![]() That is - regardless of when the BAU work comes in, the majority of it does not need to preempt planned Sprint work. One possible area where you may be able to apply Scrum is if your service level expectations for BAU work is greater than your Sprint cadence. You can choose to have activities, such as review of delivered work and retrospectives to improve the process, on a regular cadence or done just-in-time. A continuous flow of delivery of value based on urgency and priority with just-in-time planning of work seems to be a better fit. Low amounts of unplanned BAU work means that you end up pulling more work anyway, while high amounts of unplanned and urgent BAU work means that you can't finish your plan. In cases where much of the work is BAU work that appears suddenly, you don't have the advantages of being able to plan a Sprint cadence and regularly deliver a set of value-adding work at the end. ![]() My initial thought is that Scrum is not appropriate for this situation, and something like Kanban is more appropriate. In addition, it's easier to measure how much time was lost to those tasks, compared to giving them to different people and having to come up with a number afterwards. But at least the interruptions got contained and the rest of the team could focus on the sprint at hand. They might not produce anything towards the goal of this sprint. Their work will probably be interrupted constantly. If random requests will pop up in random frequencies and random quality, you need someone to answer the red bat-phone when it rings.ĭecide on a single person per sprint who will handle all those requests. Questions or difficulties are not known yet, but will arise as soon as they start working. Example:Īfter the rollout of the new library, the sister team will need help implementing it in their own product. If the work is predictable, make a story of it, estimate it and put it into the sprint. There is a scheduled fire alarm drill for all personal in the building this sprint. Every developer has to fill out their timesheets. Example:Įvery developer in the team has a one-hour one-on-one meeting with heir line manager during each sprint. If the work is very evenly distributed, just subtract it from the capacity beforehand.
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