One of key definitions of the Scrum framework is “Definition of Done”(DoD). In order to be able to decide when an activity from the Sprint Backlog is completed, the Definition of Done (DoD) is used. This bring all the team members to the same level of understanding about the conditions when a task is completed. The definition of done for our team is as follows:
Any issue in the Sprint Backlog is considered to be “Done” if the analysis, development and validation stages have been completed successfully and the acceptance criteria has been met. The deployment is not a prerequisite for the issue to be considered as “Done”.
Okumaya devam et “From Continous Delivery to Continous Deployment”
One of key metrics of a Scrum team is Velocity. Even though it’s not mentioned in the Scrum guide, it is still very useful for the Product Owner while planning the Scope of the next Sprint and defining a concrete Sprint Goal.
As the name implies Velocity (consider the team as a vehicle) is a metric calculated by averaging the total amount of Story Points completed over the number of Sprints within the same period. In practice, the velocity of the teams gets stabilized after a certain number Sprints are left behind. As the number of Sprints increases, the velocity starts oscillating in a regular rhythm.
Okumaya devam et “Velocity : Key metric to secure an effective Sprint Planning”
One of the key responsibilities of a Product Owner is looking after the backlog and building and maintaining the Product Roadmap. The Roadmap is a great tool that provides a visibility regarding the Scrum team’s work and to materialize where the team is headed to. It’s a good practice to communicate the up-to-date Roadmap with the shareholders often in order to let them know which new features and bugfixes are planned over the coming weeks and months and to notify if there is a recent change on the planning.
We are running 2 weeks-long Sprints. At the end of the Sprint Review session, as the PO, I’m presenting the PBIs (Product Backlog Item) in priority order and ask openly to my line manager and other shareholders if we share the same understanding of priorities. From time to time chances are my management team and/or shareholders comment on the priority of PBIs and ask changes. On those instances, we altogether discuss about the motives of these new requests and get fully aligned. At the end of the review we as the team get either confirmation from the audiences regarding the priority order or have an updated list of priority. Here below you can see the ~3 months Product Roadmap of our team. (I’ve intentionally made it blurry for confidentially reasons)
Okumaya devam et “How to build, maintain and communicate the Product Roadmap?”