May 06

Sometimes velocity looks like it goes up and down a lot. One sprint you get 20 points, the next you get 40 then the next you get 30. It is normal for a team's velocity to bounce around- especially in newly formed teams. As a tem matures this will smooth out but never completely.

There are many things that contribute to this fluctuation in velocity. Holidays and planned vacations are the easiest to understand. Of course if someone on the team plans to be out for part of a sprint the team is going to plan to deliver fewer points that when the full team is available. Illness is a more difficult thing to plan for but rarely does someone being out sick for a day during the sprint cause too much of a problem. The rest of the team can usually cover for them and when they get better they can work to catch up. These are reasons why no matter how high performing a team is you will always see some fluctuation in velocity.

The worst reason for velocity fluctuation is a failed sprint. This is more common in a new team. Poorly written and poorly planned stories cause sprints to fail. 


Ok, so velocity is all over the place- that seems to mean that velocity doesn't mean anything. Why bother tracking it?

Simple... velocity is not 100% stable from sprint to sprint. Over time though the velocity of a team averages out and gives you a good way of measuring the team's output and predicts how much work will get accomplished. The more a team matures the easier it is to estimate velocity. You will learn that when someone is out for half the sprint you lose a certain number of points. This information can easily be used to predict when a release will be ready with all of the features the product owner wishes to release. 


Remember, it is the average velocity over time that is important, not the velocity of any 1 single sprint. Even an occasional failed sprint isn't the end of the world. More times than not the points missed will cause the next sprint's velocity to be higher than normal. The average is pretty steady- even in a new team that fails a lot you can still use this to predict output over time.

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Apr 13


Scrum practices often talk about how important it is to wind up with potentially releasable software every sprint. That means that each user story must produce something that is potentially releasable.

What do we really mean when we say potentially releasable?

There is the ideal of potentially releasable and then there is the acceptable. Let’s face it- some features just take more than 1 sprint to make something that you would actually want to release.

First the ideal

Ideally a user story builds a feature that is in and of itself releasable to a client and brings value. That means that the feature looks good, works well, and does something useful. You could list this item on a detailed list of features of the software. The feature is tested, no regressions were introduced, no new technical debt was introduced, and all needed documentation is complete. In short, the user story is ready for deployment.

Ok, it is always easy to define the ideal- now how about reality?

  • There are some minimal requirements for something to be potentially releasable. 
  • The work must be tested. This may be via a test harness, reading log files, or otherwise observing the system behave. 
  • The work must be demonstrable. At the least the data from the testing should be able to be shown.
  • The work must not inhibit the use of previously existing features.
  • The work might be hidden from the end users’ view based on a configuration flag. 
  • The work must be integrated with and tested with the current code base.


Always shoot for the ideal, never go below the minimal.

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Apr 05


What is Daily Scrum?

  • Every scrum team should hold a quick 10 minute stand up meeting each day to help the team keep on track, raise impediments, and keep up with what they are doing. 
  • The daily scrum meeting is critical to the success of the team. This is one guaranteed point of contact for any interested party. It is the time where any stakeholder can stop by and get a sense of what is going on in the team. It allows for management to see what is going on without checking up on people all the time. 
  • The daily scrum is a place to make work visible and raise impediments.
  • The daily scrum is a great place to line up people to help you work out a problem. “Hey Bob, let’s get together and look at the whatsawhooseit and clarify what it is supposed to be.” not a discussion on what a whatsawhooseit is.


What Daily Scrum is NOT!


  • Daily scrum is not a status report to management.
  • Daily scrum is not a tool for micro managing the team’s work.
  • Daily scrum is not a problem solving session.
  • Daily scrum is not a design session.
  • Daily scrum does not replace phone calls, emails, design meetings etc.
  • Daily scrum is not a long running meeting.
  • Daily scrum is only a small part of the collaboration needed within the team.



