¿Cómo puedes optimizar la duración y la cadencia de tu sprint?

To optimize sprint length and cadence in Scrum, keep your sprints consistently between 2-4 weeks. This helps the team deliver valuable work without getting too tired. Always start and end sprints on the same day each week to create a predictable schedule. Regular Check-ins during daily standups. Use retrospectives to discuss what went well and what needs improvement and make changes to improve efficiency and team happiness.

Check the size of your team, complexity of the project, and frequency of release. Experiment with different sprint lengths like 1, 2 or 3 weeks to find the most productive rhythm for team. Evaluate your team's performance and outcomes during each sprint to identify areas for improvement.

O tamanho da Sprint deve ser grande o suficiente para permitir adaptação e pequeno o suficiente para entregar valor (dentro do intervalo de até 1 mês). Sabe qual é o problema? Para você entregar algo potencialmente liberável neste período de tempo, é necessário um fluxo bem gerenciado - o que não é realidade da maioria dos Scrum Teams que eu já observei. Então, o que acontece? A Sprint é de 2 semanas, o foco é no escopo-fixo (pela baixa confiança no sistema) e boa parte dos PBIs “transborda” para os ciclos seguintes. A ideia é muito legal no papel, mas o fato de não existirem orientações sobre como atingir uma boa maturidade, as implementações são disfuncionais!

To optimize sprint length and cadence in Scrum, consider the project's complexity and stability to determine whether shorter (one to two weeks) or longer (three to four weeks) sprints are more appropriate. You need to understand what the smallest piece of work would look like in that project. Some projects can be broken down into very small tasks, with tangible, measurable value delivery every week or two. Some are made up of tasks that would only make sense to package, evaluate and reflect on at the end of a longer sprint

Un aspecto crítico a tener en cuenta al decidir la duración del sprint es el nivel de automatización que tengas. Es muy probable que no te vaya bien en un sprint corto o muy corto, quizás de una semana o menos, si tu nivel de automatización es pobre. Por ejemplo, si no tienes pruebas automatizadas, o no tienes herramientas para hacer despliegue continuo. Otro aspecto es el tamaño del equipo. No es lo mismo un equipo pequeño, de 3 o 4 personas, que uno de 7 u 8. Para este último, los sprints de corta duración pueden ser mejores. En todo caso, es necesario experimentar hasta encontrar la mejor cadencia para tu equipo y entorno.

While a two-week sprint is often considered advantageous, the optimal sprint duration can vary based on the nature of the project, team preferences, and organizational needs. Teams should regularly assess and adjust their sprint length based on feedback and empirical data to find what works best for them.

Scrum is based on the empiricism, where knowledge derived from practical experience and observations. Similarly, determining the most suitable sprint length for a project follows a similar principle. Without actively experimenting with various sprint durations, one cannot gain a clear understanding of which timeframe is apt for the project.

Here is how to put your considerations for sprint length 1. Team Dynamics and Capacity 2. Project Complexity and Stability 3. Customer and Stakeholder Needs 4. Product Lifecycle Stage 5. Risk and Change Management Regular retrospectives and iterative adjustments ensure that the chosen sprint length continues to meet the evolving needs of the project and the team.

The optimal length of a sprint should be determined experimentally based on the specific needs of your team and project. While the standard practice is to have sprints lasting 2 or 3 weeks, it's crucial to monitor the performance when transitioning between these durations. Performance evaluation should extend beyond burn-down charts, considering project goals, visibility, traceability, and, significantly the happiness of the Scrum team. Ultimately, the chosen sprint length should align with the unique dynamics and objectives of the team and project.

Gradual Progression: Gradually increase your sprint distance over time to avoid overtraining and reduce the risk of injury. Specificity: Tailor your sprint length to your specific goals. If you're training for shorter sprints, focus on explosive bursts of speed over shorter distances. For longer sprints, gradually increase the distance to build endurance. Rest and Recovery: Allow adequate rest and recovery between sprint sessions to prevent fatigue and reduce the risk of overuse injuries. Include easy-paced days or rest days in your training schedule. Technique: Pay attention to your sprinting technique. Efficient biomechanics can help you cover more ground with each stride.

Inspection stands out as a crucial pillar of the scrum framework, emphasizing the significance of consistently evaluating the work accomplished. It can be achieved through the systematic gathering of feedback and metrics.

Let's delve into the fundamental aspects of a sprint – the burn-down and velocity. These serve as the cornerstone for evaluating sprint outcomes. Burn-down isn't merely about task completion; it's a reflection of precise planning, clearly defined requirements, well-crafted and accepted acceptance criteria, and thorough grooming and estimation processes. Understanding these fundamentals is crucial for an accurate assessment of sprint performance.

