot do as related to the effort necessary to do the work.
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