- Daily Sprint Actions
- Story Acceptance
- Daily Standup
- Facilitator Daily Sprint Actions
- Team Guide Daily Sprint Actions
Team Members, each sprint day:
- At the start of your workday, review your list of sprint tasks and choose which to work on.
- Figure out how much time you must average on sprint work each day to finish all tasks by the end of the sprint.
- Look at your tasks story by story, to see which ones other people are dependent on.
- Manage your nonsprint time to ensure sprint work stays top priority, except for apparent emergencies.
Note: Notify the TG and/or Facilitator of emergencies (explained under “Desired Agreements”).
- In digital trackers, shortly before the Daily Standup, update the following for each task you have worked on since the last sprint meeting:
- Task status.
- Story status if changed by the new task status and not updated by the tracker automatically.
- Remaining estimated labor hours (“to-dos”).
- Blockers and reasons for them.
- Attend the Daily Standup (see the related step set below).
- If you run out of sprint tasks, or are temporarily blocked from working on them, try these steps in the order shown:
- Ask your teammates if they have a task you can help with or take over.
- Look for a story to work on in the backlog.
- Do project-related training.
- Do nonsprint work, but repeat Step 5.1 daily.
- When all tasks on a story are completed, see the next step set.
Team Members, when all tasks are complete on a story, including defect-fixing and retests:
- Ask the story requester to review or test the deliverable(s), focusing on the Acceptance Criteria (AC) as the only basis for acceptance or rejection.
- If the requester is not available or defers to the TG, contact the TG.
- The requester can choose to wait until the Demo.
- If the requester finds issues relevant to the AC:
- In your tracker or defect tool, create a defect for each issue associated with the story.
- Fix the defects.
- Re-test the deliverable.
- If there is time before the end of the sprint, repeat Step 1.
- For issues not relevant to the AC:
- Have the requester accept the story.
- Work with them to create a new story in the backlog addressing those issues.
Details: “Accept the Acceptable.”
At Daily Standup time, guided by the Facilitator or any team member present:
- Start the meeting on time.
- If updated, show the Burndown Chart and ask members to mention possible reasons for danger signs, such as:
- Bars above the line (added hours or lack of progress).
- Bars trending toward the line (slowed progress).
- Have each person answer only:
- “What sprint tasks did you work on since the last sprint meeting?”
- “What sprint tasks do you intend to work on before the next meeting?”
- “Do you have any blockers?”
Note: Members unable to attend should send their answers to all team members.
- If people stray from the three questions, interrupt to keep the meeting focused.
- If using a manual Burndown Chart:
- Have people adjust their to-dos on each open task, and report the net change to the team.
- Adjust the to-do hours by the total net change reported by all members.
- Update the chart.
- After everyone has reported, ask if further discussions are needed and who needs to be involved.
- Let everyone else go as soon as they are no longer needed, though they can stay if they wish.
Max. Daily Standup Time: 15 minutes.
Details: “Stand Up for 15.”
Facilitator, each sprint day, in addition to the boxes above for “Team Members”:
- Review sprint progress, looking for:
- Tasks that have dependencies and are delayed.
- People who are falling behind on their sprint workloads.
- New blockers.
- Address any blockers as soon as they are reported and make sure they are reflected in the tracker.
- Contact team members to address any process issues.
- Defend the team from outside interference in the process.
Example: If a manager tries to assign work to a team member, help that member deflect the request to the Team Guide unless it is a true emergency (like a customer outage).
Details: “Facilitator (Support the Sprint).”
Team Guide, in addition to the steps in the “Team Members” boxes above:
- Identify new business or technical requirements and create stories.
- Answer sprint-related questions from team members quickly.
- Answer project-related questions from outside the team.
- Hold a Pre-Grooming Meeting for the next sprint with your Customer (per “Pre-Groom for Speed”).
- If potential emergency work is identified, talk to the requester to determine if it requires the team to divert from sprint work and either:
- Explain why it does not, stop any work on it, and create a user story in your backlog for the request.
- Determine if stories need to be removed from the Sprint Plan to account for the time, and negotiate their removal with the requester(s).
Details: “Team Guide (Support the Sprint).”