You should continuously monitor and evaluate the performance of the team throughout the sprint cycles. By regularly reviewing the team's velocity, feedback from stakeholders, and the complexity of the tasks at hand, adjustments can be made as needed. This process ensures that the sprint length and cadence remain aligned with the team's capacity and the project's requirements.

No es lo mismo que estés al comienzo del proyecto a que ya hayan pasado un número considerable de sprints, o si el equipo se acaba de conformar o ya es un equipo que viene trabajando en iniciativas anteriores. Estos son factores a tener en cuenta a la hora de establecer o ajustar la duración del sprint. Si están ocurriendo cosas en el entorno, como cambio continuo de personas en el equipo, cambio de interesados o de algunas responsabilidades como Product Owner, quizás no sea buen momento para hacer ajustes a la duración del sprint.

Following inspection, the next crucial step is adaptation in the Scrum framework. The team should incorporate the findings after thorough analysis. This information should be transparently communicated to both the Scrum team and its stakeholders. Subsequently, adjustments to sprint length and cadence can be made based on the insights gained, ensuring alignment with the team's capabilities and objectives, ultimately facilitating the attainment of the sprint goal.

Throughout the sprint cycles, you should be keeping an eye on the team's performance and assessing it frequently. Changes can be made as necessary by routinely assessing the team's velocity, stakeholder feedback, and the difficulty of the tasks at hand. This procedure makes sure that the sprint duration and cadence stay in line with the capabilities of the team and the demands of the project. The approach differs depending on where you are in the project lifecycle: at the start, when a significant number of sprints have gone by, how long the team has been together, and whether or not they have worked on past projects.

Where to start? Consider these starting evaluation questions: - Is the team mature and capable of doing really short iterations -- 1 week? - How much time will the team really need to produce a meaningful product increment? - What cadence do the stakeholders/end users expect to see changes? - Would there just be too big of an increment in longer iterations? There is no right or wrong answer.The only answer you should ever concern yourself with is -- what works for your team. AND NOTHING ELSE. Still don't know where to start? Well then just try 2 weeks and see how it goes. And if that doesn't work for your team,well then do a diff length iteration. This is the key point. Being agile and all, making a pivot should really be second nature.

When optimizing sprint length and cadence, don’t overlook the human aspect. The best sprint cadence supports your team’s morale and sustainable pace. For example, if a team feels burnt out during one-week sprints, extending the sprint to two weeks might reduce stress while maintaining productivity. Also, consider how well the sprint length supports continuous learning and improvement. A team that regularly reflects on its workflow in retrospectives can adjust faster, improving both speed and quality. Finally, always involve the team in decisions—they’re the ones doing the work and know what cadence will help them thrive.

Dans le modèle Agile Fluency on parle de livrer à la "cadence du marché" en bref de répondre aux attentes de notre écosystème en terme de délais. Ces quoi ces attentes dans votre contexte ? Les gens autour de vous, à quelle fréquence ont-ils envie sont-ils prêts à interagir avec vous ? Si ces attentes ne sont pas satisfaites : quel est le gap ? Que pouvez-vous mettre en place pour le réduire.

I once had a team that constantly spilled over issues into the next Sprint. We discussed then how to adapt and the team suggested: "let us have more time, because when we have more time, we can get all things done". It was one of my blunt moments when I replied: "how do you think that you will handle a 4 weeks Sprint when you are not able to oversee 2 weeks?" We tried then a shorter Sprint (a week) and a smaller scope; it worked. The team never wanted to return to the longer Sprints ;)

A team at a software firm, faced with fluctuating project demands. Initially, their sprints were too short, leading to rushed outcomes. Then, they experimented with longer sprints, encountering delays and a loss of momentum. Jane, agile coach. Recognizing the need for balance, she guided the team towards a Goldilocks approach - not too short, not too long. The team settled on a two-week sprint length, allowing for focused work and adaptability. Cadence, resembling a well-choreographed routine, kept the team in sync. This tale illustrates the importance of flexibility in adjusting sprint lengths and cadence, aligning with project intricacies. Like a dance evolving with the music, adapting these elements ensures a harmonious project rhythm.

Sprint zero. Initiation Sprint. Ramp-up phase. One concept I've seen and struggled with many times in my career. When starting a new web development project, using Scrum(ish) principles, how do you produce a Done and releasable increment of the product in the first sprint? In most cases it takes a while to lay the groundwork for a project, local dev environments, DevOps workflows, gathering assets, testing ideas. The best ways to solve this I've found so far are to a) have a longer first sprint, b) to list all these groundwork tasks as items on the Product Backlog so that they are valued alongside "features" and c) try really hard to come up with the smallest releasable increment - a holding page or a health-check API endpoint etc.