By Tim Brizard (auth.)
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Extra info for Broken Agile: Stories from the Trenches
In this group the code was checked into multiple locations, one person controlled who could check in code, and ultimately an artifact was built and deployed to the Production environment. This artifact did not necessarily contain the latest code or reflect what was tested by developers in lower environments. For the most part, it was a manual process and error prone. The fact that this organization released code every two weeks is not at all specific to Agile software development. Any company can have a two-week software release cycle.
The team will probably have a lower velocity when it is first formed, but every Sprint the velocity should get better—until it hits a plateau. Once that happens it will become harder to increase velocity, but it can be achieved by squeezing out waste from your processes. ). Also, make sure to do capacity planning during your Sprint Planning. This is not a technique that all Scrum Masters follow, but I’ve seen it work well. It means that before you make your Sprint commitment, take into account things like planned vacations, appointments, meetings, and so on.
If a team is 100% funded by project work, then it is likely there will be these kinds of peaks and valleys. Having a team split between project and sustainment work can be one solution. , defect fixes and improvements). Then the team pulls from these two Epics (or maybe uses components or whatever makes sense in its environment) and commits to points based on its historical velocity. This does not have to be a 50/50 mixture. Maybe at times it is 80% project work and 20% sustainment and then 100% sustainment when there is no project work.
Broken Agile: Stories from the Trenches by Tim Brizard (auth.)