The seventh principle of the Manifesto for Agile Software Development is:

Working software is the primary measure of progress.

Not story points, not velocity, not estimates: working software.

Jason Godesky
Better Programming

Estimation is a common challenge for agile software development teams. The anticipated size and complexity of a task is anything but objective; what is simple for one person may not be for another. Story points have become the go-to measure to estimate the effort involved in completing a task, and are often used to gauge performance. But is there real value in that, and what are the risks of relying too heavily on velocity as a guide?

Agile estimation

As humans, we are generally terrible at accurately measuring big things in units like time, distance, or in this case, complexity. However, we are great at making relative comparisons - we can tell if something is bigger, smaller, or the same size as something else. This is where story points come in. Story points are a way to estimate relative effort for a task. They are not objective and can fluctuate depending on the team's experience and shared reference points. However, the longer a team works together, the more effective they become at relative sizing.

The teams that I coach have all experienced challenges with user story estimation. The historical data tells us that once a story exceeds 5 story-points, the variability in delivery expands. Typically, the more the estimate exceeds 5 points, the more the delivery varies from the estimate.

Robin D Bailey, Agile Coach, GoSourcing

Scale of reference

While story points are useful as an abstraction for planning and estimating, they should not be over-analyzed. In a newly formed team, story points are likely to fluctuate significantly, but there can be more confidence in the reliability of estimations in a long-running team who have completed many releases together. Two different teams, however, will have different scales of reference.

At a company level, the main value I used to seek with story points was to understand any systemic problems. For example, back when Atlassian released to Server quarterly, the sprints before a release would blow out and fail to meet the usual level of story point completion. The root cause turned out to be a massive spike in critical bugs uncovered by quality blitz testing. By performing better testing earlier and more regularly we spread the load and also helped to de-risk the releases. It sounds simple looking back but it was new knowledge for our teams at the time that needed to be uncovered.

Mat Lawrence, COO, Easy Agile

Even with well-established teams, velocity can be affected by factors like heightened complexity with dependencies scheduled together, or even just the average number of story points per ticket. If a team has scheduled a lot of low-complexity tickets, their process might not handle the throughput required. Alternatively having fewer high-complexity tickets could drastically increase the effort required by other team members to review the work. Either situation could affect velocity, but both represent bottlenecks.

Any measured change in velocity could be due to a number of other factors, like capacity shifting through changes in headcount with team members being absent due to illness or planned leave. The reality is that the environment is rarely sterile and controlled.

Relative velocity

Many organizations may feel tempted to report on story points, and velocity reports are readily available in Jira. Still, they should be viewed with caution if they’re being used in a ‘team of teams’ context such as across an Agile Release Train. The different scales of reference across teams can make story points meaningless; what one team considers to be a 8-point task may be a 3-point task for another.

To many managers, the existence of an estimate implies the existence of an “actual”, and means that you should compare estimates to actuals, and make sure that estimates and actuals match up. When they don’t, that means people should learn to estimate better.
…
So if the existence of an estimate causes management to take their eye off the ball of value and instead focus on improving estimates, it takes attention from the central purpose, which is to deliver real value quickly.

Ron Jefferies
Co-Author of the Manifesto for Agile Software Development
Story Points Revisited

Seeking value

However, story points are still a valuable tool when used appropriately. Reporting story points to the team using them and providing insights into their unique trends could help them gain more self-awareness and avoid common pitfalls. Teams who are seeking to improve how they’re working may wish to monitor their velocity over time as they implement new strategies.

Certainly, teams working together over an extended period will come to a shared understanding of what a 3 story point task feels like to them. And there is value in the discussion and exploration that is needed to get to that point of shared understanding. The case for 8 story points as opposed to 3 may reveal a complexity that had not been considered, or it may reveal a new perspective that helps the work be broken down more effectively. It could also question whether the work is worth pursuing at all, and highlight that a new approach is needed.

The value of story points for me (as a Developer and a Founder) is the conversations where the issue is discussed by people with diverse perspectives. Velocity is only relatively accurate in long-run teams with high retention.

Dave Elkan, Co-CEO, Easy Agile

At a company level, story points can be used to understand systemic problems by monitoring trends over time. While this reporting might not provide an objective measure, it can provide insights into progress across an Agile Release Train. However, using story point completion as a measure of individual or team performance should be viewed with considerable caution.

