Technical stories - are they included on the backlog?

If you're not already a member of the Scrum development group on Yahoo, you really should join. There's a fortune of information changing hands and you can learn so much from the interactions. Just recently there was a huge debate on the topic of technical stories.

What's the ideal sprint length

Introduction

I may have blogged about this previously. I have written so many blogs, I can't recall any more. However questions regarding Sprint length surface on the forums regularly. As per usual, the answers one must give always depends on the context and every context is different than the next. So let me start with the context - this is an excerpt of a post on the scrum development group on Yahoo. Incidentally, Yahoo groups is a good place to hang out. You learn a lot from all the questions and the different contexts facing teams around the world.

Sprint start and stop days - what's best

Firstly, let me state that it is imperative that sprint lengths remain consistent. By all means experiment with 1 week, 2 week or 3 week sprints but once you have figured out your sweet spot, stick to it. This is important to setup a rhythm in the company. However, the question is what days are the best days during the week to start and stop sprints. Until now, I have been a big fan of Monday starts and ending Fridays. It seems to be a natural cadence and the days are logical transition points.

However, this week, there was discussion on the Scrum development forum and a number of folks are in favor of starting on Thursday and ending on Wednesday. Reasons given are as follows:

• There are often holidays on Mondays and Fridays which interrupt the cycle and therefore the rhythm.

• If sprints are a little behind and you end on a Friday, it will force teams to work on the weekends -- generally shunned upon by the Agile community.

• On Fridays, folks generally tend to glide through the demos and retrospectives and as a result there is a drop in productivity.
• Team members work from home on Fridays.

The right answer, let the team decide.

Certainly school for thought. I have to give this a try.

What's been your experience?

Jack

What is a Spike in Scrum

This question comes up time and time again and the Spike is often confused with the Tracer bullet. Adam Sroka posted a great explanation of the difference between the two on the Yahoo Scrumdevelopment group . So I am quoting Adam verbatim here - thanks Adam.

"The Pragmatic Programmers described something called a "Tracer Bullet" which:

1) Is an experimental solution that cuts through all the "layers" of
the architecture.

2) Is not necessarily time-boxed.

3) Is not intended to be thrown away.

Eric Evans talks about "Thin, vertical slices," which are the same as
Tracer Bullets.

A Spike Solution:

1) Is an experimental solution that cuts through all the "layers."

2) Is necessarily time-boxed.

3) Is always intended to be thrown away.

The reason for the distinction, IMO, is that the "tracer bullet" or
"thin, vertical slice" model is how XP teams normally work. A Spike is
an exceptional way of working when we feel we don't have enough
information to give the customer realistic expectations. The goal of
the Spike is to establish those expectations."

Spikes are a really good way for teams to figure out stuff that they don't know and need to know in order to understand the complexity so that it can be properly estimated, or quoted on or simply to find out if something is technically possible or not.

Do you even need a product backlog?

A great question was posted on scrumdevelopment group, worthy of discussion. The question posed ...

Summary

Their business moves very quickly and, more often than not, any stories that enter a sprint will have been thought up and written up maybe only two or three days before a meeting of the stakeholders and the product owner to decide what the priorities are. Anything that doesn't make it into the list for them to estimate and add to the sprint will go on the product backlog, but will generally not be looked at again for a while, if ever.

Question

To this end, our backlog is ever growing with stories that, in all likelihood, we'll never work on. Based on this, should we even bother with a backlog?

Response

Long backlogs in Lean thinking represent waste. Especially given the picture painted by this use case. Long outdated product backlogs means someone in the organization has to go through it and  keep it groomed. The longer the backlog, the longer the time required to keep the backlog updated and if it's really ever used, why bother. Important requirements will always surface again.

I personally hate not recording stories as I am always concerned that a great idea will just get lost and forgotten about. But this does lend to wasteful behavior and work.

In this scenario, it's seems like their just-in-time story elaboration is working well. So I would be inclined to recommend that they drop the notion of a product backlog. Or perhaps triage only really high priority ones onto the backlog.

Thoughts?

Jack