The Sprint planning meeting is a negotiation between the team and the product owner about what the team will do during the next sprint.
The product owner and all team members agree on a set of sprint goals, which is used to determine which product backlog items to commit from the uncommitted backlog to the sprint. Often new backlog items are defined during the meeting. This portion of the sprint planning meeting is time-boxed to four hours.
Typically the team will then excuse the product owner from the room and break the backlog Items down into tasks. The product owner is expected to be on call during this phase (previously called the sprint definition meeting) for renegotiation or to answer questions that affect the time estimates. This portion of the sprint planning meeting is time-boxed to four hours. Sometimes teams insert placeholder tasks (with rough estimates) for the product backlog items they don't expect to start working until later in the sprint.
Sprint Retrospective Meeting
The sprint retrospective meeting is held at the end of every sprint after the sprint review meeting. The team and ScrumMaster meet to discuss what went well and what to improve in the next sprint. The product owner does not attend this meeting.
The sprint retrospective should be time-boxed to three hours.
Kelley Louie (Certified Scrum Practitioner) writes: "The sprint retrospective meeting is an integral part of the inspect and adapt process. Otherwise, the team will never be able to improve their overall output and not focus on the overall team performance. The ScrumMaster must pay attention to this meeting and work towards resolving the impediments that may be slowing down the team."
In Scrum, a sprint task (or task) is a unit of work generally between four and sixteen hours. Team members volunteer for tasks. They update the estimated number of hours remaining on a daily basis, influencing the sprint burndown chart. Tasks are contained by backlog items.
Scrum literature encourages splitting a task into several if the estimate exceeds twelve hours.
A team (or "Scrum team") is optimally comprised of seven plus or minus two people.
For software development projects, the team members are usually a mix of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc. This is often called "cross-functional project teams". Agile practices also encourage cross-functional team members.
During a sprint, the team self-organizes to meet the sprint goals. The team has autonomy to choose how to best meet the goals, and is held responsible for them. The ScrumMaster acts as a guardian to ensure that the team is insulated from the product owner.
Scrum also advocates putting the entire team in one team room.
In Scrum parlance, a team member is defined as anyone working on sprint tasks toward the sprint goal.
In Scrum, velocity is how much product backlog effort a team can handle in one sprint. This can be estimated by viewing previous sprints, assuming the team composition and sprint duration are kept constant. It can also be established on a sprint-by-sprint basis, using commitment-based planning.
Once established, velocity can be used to plan projects and forecast release and product completion dates.
How can velocity computations be meaningful when backlog item estimates are intentionally rough? The law of large numbers tends to average out the roughness of the estimates.
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