Story points are a useful estimation tool for comparing relative effort, but they depend on shared points of reference, and different teams will have different scales. Even established teams may notice velocity changes over time. For this reason, and while velocity reporting can provide insights into the team's progress, it must be remembered that story points were designed for an estimation of effort, rather than a measure. And at the end of the day, we’re in the business of producing great software, not great estimates.

Looking to focus your team on improvement? Easy Agile TeamRhythm helps you turn insights into action with team retrospectives linked to your agile board in Jira, to improve your ways of working and make your next release better than the last. Turn an action item into a Jira issue in just a few clicks, then schedule the work on the user story map to ensure your ideas aren’t lost at the end of the retrospective.

Many thanks to Satvik Sharma, John Folder, Mat Lawrence, Dave Elkan, Henri Seymour, and Robin D Bailey for contributing their expertise and experience to this article.

It’s one of the most common practices in agile software development; the flat product backlog. We’ve all seen them, we’ve all contributed to them, and we’ve all inevitably drowned in them.

In its simplest form, a flat product backlog is a laundry list of ‘stuff to do’ that will ultimately provide value to the customer. These actionable items are prioritised (top to bottom) in the order the value will be delivered. If a team is adopting the Scrum method the backlog is split into future sprints to provide an indication of what will be delivered and when.

Depending on the size and requirements of the organisation, the list of things to be done could be 10, 100 or 1,000 actionable items. It’s easy to see how managing the latter comes with the challenges of updating, assigning, grooming and scheduling these items.

What’s Wrong With Flat User Story Backlogs?

So far we know that flat backlogs represent a list of things to be done. This comes with its challenges, and its shortcomings were best described by Jeff Patton when he said;

We spend lots of time working with our customers. We work hard to understand their goals, their users, and the major parts of the system we could build. Then we finally get down to the details — the pieces of functionality we’d like to build. In my head I see a tree where the trunk is built from the goals or desired benefits that drive the system; big branches are users; the small branches and twigs are the capabilities they need; then finally the leaves are the user stories small enough to place into development iterations.



After all that work, after establishing all that shared understanding, I feel like we pull all the leaves off the tree and load them into a leaf bag — then cut down the tree.



That’s what a flat backlog is to me. A bag of context-free mulch

How do you pick an item from a list, and deem it the thing that’s going to provide the most value to your customers, without that additional context?

Shortcomings of a Flat Product Backlog

• The flat backlog makes it impossible to discover the ‘backbone’ of your product — the customers interaction experience with the product
• Arranging user stories in the order they’ll be delivered doesn’t help a product manager explain to others what the system does
• The flat backlog provides no context or ‘big picture’ around the work a team is doing
• A flat backlog makes it hard for the product manager to determine if they’ve identified the relevant user stories
• Release planning is difficult with a flat backlog. How do you prioritise what to build first in an endless laundry list?

User Story Maps

A story map is a visual representation of the journey a customer takes with a product, including the activities and tasks they complete. This visualisation helps the team to focus development on providing the most value to customers and their desired outcomes.

It provides context for teams by answering the following questions:

• Why are we building this?
• Who are we building this for?
• What value will the solution provide for the customer and when?

The story map still showcases the ‘stuff to be done’, the difference here though, is the way in which this information is visualised. As you can see, rather than listing these items out, each item is contextualised under a bigger piece of work. Besides the way the information is visualised, the key difference between a flat product backlog and a user story map, is the focus on the customer journey. Let’s unpack this by breaking down the anatomy of the user story map.

What A User Story Map Achieves that a Flat Product Backlog Can’t

• Focus on Desired Customer Outcomes: the visualisation of the customer journey allows teams to identify and implement features based on customer outcomes, and track progress at a glance against a story map
• Bring the Customer Journey to Life: the transformation of the flat product backlog to a customer centric story map means teams have a better understanding of their customer journey and what their customers want and value
• Prioritising Actions Based on Value to the Customer: visualisation of the customer journey allows teams to prioritise work based on “value to customer”, resulting in better outcomes and less waste

Are you getting lost in your flat product backlog? Are you stuck in an endless development cycle, but not really sure for who or why your building features?

Easy Agile TeamRhythm

Easy Agile TeamRhythm supports User Story Mapping, sprint or version planning, backlog refinement, and team retrospectives.

