It's been a while since we met with a quick, interesting tip. As the saying goes, "Too much of anything is good for nothing", today the focus is on delivering your outcomes with the right amount of planning. Your plan should be practical, calculative, and achievable for driving a qualitative success.
Laura has a habit of planning her project deliverables before assigning work to her team-mates. Once the plan is finalized, she schedules a general meeting with her team and assigns every member with a list of work items to accomplish. These work items run across different sprints. However, the team fails to accomplish a few of the work items as planned and the project runs overdue. Here, the problem lies in the ‘Planning’ stage where Laura predefined a plan without a proper analysis of her team’s capacity.
Laura's plan becomes a problem
Replanning the same process over and over is cumbersome and your outcome would stand nowhere. Laura's problem is neither related to the work items nor her team members. The problem falls in the PLAN and not the DELIVERABLE.
Laura's problem analysis phase
Laura's plan requires an intensive analysis before meeting with her team. She can streamline her analysis with:
- Release notes: Analyze the total number of resolved and unresolved items in the completed sprints using release notes.
- Team velocity: Track the average velocity of the team that determines the capacity of the sprint team to accomplish the assigned tasks.
- User based velocity: Track the individual user's velocity and determine the number of work items they can accomplish in a sprint.