A tracer bullet is not a prototype. Why?
Because,
•A prototype is not deployed in production
•A prototype is not 'working software'.
A tracer bullet is not a POC. Why?
Because
•A POC may not be implementing a feature end to end.
•A POC is not a skeleton of an Epic.
•A POC may not be implementing any functionality
A tracer bullet is not a Sashimi. Why?
Because,
A Tracer bullet is a spike (time boxed) but a sashimi is a
collection of (one or few) user stories that implement a thin version of
a functionality.
Tracer Bullet is a Spike but a Spike may not be a tracer bullet. Why?
Because:
A spike may not deliver deploy-able value in all the cases.
For example, a spike on environment compatibility study may not deliver
any ship-able increment. But the knowledge acquired on this process
would be the outcome of spike.
Sunday, December 14, 2014
Y axis of Burndown chart
I have been interviewing scrum masters. After talking to 25+ candidates, this question still waits to get answered correctly.
What is the difference between release Burndown and sprint Burndown.
I ask this question differently, primarily to identify if the candidate is googling live.
I usually ask - what do you see in the y axis of Release Burndown and what do see in the y axis of Sprint Burndown chart?
Answers for those who are learning now: In Y axis, Sprint burn down has hours todo. Release burndown has story points todo. Should there be a burndown for CXOs, it would have SWAG (todo) of the features in Y axis.
It is always 'Time' ( days, releases or Qts) in X axis.
What is the difference between release Burndown and sprint Burndown.
I ask this question differently, primarily to identify if the candidate is googling live.
I usually ask - what do you see in the y axis of Release Burndown and what do see in the y axis of Sprint Burndown chart?
Answers for those who are learning now: In Y axis, Sprint burn down has hours todo. Release burndown has story points todo. Should there be a burndown for CXOs, it would have SWAG (todo) of the features in Y axis.
It is always 'Time' ( days, releases or Qts) in X axis.
Mischievous cat of an elderly Guru or Cargo cult science
It
is the story of a ‘Gurukul’ (school) that followed traditions
religiously.
This elderly Guru found his pet cat annoying - interfering their daily prayers. So he ordered the pupil’s leader to put that cat on leash, during prayer hours. Guru passed away on a breezy evening. They found his cat, dead under his bed.
Then the pupil’s leader became Guru. On his first prayer, he looked around and ordered his students to go find a cat, as he needed a cat be tied in the third pillar of long corridor that goes to garden; to start his daily prayer.
The moral is, traditions are meaningless when they don’t deliver value.
Some teams don’t talk anything outside those three subjects during scrum.
“What did I do yesterday?”
“What will I do today?”
And “the impediments!”
When I noticed something missing on a scrum and checked the team member if he discussed the release plan for next week; the reply was ‘I will do it on Friday’. What if the deployment POC would be OOO on Friday?
So, there is no need to limit within three heads. Encourage your teams to talk everything to meet the delivery timeline. ‘Three heads’ is just a starting point for collaboration and we should talk as much as possible to deliver the deploy-able increment; ensure that won’t we end up making it a status report.
This elderly Guru found his pet cat annoying - interfering their daily prayers. So he ordered the pupil’s leader to put that cat on leash, during prayer hours. Guru passed away on a breezy evening. They found his cat, dead under his bed.
Then the pupil’s leader became Guru. On his first prayer, he looked around and ordered his students to go find a cat, as he needed a cat be tied in the third pillar of long corridor that goes to garden; to start his daily prayer.
The moral is, traditions are meaningless when they don’t deliver value.
Some teams don’t talk anything outside those three subjects during scrum.
“What did I do yesterday?”
“What will I do today?”
And “the impediments!”
When I noticed something missing on a scrum and checked the team member if he discussed the release plan for next week; the reply was ‘I will do it on Friday’. What if the deployment POC would be OOO on Friday?
So, there is no need to limit within three heads. Encourage your teams to talk everything to meet the delivery timeline. ‘Three heads’ is just a starting point for collaboration and we should talk as much as possible to deliver the deploy-able increment; ensure that won’t we end up making it a status report.
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