A sprint backlog is like an agile team's treasure map — checking off each item is like visiting a different place on the map. By the end of a sprint or iteration, the team will have delivered previously agreed outcomes and ultimately achieved their sprint goal. This is like getting to the ✖️ on a treasure map.

Join us as we find the answers you need to successfully complete each sprint. You'll learn about a sprint backlog’s purpose, plus who creates, owns, updates, and uses it.

What's a sprint backlog?

A sprint backlog consists of the items that need to be completed in order to get to the sprint goal. It should go into artifact during the sprint planning meeting. A sprint backlog has three parts:

• The sprint. Each sprint backlog targets a specific iteration.
• The sprint goal. This is the higher level aim for each sprint. To achieve it, the development team completes certain items from the product backlog.
• A plan. The sprint backlog represents a plan to deliver a product increment by the end of the sprint. It's organized to allow for progress tracking with to-do, in-progress, and done items, plus effort estimations and remaining workload.

The sprint backlog should always be accessible and up-to-date so that the development team understands the work and can see what is coming up next. It should also have enough detail to allow tracking work progress.

Each sprint starts with a sprint backlog, and the artifact's lifespan equals the sprint's duration. You may expect to find work items — user stories, tasks, or bugs — in it.

The sprint backlog is the development team's go-to home to find all the ideas for what to work on. At every Daily Stand-Up,, the team looks at it to let others know what they did the day before. Additionally, they recall or adjust priorities based on what they need to do for the next day(s).

🧐 During the Daily Stand-Up, developers also use the sprint backlog to evaluate the sprint's progress.

The sprint backlog is not only a way of keeping the development team's eyes on the prize. 👀 It's also a way to discuss how well they achieved the sprint goal.

At any point in a sprint, to-do, in-progress, and done items are included in the sprint backlog for anyone to review and use to calculate the remaining workload. This helps verify if the development team is on track to achieve the sprint goal. ✌️

Jira provides a burndown chart to check the development team's work. This displays the remaining workload for the current sprint. In addition, the chart shows:

• Work in progress
• The distribution of work throughout the iteration

A Jira burndown chart also helps evaluate whether additional items fit into the sprint and effort estimations were accurate.

🛑 Keep in mind that you don't need a sprint backlog if you follow the Kanban framework. That’s because Kanban isn’t about working in timeboxes (the sprints).

Now, the sprint backlog isn't an off-the-shelf artifact that you can use in your project — every project is unique. So, someone must be responsible for populating the sprint backlog with work items.

Besides defining what a sprint backlog is, we should discuss what sets them apart from product backlogs.

Sprint backlogs vs. product backlogs

Though their names are similar, a sprint backlog and product backlog serve different purposes. A product backlog is:

• A collection of work items to either bring a new product to the market or improve an existing product
• A list of work items to tackle in the future
• A set of work items arranged by priority, with the most priority at the top
• The source of the sprint backlog items

On the other hand, a sprint backlog is:

• A subset of work items from the product backlog
• A group of items to work on during the next sprint

Here’s how the two backlogs meet: The product backlog provides work items for a sprint backlog. And, by the end of a sprint, the team might transfer incomplete work to the next sprint or the product backlog. If the work items have high priority, they should go into the next sprint. If not, they should go into the product backlog for a later sprint.

Essentially, a product backlog covers a greater amount of time than a sprint backlog. However, like the sprint backlog, the product backlog might evolve to reflect changes in the market or customer needs and, the development team needs both in order to deliver product changes.

Now, the sprint backlog isn't an off-the-shelf artifact that you can use in your project — every project is unique. So, someone must be responsible for populating the sprint backlog with work items.

Who owns and creates sprint backlogs?

Here are the team members involved in creating sprint backlogs:

• The Scrum Master. During the Sprint Planning ceremony, the Scrum Master uses the product backlog to create the sprint backlog — the output. However, the Scrum Master doesn't do it alone.
• The development team. When moving product backlog items to the sprint backlog, the Scrum Master considers the development team's input. ⚖️
• The Product Owner. The Scrum Master needs the Product Owner's agreement to include product backlog items in the sprint backlog. 👌 And if the development team has questions about the product backlog, the Product Owner is the one to ask.

The sprint backlog's creation is one part of the agile workflow that shows how essential teamwork is to agile. Nevertheless, the sprint backlog must always be owned by someone throughout the workflow. Otherwise, these artifacts can get lost and become outdated.

