Burn down chart

Burn down chart

I have been asked more than once about what to do with tasks that occur during a sprint that are not directly related to a committed story.  You need to first determine 1) whether the teams commit to the task, and 2) whether it is generally helpful for the team to account for the effort and burn it down.  Tasks can be categorized to help determine whether they affect capacity or need to be planned and managed at the team level.  Tasks that the team commits to performing need to be managed as part of the teams capacity while administrative tasks reduce capacity.

Administrative tasks.  Administrative tasks include vacations (planned), corporate meetings, meetings with human resources managers, non-project related training and others.  Classify any tasks that are not related to delivering project value under administrative tasks. One attribute of these types of tasks is that team members do not commit to these tasks, they are levied by the organization. The effort planned for these tasks should be deducted from the capacity of the team.  For example, in a five person team with 200 hours to spend on a project during a sprint (capacity), if one person was taking 20 hours of vacation the team’s capacity would be 180 hours.  If in addition to the vacation all five had to attend a two hour department staff meeting (even an important staff meeting), the team’s capacity would be reduced to 170 hours.  Administrative tasks can add up, deducting them from capacity makes the impact of these tasks obvious to everyone involved with the team.  Note: in organizations that have a very high administrative burden I sometime draw a line on the burn down chart that represents capacity before administrative tasks are removed. 

Project-related non-story tasks. Project-related non-story tasks are required to deliver the project value.  This category of tasks include backlog grooming, spikes and retrospectives.  There is a school of thought that the effort for these tasks should be deducted from the capacity.  Deducting the effort from capacity takes away the team’s impetus to manage the effort and the tasks. This takes away some of the team’s ability to self-organize and self-manage. The team should plan and commit to these tasks, therefore they are added to the backlog and burned down. This puts the onus on the team to complete the tasks and manage the time need to complete the tasks. As example if our team with 170 hours of capacity planned to do a 10 hour spike and have three people perform sprint grooming for an hour (total of 13 hours for both), I would expect to see cards for these tasks in the backlog and as they are completed the 13 hours would be burned down from the capacity.

Tasks that are under the control of the team need to be planned and burned against their capacity.  The acts of planning and accounting for the time provide the team with ability to plan and control the work they commit to completing.  When tasks are planned for the team that they can’t control, deducting it from the overall capacity helps the team keep from over committing to work that must be delivered.