Sprint zero activities.Sprint 0: The Goal, Activities and the Term

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Sprint zero activities

Sprint planning session ensues. Daily Sprint team meetings. Sprint review sessions or debrief. Deliverable product. Sprint retrospective.❿

What Is Sprint Zero? – Sprint zero activities

If it is a few days then it is probably a good idea just to let the Sprint run its course and ignore the velocity for the Sprint. If there are just a few outstanding items then start the first business value delivering Sprint, being cogniscent that it will impact your velocity a little.

If there are considerable outstanding items then this should be discussed in detail at your retrospective. Why did this happen? Was it because impediments were not removed?

Should an additional Sprint be added? If another Sprint is added then does it affect the ROI of the project? Should we just call it quits now? The day you start Sprint 0 is the day all the team should be onboard. Arguably they should have been onboarded earlier when you initially created a Product Backlog through Inception workshops.

The obvious one is that teams never get started delivering business value. They stay in this mode of never being ready and there is no drive or motivation to move out of it. This is why it is important to have Sprint 0 considered a Sprint because the Scrum Master should be driving the team to the goal of delivering value in a predictable manner.

The Scrum Guide defines a Sprint as:. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. Not surprisingly the Scrum Guide does not say anything about Sprint 0, mostly because anything that is before Sprints fails to exist as a process step or activity the initial backlog creation being a great example. This seems a little odd and misleading to me. You could always just change the name of all the cadence activities but I think that goes back to not having a simple message.

So what would I call it? Make the implicit explicit. Surely the purpose of your first sprint should be to deliver something, however small.

Most of that first sprint might be spent removing the initial impediments to delivery and hopefully learning about each others needs on your cross functional team, but at least you start with the same purpose as every other sprint, to deliver some value to the customer, rather than guessing what you will need to enable that.

Modern software development in general, and scrum in particular, is far too focussed on D, D, D and little to no R. We need more research, prototyping, analysis, etc, up front — people who deny that are simply impulsive and not well rounded. There are no one-size-fits-all ways to work, but some agile teams consider Sprint 0 is necessary in many cases.

It can be used to mitigate many of the common risks and save resources in software development projects. They believe Sprint 0 can help to plan for more accurate budgets and timelines, increased accountability, and reduced waste. Sprint Zero, unlike pre-planning, is not a requirement for agile projects. Quick and efficient Sprint teams may not have any use for Sprint Zero procedures. Having a Sprint zero is only compensating for the level of maturity of your team in its ability to deliver requirements to an iterative, incremental executing development team.

You have to deal with where you are today and not hope for people to change overnight. The buzz in the room meant that thirty minutes passed quickly with only half the planned content covered. Zoe scheduled a second session the next day due to the large number of questions and discussions happening. It was great to see such strong engagement. It was also immensely satisfying to dispel the myth among the group that engagement would be low.

This proved to be a point in which the efforts of setting up this squad through the Sprint 0 and initial sprints were seen to bear fruit. The goal of any Sprint 0 is to prepare the team for effective delivery.

Sprint reviews are a key ceremony for determining team delivery effectiveness. Determining the success of any Sprint 0 may not come for some time as the team continues to grow and learn how to work together effectively.

Sprint 0 can be a great mechanism in Agile transformations not to only establish new teams, but also to reset existing ones undergoing a significant team altering event.

You may have assumed that the key focus of a Sprint 0 is to generate a detailed initial backlog, plan for the first couple of sprints and decide when your ceremonies occur. I have come to realize that in fact Sprint 0 should be defined as a small segment where teams collaborate to prepare themselves for the upcoming delivery journey.

In addition to the backlog and roadmap, any items that get you ready to start working together cohesively should be included. For those looking to embark on their own Sprint 0, I would recommend covering the following topics:. Agreement of communication and collaboration mechanisms, including work state management tooling, chat forums, conflict resolution methods and e-mail usage.

Even once you have embarked on your Sprint 0 and start delivery sprints, it is inevitable that you will find elements that you have missed. Or you will be unsure if you are ready to start delivering. It is fine to build on any Sprint 0 once you start sprinting to improve the team effectiveness. Ultimately, the only way you will really be able to know you are sprinting effectively, and with accountability, is when you have your first successful review with relevant stakeholders, which will be after Sprint 0 has completed.

I wish to thank Gerard Jerry Shea, our Agile Coach, for his guidance and support through the journey of creating my first Sprint 0. I also wish to thank my Shepherd, Courtney Shar, for all the feedback and friendly banter she has given me throughout the writing process. Finally, I wish to thank my husband, Andrew, and son Archie for welcome breaks from work and paper writing running excitedly around the living room.

She specialises in frontend web development and agility. She is an Agile evangelist, UI enthusiast and regular blogger on Medium and her personal blog. When she is not building financial software, Carly enjoys cooking, photography, and drinking many cups of tea!

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Other uncategorized cookies are those that are being analyzed and have not been classified into a category as yet. This cookie is used by the online calculators on the website. Without the Calculated Fields cookie the instant quotation may not work. Welcome Username. The obvious one is that teams never get started delivering business value. They stay in this mode of never being ready and there is no drive or motivation to move out of it.

This is why it is important to have Sprint 0 considered a Sprint because the Scrum Master should be driving the team to the goal of delivering value in a predictable manner. The Scrum Guide defines a Sprint as:. Sprints have consistent durations throughout a development effort. A new Sprint starts immediately after the conclusion of the previous Sprint. Not surprisingly the Scrum Guide does not say anything about Sprint 0, mostly because anything that is before Sprints fails to exist as a process step or activity the initial backlog creation being a great example.

This seems a little odd and misleading to me. You could always just change the name of all the cadence activities but I think that goes back to not having a simple message.

So what would I call it? Make the implicit explicit. Surely the purpose of your first sprint should be to deliver something, however small. Most of that first sprint might be spent removing the initial impediments to delivery and hopefully learning about each others needs on your cross functional team, but at least you start with the same purpose as every other sprint, to deliver some value to the customer, rather than guessing what you will need to enable that.

Modern software development in general, and scrum in particular, is far too focussed on D, D, D and little to no R. We need more research, prototyping, analysis, etc, up front — people who deny that are simply impulsive and not well rounded. We really need to move to prototyping — not potentially shipping things. Once the requirements have been narrowed down then you can start worry about making the features that survive the prototyping process eg are wanted into production level code. Excellent post!

I think it makes the most sense in enterprise environments. Large, complex problems need additional up-front analysis and definition. Diving in too soon results in lots of refactoring or worse, throw-away code. The software we deliver needs to have staying power. It needs to survive until the final release.

Sprint 0 is like any sprint — the team works together to reach the goals of the sprint. If a servant leadership culture is in place then no one really runs the sprint, in organisations transitioning to self empowered teams you do commonly find that the Scrum Master runs the sprint.

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