Scrum methodology says that the whole agile team owns the Sprint Backlog. And by "agile team," we mean the Scrum Master, the Product Owner, and the development team.

That’s because all agile team members contribute:

• The Product Owner knows what the development team should deliver by the end of the sprint. Plus, they order product backlog items by priority. In other words, the Product Owner constrains the product backlog items that should go into the next sprint backlog.
• The Scrum Master has enough experience to distribute the development team's work throughout the sprint. When considering sprint backlog item dependencies, that distribution makes the most sense.
• The development team knows how long similar Sprint Backlog items take to complete. ⏲️ This means they can determine the sprint goal's feasibility within a certain time frame.

Remember, the sprint backlog is a living document, so team members should update it as needed. Let’s look at how a sprint backlog can change.

Updating the sprint backlog

The sprint backlog should adapt to answer market trends and customer needs as they arise. Those changes might influence items in the product backlog and how they’re prioritized. As a result, the sprint backlog changes.

Let's have a look at what may cause a sprint backlog to change and who makes the updates:

1. Effort estimations were not accurate enough. If the development team realizes that some work items will take longer than expected, they should raise a 🚩. They should then negotiate the scope of the sprint backlog with the Product Owner without compromising the sprint goal.
2. A new, higher-priority user story, task, or bug comes up. If that happens, the development team should add it to the sprint backlog. That might impact the sprint's duration or push some items to the next sprint.
3. Progress in completing a user story or a task or solving a bug changes daily. As this happens, the development team should keep updating the remaining workload they estimated for the current sprint. And they should do it during the Daily Stand-Up or Daily Scrum meeting. Once the development team finishes all the work in the sprint backlog, they achieve the sprint goal. This means the development team implemented the product increment, which is ready for delivery. 📦
4. A sprint backlog item is no longer needed. This might be due to a shift in the market or customer needs. If that happens, the development team should remove the item from the artifact. 🗑️
5. The development team better understands sprint backlog requirements as the sprint continues. So, they might realize that to achieve the sprint goal, they need to include more items in the sprint backlog.

The sprint backlog: A guide for sprint success

A sprint backlog is a guide for completing a sprint goal. This means that its lifecycle is short and equals the iteration's duration. It's a visual representation of the sprint that supports Scrum team discussions on in-progress and to-do work.

This backlog may also be the most reassuring Scrum artifact for developers, as it assures them the work is organized and no additional work items will fall from the sky without their knowledge. If the workload must increase, the team will debate it and weigh the developers' experience-based opinion.

With a sprint backlog, the team perfects its ability to plan sprints, estimate effort, and allocate resources. They learn how long work takes and how much of it fits into a sprint. And by learning this, the team learns the resources they need to get to the finish line.

Easy Agile TeamRhythm is collaborative sprint planning tool that helps your team with the shared context that the story map format provides. TeamRhythm helps your team to:

• Visualize a meaningful picture of work on the user story map, sequenced into sprint swimlanes
• Create, estimate and prioritize user stories right on the story map
• See comitment at a glance with sprint statistics and sprint goals displayed on each swimlane

Try planning your sprints with Easy Agile TeamRhythm. We’re confident it will help your team collaborate even more seamlessly.

A product backlog represents all of the goals and desired outcomes within the development of a product. They are the specific tasks a team hopes to complete when they set out to design or improve upon a product.

What makes a product backlog so effective is its agile nature. Backlogs are in constant evolution, changing and adapting based on the current needs of stakeholders and customers. To keep a backlog up-to-date and in its most effective form, it needs to be continuously refined and adapted. This process takes time, but there are simple, powerful strategies for maintaining a quality backlog.

A good product backlog has four characteristics. It is:

• Detailed appropriately
• Estimated
• Emergent
• Prioritized

We’ll cover all of these attributes in detail, including how you can ensure your product backlog is in good health. But first, let’s get on the same page about product backlogs and the refinement process.

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What is a product backlog?

A product backlog is a prioritized and ordered list that represents the work to be completed by a development team. Backlog items are derived from the product roadmap and are organized based on the tasks that are most vital — the ones that will make the biggest impact at any given time.

Backlog items represent what it will take to develop a new product or improve an existing one with new features. It’s all of the work a team will tackle in the future, but it’s also a flexible, living organism that evolves as a development team learns more about the product and its stakeholders.

