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The Sprint

The Sprint is time-boxed to 30 consecutive days.

Why? This is the minimum amount of time needed to deliver something of significant interest to Product Owner and Stakeholders and bring it to a state where it's potentially shippable. It is also the maximum amount of time that can be allocated while avoiding extensive time generating artifacts and documentation to support it's thought processes. Finally, it's the maximum time most stakeholders will go without losing their belief that the Team is doing something meaningful for them.

• Team can seek outside help, support whatever during the Sprint.
• No one can provide advice, instructions, commentary, or direction to the Team during the Sprint.
• The Team is utterly self-managing.
• Product Backlog is frozen during the Sprint
  • Determining factors include, at the ScrumMaster's discretion, outside interference with the Team, Irrelevance or by the Team or Product Owner's request.
  • If the Team determines that they cannot complete all of the Product Backlog to which they've committed, they can consult with the Product Owner on which items to remove. If so many items need to be removed that the Sprint loses value and meaning, the ScrumMaster can adnormally terminate the Sprint as discussed previously.

If the Sprint proves not viable, ScrumMaster can abnormally terminate the Sprint and initiate a new Sprint.

• If the Team feels that they can address more of the product Backlog, they can consult with the Product Owner as to which Product Backlog can be added to the Sprint.
• The Team has two administrative responsibilities during the Sprint:
  • They must attend the Daily Scrum Meeting.
  • They must keep the Sprint Backlog up to date and available in a public server available to all.
    • New tasks must be added to the Sprint Backlog as they are conceived and the running, day to day estimated hours must be kept up to date.

Summary

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  • The Sprint is a wonderful metaphor for feature delivery that respects the realities of Project Development.