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In SPaMCAST 726 Mr. Allan Kelly returns! We discussed the fact that backlogs often become dumping grounds. Allan suggested an energetic solution. We also discussed OKRs and whether they are related to backlogs. Are OKRs the chicken or the egg?

Allan Kelly advises and mentors managers and teams in using agile approaches and OKRs to accelerate delivery, meet deadlines, and execute against strategy. He believes these approaches benefit businesses and create more fulfilling work environments.

Allan is a keynote conference speaker and author of several books including “Succeeding with OKRs in Agile”, “The Art of Agile Product Ownership” and “Business Patterns for Software Developers”. He blogs at and can be contacted there or on Linkedin,


Birds lined up as a metaphor of lining thngs up

Lining things up!

Items on any backlog proliferate. Product backlogs used in agile and lean development approaches are no different.  Many outsiders have the mistaken notion that once on the list that is the end of the story. Mentally the story goes something like, I told that product owner in the email that I needed “x” and that it was important to a C-level executive, therefore it is in the backlog, the team will expedite their new priority, and magically new functionality will be delivered. (more…)

Requirements don't grow on trees

Requirements don’t grow on trees.

Many discussions of Agile techniques begin with the assumption that a backlog has magically appeared on the team’s door step. Anyone that has participated in any form of project, whether related to information technology, operations or physical engineering, knows that requirements don’t grow on trees. They need to be developed before a team can start to satisfy those requirements.  There are three primary ways to gather requirements based on how information is elicited.

  1. Asking: There are many techniques that focus on asking users, potential users and other stakeholders what they want the project to deliver.  Classic examples are joint application design, questionnaires and interviews (formal and informal).  This category gets used most often because of its simplicity (everyone thinks they know how to ask questions). For small and uncomplicated projects simply asking and talking about what is needed may well suffice.  Unfortunately this method can fail if the wrong people are asked and/or if those who are asked don’t know what they really want or need (remember the adage: you don’t know what you don’t know).
  2. Observing: Observation was one of the first methods I was taught when collecting requirements for process changes.  Watching how people work jumps over what people think happens and goes directly to the source. For example, an organization saw a substantial drop in the number of mortgage applications being keyed into the system around lunchtime.  None of the management stakeholders could explain the productivity change well. In order to get the bottom of the issue we observed work in the department for a week. What was found was the form was long (many pages) and forms not completed before lunch were lost and had to be restarted. The system was changed to allow portions of the form to be saved and then restarted, increasing throughput in the department. One of the drawbacks to watching is the impact of observation. As noted in the Hawthorne effect, paying attention to people can impact the output of the process, thereby generating false information.  Further, in cases where trust is an issue, observing a group can generate panic.
  3. Showing: Prototyping (functional or paper) or delivering functional products that stakeholders can interact with and react to are both great ways to push requirements past what is known and currently possible.  Paper prototypes are a mechanism for helping team members and stakeholders visualize how work could be done.  Some techniques start with how work is currently done, then visualizes change. Functional prototyping delivers software that functions at some level.  Functional prototyping requires planning and effort as if a project in its own right.

Each of these categories can be overlapped to create hybrids.

An initial backlog is built at the beginning of a project, or at least very early on. If your organization has a strenuous budgeting and strategic planning process, the more that you will need to generate a detailed initial backlog before the team starts to work.  Whether a team develops just enough of a backlog to get started or builds a broader backlog, they need have a backlog before they start developing. Backlogs don’t grow on trees!