The product owner is in charge of ordering and prioritizing backlog items, placing high-priority items at the top. They are also responsible for backlog refinement, which ensures all backlog items are organized, have appropriate details, and are ready for any upcoming sprint planning.

Product backlogs vs. sprint backlogs

Sprint backlogs are quite similar to product backlogs, but they serve a different, more specific purpose. At the beginning of a Scrum, the product owner arranges the product backlog items that are to be completed by the Scrum team in that sprint.

The Scrum product backlog represents a small subset of the overall product backlog. The product backlog is the entire bottle of wine, while the sprint backlog is the glass of wine you’re going to tackle next. In this analogy, the Scrum master is the sommelier, providing guidance, context, and feedback throughout the sprint.

At the end of the sprint, a sprint review is conducted with the stakeholders to better understand what to tackle next. Backlog items that weren’t completed may be pushed back into the larger product backlog to get to at a later date or during the next sprint. Another sprint planning meeting will prepare the team to tackle the next batch of backlog items.

Why does a backlog need refinement?

Backlog refinement isn’t a luxury task reserved for when you get a chance to tidy up. Refinement is a key part of product backlog management that ensures a backlog always has the most recent, up-to-date information.

Refining the backlog prepares it for the development team, saving time in the long-run. The process helps to prioritize items and ensures there’s nothing in your backlog that you no longer need.

As you’re well aware, the agile methodology centers around flexibility and the ability to evolve a plan as new information or roadblocks appear. What you thought was important at the beginning of product development may not be necessary anymore, or your stakeholders may have turned you in a completely different direction.

Product backlog refinement includes:

• Adding detail to high-priority backlog items for greater comprehension.
• Improving and reviewing estimates.
• Removing items that are no longer relevant to the product.
• Adding items based on new stakeholder feedback.
• Making adjustments based on the most recent bug fixes.
• Prioritizing items that bring customer value.
• Ordering backlog items to deliver the most impact over the next sprint.

Backlog refinement takes time, but it’s well worth the effort to have a healthy, up-to-date backlog that’s always ready for the development team.

DEEP: The key attributes of a good product backlog

Roman Pichler, the author of Agile Product Management with Scrum: Creating Products That Customers Love, developed DEEP to describe the key attributes of a good product backlog. The acronym DEEP helps product owners and development teams understand how to make smart decisions while maintaining a successful backlog.

The concept is applied throughout the product backlog refinement process, which is a critical part of backlog management. Backlog refinement, previously called backlog grooming, is an ongoing process that ensures a backlog is in tip-top shape. We like to think of it like trimming the branches of a plant.

To help a plant grow, you need to prune and trim it. The refinement process adds details where needed and prioritizes items based on the current information a product owner has from team members and stakeholders.

DEEP stands for Detailed appropriately, Estimated, Emergent, and Prioritized.

Following these guidelines and best practices will lead to a quality backlog, which will lead to smooth product development and a successful end result. Let’s dig into each attribute. 🔎

Detailed appropriately

Details matter, especially as a user story rises in priority. As a backlog item gets closer to being completed or moved into a sprint backlog, it requires more detail. Upcoming backlog items should be detailed appropriately, so they can be better understood by the development team. The closer an item is to being completed, the more detail it should have.

On the other hand, items that are lower on the priority list don’t require nearly as much detail. It’s a poor use of time to add details to lower priority items since you never know how the backlog is going to evolve. You could waste a lot of time detailing low-priority items when they might be removed or revised later on in the process.

Estimated

Thorough estimation should be focused on high-priority items that will be tackled soon. As you refine your backlog and add more details to top-priority items, you can improve your estimation. A good option is using story points to zoom in on the details. They can help you accurately and practically reflect the reality of an item from the customer’s perspective.

📘 Read our guide to incorporating user story points to start using this technique.

Since not much is known about them, it’s difficult to properly estimate items that are lower in priority. When you are further down the priority list, your estimation will be more of a guess since you don’t have all of the information yet. In these cases, use a simple agile estimation technique, such as t-shirt sizing (labeling work items as XS, S, M, L, XL) to make a guesstimate. Based on the information you have at that moment in time, make an approximate estimate on the exertion required for that backlog item.

Emergent

The more you learn about the product and its customers, the more you can improve your product backlog. The backlog is a living document that represents your plan at any one given time. It’s not set in stone, and it should see revisions and improvements as you go.

