LEARN. PRACTICE. GROW.Concept and mechanism
The team completed a certain amount last Sprint, but this Sprint includes leave and a new dependency. Mechanically repeating the old number hides those differences. Planning must connect intended outcomes to a feasible forecast and work plan. Product Owner participation helps discuss value and choices; Developers assess work they can take on. A forecast informs decisions rather than guaranteeing the elimination of complexity.
Guided application
During the Sprint, two Developers await the same authorization. A Daily limited to reporting yesterday’s activity can repeat the blocker without changing anything. Discuss progress toward the Sprint Goal and decide how to adapt: pairing, another sequence, or a specific request to the responsible team. A long technical discussion can continue afterward with the people needed. The event need not become a management presentation or force everyone into a fixed three-question script.
Lower capacity and higher risk lead to a different selection while retaining the goal of testing one service’s recovery.
Common pitfalls
Using historical capacity as a quota; turning the Daily into individual reporting without collective decisions.
Related topics: Integrated quality and release decisions · Review, retrospective, and usable learning
Forecasts and plans should reflect current capacity, learning, and goals.
Reference: The Scrum Guide, November 2020 · PSM I; Scrum Guide November 2020; no public numbered exam revision