21 Tips on Choosing a Sprint Length

Many teams that I work with choose their Sprint length without too much thought.  Often enough, that’s okay and it works out.  But, in some cases, it helps to think clearly and deeply about what length of Sprint to choose.  Here are 21 tips on choosing a Sprint length.

  1. Don’t ever go longer than 4 weeks… if you do, by definition it’s not a Sprint anymore.
  2. Scrum is about fast feedback – shorter Sprints mean faster feedback.
  3. Scrum is about continuous improvement – shorter Sprints give a team more opportunities to improve.
  4. High-performance teams need pressure to form – shorter Sprints provide pressure.
  5. Each Sprint is, ideally, an independent project – longer Sprints may make it easier to get a potentially shippable product increment truly done every Sprint.
  6. “False” Sprints such as “Sprint 0″ or “Release Sprints” may feel necessary if your Sprint is too short – try to avoid the need for false Sprints.
  7. If you have lots of interruptions that are disrupting your Sprint plans, shorten your Sprints to match the average frequency of interruptions… and then just put them on the backlog.
  8. If you feel like you team starts out by working at a leisurely pace at the start of a Sprint and then “cramming” at the end of the Sprint, then shorter Sprints will force the team to work at a more even pace.
  9. Don’t lengthen your Sprint to fit the “size” of your Product Backlog Items… instead, get better at doing “splitting” to make the items smaller.
  10. Small failures are better than large failures, shorter Sprints help.
  11. If you are using Agile Engineering practices such as TDD, you should probably be able to do Sprints that are 1 week in length or less.
  12. 2-Week-long Sprints are most common for IT and software product development.
  13. Most Scrum trainers and coaches recommend Sprints to be 1 or 2 weeks long.
  14. Teams go through the stages of team development (forming, storming, norming and performing) in fewer Sprints if the Sprints are shorter.  E.g. 5 Sprints if they’re 1 week long, but 20 Sprints if they’re 4 weeks long.
  15. If your team has trouble finishing all the work they plan for a Sprint, make the Sprint shorter.
  16. Every Sprint should be the same length for a given team so don’t let your Sprints get longer just to “get everything done”.
  17. Experiment with extremely short Sprints to see what is possible: 1-day long, for example.
  18. If you are doing a project with a fixed release date/end date, then make sure you have at least 6 Sprints to allow for sufficient feedback cycles.  More is generally better which means shorter Sprints.
  19. If you are working on a product, consider Sprints that allow you to release minor updates more frequently than your main competitors.
  20. Sprints need to be long enough that Sprint Planning, Review and Retrospective can be meaningful.  A 1-day Sprint would allow a maximum of 24 minutes for Sprint Planning, 12 minutes for Review and Retrospective each.
  21. When a team is new, shorter Sprints help the team learn its capacity faster.

Author’s Note: this is one of those articles where I thought of the title first and then worked to make the article meet the promise of the title.  It was tough to think of 21 different ways to look at Sprint length.  If you have any suggestions for items to add, please let me know in the comments (and feel free to link to articles you have written on the topic). – Mishkin.

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Sprint Review Timing – Article by Mike Caspar

Another great article by Mike Caspar: Consider the ability of your Stakeholders to come to your Sprint Review or Demo before declaring it.  From the article:

If you are in an environment that is struggling to get stakeholders to your review, ask yourself if you have chosen an impossible day of the week for this ceremony.

Please, for the sake of your team(s)….

When considering when your Sprint will end,
think of the ability of your stakeholders
to actually show up once in a while!

Stakeholders are people too. They don’t want to let the team down either.

(Emphasis added.)

Mike has great experience working with Scrum teams and I hope you read through his other articles as well.

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The Rules of Scrum: I attend every Sprint Review Meeting in-person

The Sprint Review meeting supports the Scrum value of Openness and the principle of inspect and adapt.  This rule of Scrum also aligns with the Agile Manifesto principles “The most efficient and effective method of conveying information to and within a development team is face-to-face conversation” and “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.”  In-person attendance of all Scrum Team members allows for the fullest level of openness among Team Members and effective communication of feedback from stakeholders reviewing the product increment.  If even one team member attempts to attend this meeting by any other means, either by phone or even video conferencing, efficiency and effectiveness of the openness and inspect and adapt becomes compromised. Compromise on these principles yields compromised collective ownership. The successful delivery of the valuable software requires full commitment on the part of the whole team. Lack of in-person participation increases the likelihood that the team will fail to deliver on its Goal because the openness and inspect and adapt will lack effectiveness.

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The Rules of Scrum: Every Sprint includes Sprint Review for stakeholder feedback on the product

Scrum is a tool for product development that uses transparency and fast feedback.  The Sprint Review is an open meeting during which the Scrum Team works with all interested stakeholders to look at the results of the Sprint.  This meeting is usually dominated by a demonstration of the working increment of software.  The stakeholders in attendance at this meeting freely provide feedback about the product which is then used by the Product Owner to update the Product Backlog.  This feedback is critical to ensure that the team is staying on-track, that it is building the most valuable possible product features, and that the stakeholders are satisfied with the results.  Missing this aspect of feedback makes Scrum only modestly better than non-agile approaches to doing work and should be considered a critical problem to fix as it undermines the whole point of doing Scrum.

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