With the information gleaned from retrospectives and stakeholder feedback, you can update the backlog to reflect what you’ve learned along the way. Allow your backlog to evolve, adding, removing, and refining items as needed.

Prioritized

A product backlog needs prioritization. Items at the top are a higher priority, and items toward the bottom are a lower priority. When deciding which items should be prioritized, consider the value each item will provide.

Your team can maximize its efforts by prioritizing the backlog items that will provide the most value to customers at any given time. Since this will change depending on the current needs of your customers, you need to continually adjust and refine your priority order.

Achieve a DEEP product backlog with Easy Agile

Easy Agile is dedicated to helping agile teams work more effectively. We have a suite of Jira apps designed for teams that want to develop products that put the customer at the forefront of decision making.

Easy Agile TeamRhythm transform your flat product backlog, prioritizing based on value to the customer and bringing the customer journey to life. They help teams organize and prioritize user stories while visualizing the customer journey. Keeping your customers embedded in your process will help you make refinement decisions that are in the best interest of the customer, no matter what phase of development you’re in.

Learn more about our agile apps and follow our blog for the latest content for Jira teams.

We’re off to the races! 🏃🏃‍♀️ Sprints are a key component of agile methodology. A sprint is a predefined time period in which agile teams work together towards an agreed-upon sprint goal. There are four types of agile meetings that occur over the course of a sprint, and each is vital to ensuring the success of the agile process. It’s all about sprinting through a predetermined amount of work to get to the finish line, where you learn from your process and begin the race again (only better off because of what you learned during the previous sprint).

Agile meetings are used to get team members, leaders, and stakeholders on the same page, and they guide the process of an agile sprint or Scrum.

This post will cover the four key agile meetings, which include sprint planning, daily standups, sprint reviews, and sprint retrospectives. Plus, we’ll discuss a bonus agile meeting that’s utilized for backlog refinement.

Agile meetings vs. Scrum meetings

Scrum is an agile methodology that’s most commonly used in software development. Scrum meetings are technically a type of agile meeting, but they have more specific parameters designed to fit within the Scrum framework. The process revolves around a 2-4 week sprint involving a product owner, Scrum Master, and the entire Scrum team.

We covered Scrum meetings (ceremonies) in detail in another article. For the purposes of this post, we’ll focus on the four main agile meeting types. These processes and best practices can be applied across multiple agile methodologies, including Scrum and Kanban. This framework can also be applied across industries beyond software development and can adapt to the needs of most teams.

Simply put: Scrum has a more rigid framework that follows four ceremonies/meetings. The agile process is much the same, with four very similar meetings, but there’s more flexibility to adjust the time frame of the sprint and adapt the process when not following Scrum guidelines specifically. Okay, maybe that’s still not simply put, but it wouldn’t be agile if it was linear and straightforward.

The 4 types of agile meetings

There are four central agile meetings: sprint planning, daily standups, sprint reviews, and sprint retrospective meetings. A sprint starts with a sprint planning meeting. Each day, a daily standup meeting is held. Finally, at the end of the sprint, a sprint review and retrospective are held. The process repeats with new springs until the product, project, or work is complete.

1. Sprint planning meeting

The sprint planning meeting occurs at the beginning of a sprint and involves the entire team. In sprint planning, the entire team meets to discuss and agree upon which work tasks (backlog items) should be moved to the sprint backlog — the items that need to be completed by the end of the sprint. During the meeting, sprint goals are determined, and the team aligns on expectations.

Without a sprint planning meeting to outline the sprint backlog (tasks that need to be completed), the team will waste time during the sprint trying to determine which work takes precedent.

Sprint planning mistakes to avoid:

• Starting planning without a refined backlog
• Not being on the same page as your stakeholders
• Ignoring the customer and the customer journey when making plans
• Creating a rigid plan that doesn’t have room to grow or adapt
• Using bland, flat product maps that lack critical context
• Failing to incorporate retrospective insights in the following planning session

Learn more about common agile planning mistakes and how your development team can avoid these pitfalls.

2. Daily standup meeting

The daily standup meeting occurs every day of the sprint. In the Scrum process, this meeting might also be called the daily Scrum meeting. It’s a chance for the team to connect about the work that was completed the previous day and what each person or team plans to complete over the course of the next 24 hours.

