I took a systems physiology class in college one summer, and on the very first day, the professor said, “If there’s one thing you remember from this class, it’s that ‘Pain is just information’.” Pain let’s you know something is up. Or down. Or out of place. Or stuck in place. Or generally
(This blog post is about a conversation from work. I’ll try not to make these boring and solely technical, but if you decide to give up on reading this because you’re emotionally distraught over Scotland not being its own country, remember: Pain is just information.)
Now that I’m a ScrumMaster by day (your local superhero by night), I get to talk through sticking points that my team members have with parts of the process, and the point that was sticking this time involved the Sprint backlog.
(I can’t believe it… to be your own country… you get to stay up as late as you want, eat haggis whenever you want, drink scotch whenever you want…)
During the Sprint, something may come up that we as a team end up working on, with the Product Owner’s blessing, that wasn’t planned for in the Sprint Planning meeting. The question is: If we can add things to the Sprint mid-Sprint, why can’t we remove the things we now know we won’t get done mid-Sprint?
(…skinny dip with my sheep in whatever loch I want…)
Seems like a decent enough question: by accepting sudden stories, you’ve already blown out the original plan, so why not update the plan based on new information? Since the Spring backlog is what the team committed to doing at Sprint Planning, it’s easy to understand why the team doesn’t want to see this thing they know won’t get done: it’s embarrassing, or it induces anger, or it elicits some kind of negative emotion (or else the team wouldn’t be asking to get rid of it), some kind of pain.
(…wear kilts as short as I want…)
The way I sell this is via acknowledging this ‘pain’ as not necessarily bad, but useful: at the end of the Sprint, the stories that do not get done represent a quantifiable adjustment to consider during the next Sprint Planning session. If no ‘outside’ stories were brought in mid-Sprint, then the undone stories represent the team planning to do more than they could pull off. If the story points associated with the dragged-in ‘outside’ stories were the same number of story points associated with the undone stories, then the undone stories were neatly ‘displaced’ by the sudden stories and the team did a spot on job of estimating how much work it could pull off.
(Did you hear about the Scottish cross-dresser? He wore pants.)
Sure, it feels icky to leave things undone, especially when you said you’d do ’em, but if it’s because the Product Owner asked you to do something else, then heck, it’s totally not your ‘fault’ – the person in charge of prioritizing work… reprioritized work! And this was the particular scenario of the sticking point – there was pain, and it was reframed as information.
My systems physiology professor would be proud. If I only remembered his name… this sucks, I really liked that guy… man, this is embarrassing…
(Pain is just information.)
Oh shut up.