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Chapter 4 Tools - Coggle Diagram
Chapter 4 Tools
- Scrum Tools of Communication
The total amount of work remaining for the whole sprint is then shown visually using the burn down chart.
Burn down charts typically trend towards zero, as each task gets tackled even just a little bit everyday.
Saying “we’ll need to finish x amount of work in the next prints to release the product on time” is a lot better than saying the non- constructive “we’re going to be late!” statement.
If you’ve noticed, the charts and logs used always show the time remaining rather than just time elapsed working on the product. In most cases, time elapsed is useless data because time spent working on something does not exactly reflect the amount of concentrated work done. It could also lead to a false sense of accomplishment (teams could mistakenly correlate elapsed work hours with completed work).
By instead showing the amount of work that’s still unfinished, the team can have a more accurate gauge on the remaining work they still have to do and spread them out eve
While the product owner typically cannot just add new tasks to the sprint backlog in the middle of the sprint cycle, team members may choose to add tasks that they find are actually connected to the features they’re working on in the current sprint.
While typically changes in the sprint cycle is discouraged, if it turns out that the team accidentally left out a feature in the product backlog that’s actually needed for a certain feature to work in the current sprint cycle, then by all means the team should add that task and adjust the remaining amount of work remaining for the whole sprint.
A potential problem that arises is when teams fall into the pitfall of grabbing too many tasks from the product backlog that may not actually be necessary, therefore increasing the chances of releasing a potentially shippable product late.
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The problem with burn down charts is that they don’t show scope changes very clearly. Scope change is when tasks are either added or removed in the product backlog or sprint backlog.
A burn up chart shows the work that is already completed and the total work with separate data points, as compared to the burn down chart, which combines the two. The total work data will show the amount of work available, which may change as tasks are added or removed.
Burn up charts and burn down charts both have their pros and cons – burn down charts are much simpler to create but won’t really tell you as many things as burn up charts will. Burn up charts will, for example, show you that the team had to remove tasks in order to finish a sprint, while burn down charts will only show a sudden downward fall in work remaining.
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The task board is a visual representation of the progress of the sprint backlog. At a glance, you’d be able to tell the progress of the tasks quite easily.
Team members will update the task board all throughout the sprint. This is where tasks are either added or removed as necessary. The amount of work remaining is then updated in the daily Scrum and will be reflected in the burn up or burn down charts.
In task boards, product backlog features to be tackled in the sprint is updated to have more details, with mini-tasks necessary to accomplish the tasks. The columns usually used in the task board are:
To Do: All uncompleted work generally starts here. Team members choose tasks to work on in this column and move them to the “Work in progress” column.
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To Verify: If there are no separate tasks in testing the completed work, the theoretically-completed work is generally placed here to be verified - usually by the Scrum Master or other team members.
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