The meeting aims to answer three important questions:

• What work was completed since the last standup to help the team reach the sprint goal?
• What work do you plan to complete today?
• Is there anything currently in your way or hindering your progress?

This is a good time to address any bottlenecks. If work planned from the previous day wasn’t completed, what caused the delay, and how can the team work together to solve any problems keeping the work from moving forward?

A standup meeting is short and to the point so everyone can get back to the work they hope to complete. So short that it’s often recommended participants stand for the duration of the meeting. Hence the name daily standup. It includes all team members and ideally takes place at the same time every day to ensure everyone can always attend.

Daily standup mistakes to avoid:

• Not keeping track of the time during the meeting
• Continually going over the allotted meeting time
• Rambling participants who aren’t prepared to answer the meeting’s key questions
• Skipping the meeting due to lack of time
• Team members showing up late to the meeting or missing it altogether
• Allowing the loudest voices to overshadow the rest of the team
• Letting someone state the same task on multiple consecutive days
• Failing to address potential bottlenecks
• Assigning work beyond a person's capacity

3. Sprint review meeting

The sprint review is an opportunity for the team to showcase the work they accomplished during the sprint. This meeting might be an internal presentation or a more formal demo to stakeholders, depending on the needs of the project and how far along work is.

Sprint review mistakes to avoid:

• Not properly preparing for the meeting or demonstration
• Not bringing stakeholders in on your process
• Failing to demonstrate how the work brings value to the customer
• Exaggerating or embellishing successes
• Failing to address any problems and how they were solved
• Not incorporating sprint review feedback into the next sprint planning meeting

4. Sprint retrospective meeting

The retrospective is a crucial part of the agile process. The meeting comes at the end of the sprint, bringing the entire team together to assess their processes and discuss how they can improve next time.

Which aspects of the sprint went well, and what can you learn from that success? What didn’t go so well, and what bottlenecks did the team hit? What could be done better next time? Since agile is all about learning and iterating, there are lessons to be learned after each sprint. Everything from the good to the bad to the mediocre can be transformed into actionable improvements.

Retrospective mistakes to avoid:

• Blaming individual team members for bottlenecks
• Allowing only the loudest voices to provide insight
• Failing to empower the softer voices in the room
• Repeating the same questions over and over without changing things up
• Allowing the retrospective to run too long (aim for two hours for a two-week sprint)
• Skipping a retrospective due to a lack of time or resources
• Forgetting about or not including stakeholder insights or needs
• Failing to improve upon the sprint retrospective process (retrospective the retrospective!)
• Failing to incorporate retrospective insights in the next sprint

Bonus: Backlog refinement meeting

It could be argued that there’s a fifth agile meeting, especially in the product development world. Before the sprint planning meeting, the product owner must create a product backlog, which comprises all of the tasks and items the team needs to complete in order to fully develop the end product or project. The items include user stories, bug fixes, features, and other tasks that must be addressed to achieve the end goal.

Backlog refinement prepares the backlog for sprint planning by ordering items to deliver the most impact over the next sprint. During backlog refinement, a product owner ensures that product backlog items contain enough information, detail, and prioritization for the team to make smart decisions about what to tackle when.

A meeting to refine the backlog may occur before sprint planning begins, depending on the current state of the product backlog. Outside of the product development industry, the product backlog might be akin to a master project task list.

Backlog refinement meeting mistakes to avoid:

• Not completing backlog refinement in time for sprint planning
• Leaving too much backlog refinement for the planning meeting
• Failing to prioritize items that provide customer value
• Not incorporating new stakeholder feedback, questions, and concerns

Agile meetings: Final review

So there you have it! The four key agile meetings are sprint planning, daily standups, sprint reviews, and sprint retrospectives, with an honorable mention going out to backlog refinement.

Let’s review each meeting’s purpose:

• Sprint planning gets everyone on the same page about what needs to be accomplished over the course of the coming sprint.
• Daily standups ensure the team stays on track and helps them address and resolve any potential bottlenecks.
• Sprint reviews are an opportunity for the team to showcase the work accomplished during the sprint to stakeholders and receive critical feedback.
• Sprint retrospectives allow the team to come together to discuss what went well, what didn’t go well, and how they can improve next time.
• Backlog refinement prepares the backlog for sprint planning in order to deliver the most impact over the next sprint.

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