Required attendees

  • Scrum Master
  • All developers doing work in the sprint
  • All testers doing work in the sprint

Recommended additional attendees

  • Product Owner
  • Development Manager
  • QA Manger

Optional attendees

  • Other Management
  • Other developers or testers from other teams
  • Anyone and everyone at the company

Some rules to follow to get daily scrum right

  • Daily scrum is at the same time, same dial in number, same place every day.
  • Non-Required attendees are only allowed to speak if a required attendee asks them a question. If you are not a required attendee think of yourself as a resource that the team may tap if they want/need too.
  • Each committed team member answers the following questions:
    • What did you do yesterday?
    • What are you planning to do today?
    • What are your impediments?
  • The answers should focus on work being done in relation to the team. If you have outside commitments they can be mentioned but only minimally unless they are impediments to delivering what the team needs to be successful.
  • If required attendees have questions or comments regarding a report they may speak however discussion should be limited with any lengthy discussions held after daily scrum is completed.
  • If this takes more than 15 minutes you either have a team that is too big, too much discussion that should take place outside of daily scrum is happening, or people who should not be interrupting are slowing things down. The scrum master should address these issues with the help from the team and management.
  • After the Daily Scrum
  • Once every one of the committed team members are finished then the scrum master ends the daily scrum and opens the floor to everyone. Nobody is considered required at this point and if you are not needed you are free to leave the meeting.
  • At that point often the team will linger for a few minutes. This is the opportunity for others in attendance to ask questions, offer feedback, and have impromptu discussions needed. 
  • This portion along with the initial daily scrum should never be allowed to last more than a total of 30 minutes. Any further discussion needs to be handled separately.
  • This is a great time to make some announcements to the team, discuss process changes, or ask questions.


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Feb 25


It has suprised me to discover a lot of confusion around velocity. It seems like everyone understands it easily but they do not.

There are a lot of misconceptions around velocity. 

What? I know what velocity is! it is so simple! Do you think I am an idiot!

No, I do not think you are an idiot. I do think there are misconceptions that are easy to have especially if you have a traditional project management background.

Soemtimes people associate the work planned into a sprint as being that sprint and keep tracking that work as finishing up the sprint even after that sprint is over.

Instead of focusing on how people may wind up with misconceptions I will instead attempt to explain how sprint velocity is defined. For this we will first need to have a good understanding of what defines a sprint.


What is a sprint?

A sprint is a pre-defined length of time in which a scrum team plans work, commits to that work, and attempts to complete that work. 

Some things a sprint is not

  • A sprint is not a mini project.
  • A sprint length is not defined by the amount of work you plan to get done.


When is a sprint over?

A sprint is ALWAYS done when that time runs out. Whatever state the code is in is the state of things when that sprint ended. The goal is to have releasable software at that point. If you do not the team needs to plan better next time.


What do you do with unfinished work at the end of a sprint?

Generally that works is moved into the next sprint to be finished. This is of course not ideal and means that the sprint failed. There may be changing business circumstances that cause that work to be postponed until a later sprint. This is up to the product owner.

Velocity is simply the measurement of how much work was completed within the sprint. 

The only work that counts is completed work. That means user stories that the product owner has accepted as being in a potentially releasable state and finished. 


Do not count unfinished work. You will get your points for that work when it is finished.


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Apr 08

When a group is working on a project it is not useful to split things up in different groups and build a system that requires multiple handoffs. It is much simpler to recognize the group of resources involved in dealing with that project and put them into the same team. They will naturally work together. If they report to the same leader- even better. They will truly be marching to the same drum. They can be held accountable and will know it. 

A lot of waste is eliminated. Things get done faster and better. That means cheaper and with higher quality.

Don't segment teams and create a matrixed management structures that guarentees roadblocks and ineffeciency.

Maintain true cross functional teams and you can build the product with the same agility of a small company. Isn't that what all of the big corporations really want? 

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Sep 24


It is imperative that a development team recognize technical limitations. It is equally imperative that a business work with the development group to build functional requirements which recognize these limitations.

Conversations about technical limitations need to happen early. Take the time to dig deep into the real limiting factors. Look at what changes can be made to business requirements to greatly simplify the system. This will help with scalability and maintainability. It will also lower the initial development cost and time. Often these changes can be made without significant impact to the usability and value of the product. By recognizing technical limitations early, time and money is saved now and into the future.

