... | ... | @@ -53,10 +53,18 @@ As we can see, |
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* We added 14 unplanned points, increasing the total number of points on the sprint by 29%
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* We completed all the unplanned items: 100%
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* we manage to deliver a total 43 points out of a total of 63: 68%
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![image](/uploads/f9267141fcca83dd45b75692cd6feba5/image.png)
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* It looks like we are getting better at estimating as we complete a higher percentage of the planned work
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* Time spent on BLISS went down due to other projects rushed in before the end of the year
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And the **burn-down charts**:
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![image](/uploads/c627508b3aabe0dd88b315d93b57589c/image.png)
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![image](/uploads/c94386696f073c2419e9c14d5992908a/image.png) |
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![image](/uploads/c94386696f073c2419e9c14d5992908a/image.png)
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From the Scrum Master point of view, I can say that:
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1. We have adapted the implementation of Scrum to the team and company culture (PO is a dev, daily scrum every other day, etc.)
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2. We still cannot say whether all other work outside BLISS is of higher priority than the ones in the sprint backlog (I have no visibility of these items)
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3. We can however say that developers spend around 50% of their time on tasks outside BLISS
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4. We overestimate what we can deliver in a sprint, however we are getting better at it
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5. We still do not prioritise the items within the sprint backlog
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![image](/uploads/fb54f92c4c59da75e330a79cb93513df/image.png) |
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