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18573RE: [scrumdevelopment] Re: Scrum illness, symptoms and possible treatments

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  • Clinton Keith
    Dec 29, 2006

      Hi Mike,


      We do TDD/PP, but since we make video games TDD doesn’t translate to all the disciplines (art, design, programming) on the team.   We have a done column for our tasks and conditions of satisfaction for our stories.


      Sprint planning:

      - We have 2-week sprints based on ~1/2 day planning sessions with stories taken from a release backlog and broken down by the team.  They are usually 50% accurate with their sprint tasks (hours and task count), which is often due to the uncertainties even in a 2-week planning window for video games.

      - We have 120 people working on a game spread across ~14 teams.  All these team deliver on the same day (one product).


      The new tasks are identified during the day outside the scrum and the new cards brought to the daily scrums and posted.


      I would rate the collaboration among people of the same discipline (e.g. programmer-programmer, artist-artist) as good, but the collaboration across disciplines as less than that.


      I found that Alistair Cockburn’s article that Ron Jeffries pointed out the other day



      To be insightful into a potential problem:  Do highly cross-discipline teams tend to pipeline more easily and prevent meaningful value in short iterations?






      -----Original Message-----
      From: scrumdevelopment@yahoogroups.com [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of Mike Bria
      Sent: Friday, December 29, 2006 10:52 AM
      To: scrumdevelopment@yahoogroups.com
      Subject: [scrumdevelopment] Re: Scrum illness, symptoms and possible treatments


      Hi Keith --

      As far as the quality - Are your teams practicing TDD? Have you tried
      pair programming? Do you have a "DONE" checklist?

      As far as the dropped stories and new tasks - How do approach sprint

      Another thing that seems interesting is that your daily stand-ups are
      "quiet", yet new tasks are frequently "added during the sprint" - how
      are these new tasks communicated (and agreed on)? In general, how would
      you rate the collaboration among team members?


      --- In scrumdevelopment@ yahoogroups. com, "Clinton Keith" <ckeith@...>

      > Hi,
      > I've been following the debate on Daily Burndowns here with interest
      > We've been using Scrum for three years now and it seems as if a couple
      > of teams are experiencing an increased drag from the lack of novelty
      > more of a robotic adherence to the Scrum practices. The Daily
      > is a good example of a practice that they are following, but not
      > full advantage of.
      > I would like to get some advice on how to rejuvenate the Scrum
      > principles among teams.
      > First, the symptoms:
      > - Lot's of dropped user stories.
      > - "completeness" isn't quite there on stories that are marked as
      > complete (bugs, lack of polish)
      > - Lots of new tasks added during a sprint (without stories changing)
      > - Very quiet daily scrums
      > I know these symptoms point to a lack of commitment and ownership on
      > teams. We customers have pointed out the failures in the stories
      > delivered during the reviews. The question that I have is, apart from
      > beating the teams during the reviews, are there some exercises and
      > coaching practices that can be used to help focus on these issues?
      > There was mention of 2-day Sprints being used to help teams examine
      > they function and what they deliver. Does this work? Are there
      > Thanks,
      > Clint

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