Time and time again I see systems that have been built around functional requirements requiring a far more complex system than necessary if technical limitations were recognized early.  An example of this is an application I have been working on for the past several years. It was built with the ability to edit any number of records on multiple pages of a search result set before saving the changes. Doing this made scaling difficult and costly. It also increased the complexity of the system to the point where maintaining and extending the system was slow and costly.

After a few years of supporting this model our development team finally asked how necessary this really was. After a little thought and discussion we realized that this ability was not actually useful.

If this conversation had taken place a few years ago we would have saved many thousands of dollars and had happier customers with a better performing system.

Recognize technical limitations early by putting in reasonable limitations and your products will be more profitable.

Jun 25

Business people focus on business requirements. When they consider requirements they will be thinking from the client’s viewpoint. The focus will be on what features will be required. They will be paying attention to what business processes are being addressed.

Sometimes items that hint of a technical requirement may work their way in like a service level agreement (SLA). Any of the technical requirements might get addressed in the business requirement but more than likely they will not.

If you don’t step in as a development manager and make sure that the technical requirements are flushed out it won’t happen. You have to make it happen.

 If the developers jump right into building the system key technical needs will be overlooked.

The best developers and architects will try to build most of what will wind up in the technical requirement into the system without it being specified. Most developers will find themselves pushed into a corner with deadlines and these technical considerations will go by the wayside. If we have clear technical requirements for the system this can be avoided.

In order to make sure we get a good system with all of the technical considerations being addressed we need to create a technical requirement as well as a business requirement.

Regardless of your development methodology you are using this holds true. It is just as true for Agile SCRUM as it is for Waterfall. Any functionality being added to a software system should take into account the technical requirements as well as the business requirements. It can be done on the system level or the individual functional level. It just has to happen.

It is the responsibility of a development manager to make sure that these technical requirements are flushed out and included. It may involve architects, team members, or other resources to help define these technical requirements but the buck stops with the development manager.  You would never let your team try to build a system without a business requirement; likewise you should not let them build a system without a technical requirement.

What type of things should be in the technical requirement?

A lot of what goes into the technical requirement should be decided in conjunction with architecture and support. Usually these requirements would reflect a standard for the entire product suite. There is no end to what you might consider but here are some items I recommend considering for your technical requirement:

  • Instrumentation - One of the key features that will go into the technical requirement are the instrumentation needs of the application. The needs will vary from application to application and even within features of an application.
  • Multi-Language Support - Though the business might not be planning a multi-language version of the application consideration should be given to the ability of the system to be expanded to include other languages.
  • Themes/Skins - Any application will want to undergo change from release to release. The need for adaptability should be considered. Allowing for themes/skins in your applications will allow you to adjust to changes in marketing and make it very easy to give the application a visual facelift as you release newer versions. The need to do this from the client point of view would be a business requirement but the ability to handle should be considered a technical requirement.
  • Scalability - How scalable does the application need to be. I would suggest that all applications should be highly scalable. My view is that if I get hit with an unexpectedly large number of new clients from sales I’d like the option of just buying some more hardware to keep the system up and running. The needs of individual applications will vary but this should be considered.
  • Ping - What will it take to ping your application and verify everything is up and running? Single install applications don’t often need this but enterprise systems will need this always. You are going to want to consider how you will verify that everything is up and running and if there is a technical requirement that needs some implementation to make this work well.
  • Warnings/Issue Reporting - Does the system have a need to send out warnings when certain things happen? Perhaps this can be covered in what you are planning for instrumentation, perhaps not. I definitely want to know when there are issues happening in my production environment.
  • Client Support - Does your application support only a web based client or maybe other clients like a windows forms client or even an iPhone or Google Apps client? Consider the fact that you may need to support other clients in the future. How much support for this does your application really need?

Add to the list as you need and make sure that any technical concerns raised by support reps, database engineers, automation engineers, test engineers, developers and architects are all addressed.

It looks like a lot of overhead but the results will be much better for the effort.