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Agreed. As an aside, one thing just came to mind. Even if you're bringing tech debt tickets into each sprint, there's a possibility they'll get picked up last
by benrow 4y ago
Agreed.
As an aside, one thing just came to mind. Even if you're bringing tech debt tickets into each sprint, there's a possibility they'll get picked up last - fine, unless they keep getting pushed back!
Part of me thinks this could be mitigated by reducing the velocity expectation. But there tends to be an overarching sprint goal relating to product work, and this often invites extra scope due to unforeseen impediments. So 'background' work like tech debt is easily pushed back.
I don't know of a better way. Perhaps it comes down to human factors such as limited focus.
- bluGill 4y agoThere are two ways management can handle getting things done on time: commit to taking only 80% of the teams capacity, thus ensuring there is plenty of buffer; or commit to the full thing, and accept that some things won't get done. If (as most do despite Agile warnings about it being wrong) your management wants you to get done 100% of what you commit to, then as a team you need to hide 20% of your capacity from management.