Scrum - your burn down-chart looks strange? These techniques will help you to improve
by Pete R.
Scrum burndown charts might not always seem like the ideal charts that one would want and sometimes, the charts might appear more terrifying than one might have thought. Some people might try to tackle this issue by spending more time before working on the sprint prototyping and design. However, it might turn out that more work is required during the sprint than previously anticipated.
To meet the backlog, more involvement is required, and new items would need to be identified. Due to this reason, and the maintenance of complex applications, one might think that Scrum is not suited for this level of development and to the existing code being thrown up, whereas, one would need to have a different view of things.
It is crucial for one to be agile to handle such situations. You need to change your perception about the burndown chart as some sort of indication of resources and instead of as a schedule. Here are some of the best techniques for you to handle the issue and improve.
Always try to break down the Tasks into Smaller Parts
As has been observed, the best way to handle a burndown chart is by breaking down the tasks into smaller parts. It is better to break them down into technical tasks so that one can achieve greater detail. You can also try to speak with the product owner and ask if it is possible to reduce the scope as it is more effective.
Another great technique is by estimating bigger than what had been initially expected as it will help handle the issues to a great extent.
Now, if you are already making two-month sprints, then you should try one-month sprints, for one-month sprints, try half of that, and for two weeks sprints try one. There are various advantages to this:
Helps act as a limiter for story size which encourages the team and the product owner to work on smaller stories which are much easier to estimate accurately.
One can get feedback more as compared to before, and it will be easier for you to see connections between decisions from the start of the sprint to the actual results.
Practice allows one to get better at everything.
Look More into Reasons for the Ups and Downs
When you use retrospectives and stand-ups, you get to look into more reasons for the ups and downs. You find out the exact reason why you have trouble with specific issues and how to solve these issues. Once again, shorter sprints will enable you to find the more obvious.
It is vital for you to believe your history. If you find out that a particular legacy requires much longer, then you should remember this and use the information for your next sprint. History helps you estimate more accurately.
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