Sprint Velocity is a foundational concept in Agile software development, providing teams with a critical metric to measure their progress and plan future work. It represents the amount of work a team can complete in a single iteration, typically referred to as a sprint. By tracking and analyzing Sprint Velocity, Agile teams can make more accurate commitments, identify potential issues, and continuously improve their delivery capabilities.
To understand the significance of Sprint Velocity, it’s essential to grasp several foundational concepts:
Agile Methodologies: Agile is an iterative and customer-centric approach to software development that emphasizes collaboration, adaptability, and delivering value. Sprint Velocity aligns with Agile principles by providing a means to measure progress and adapt to change.
Sprints: In Agile, work is organized into iterations called sprints, typically lasting two to four weeks. Sprints provide a time-boxed framework for planning, executing, and reviewing work.
User Stories: Agile teams commonly use user stories to define and describe work items or features. These stories are concise descriptions of functionality from the user’s perspective.
Empirical Process Control: Agile relies on empirical process control, which means that decisions are based on observed outcomes and data. Sprint Velocity is a crucial metric for empirical control.
Core Principles of Sprint Velocity
Several core principles underpin the concept of Sprint Velocity in Agile:
Predictability: Sprint Velocity allows teams to predict how much work they can complete in future sprints. Predictability is essential for effective planning and commitment.
Continuous Improvement: Agile teams are committed to continuous improvement. Sprint Velocity serves as a baseline metric that can be analyzed and improved over time.
Transparency: Sprint Velocity provides transparency into a team’s delivery capacity. It helps stakeholders understand what to expect from the team in each sprint.
Focus on Value: While Sprint Velocity measures output, Agile teams remain focused on delivering value. High velocity should not be pursued at the expense of quality or value.
Importance of Sprint Velocity
Sprint Velocity holds significant importance in modern software development for several compelling reasons:
Predictability: It enables teams to make more accurate commitments for each sprint, helping stakeholders and clients plan and prioritize work effectively.
Adaptation: Sprint Velocity provides early indicators of potential issues. If velocity decreases unexpectedly, it can signal problems that need attention.
Continuous Improvement: By tracking Sprint Velocity over time, teams can identify trends and make targeted improvements to their processes and workflows.
Resource Allocation: It aids in resource allocation and capacity planning. Teams can adjust their composition or workload based on their velocity.
Transparency: Sprint Velocity fosters transparency by providing stakeholders with a clear understanding of the team’s delivery capacity and historical performance.
Strategies for Managing Sprint Velocity
Effective management of Sprint Velocity requires strategic planning and execution:
Consistent Definition of Done: Ensure that the team has a consistent and well-defined “Definition of Done” for user stories. This definition should include criteria for when a story is considered complete.
Story Point Estimation: Use story points to estimate the effort required for user stories. Teams should reach a common understanding of what a story point represents.
Data Collection: Collect data on completed user stories, including the number of story points delivered in each sprint. Maintain historical records for analysis.
Regular Review: Review Sprint Velocity after each sprint to analyze trends and identify any deviations from the expected or historical velocity.
Retrospectives: Use sprint retrospectives as a forum to discuss Sprint Velocity and explore opportunities for improvement.
Velocity as a Guide: Sprint Velocity should be used as a guide rather than a strict measure. Teams should prioritize delivering value over maximizing velocity.
Benefits of Sprint Velocity
Sprint Velocity offers numerous benefits to Agile teams and organizations:
Predictability: It enhances predictability by allowing teams to make more accurate commitments and plan work effectively.
Early Issue Detection: Sprint Velocity serves as an early warning system, helping teams detect issues that may affect their ability to deliver work.
Continuous Improvement: Tracking Sprint Velocity over time enables teams to identify opportunities for improvement in their processes and workflows.
Resource Allocation: It aids in resource allocation and capacity planning, ensuring that teams have the appropriate resources to meet their commitments.
Transparency: Sprint Velocity provides transparency into a team’s performance, helping stakeholders understand what to expect in each sprint.
Value Focus: While Sprint Velocity measures output, it reminds teams to remain focused on delivering value to the customer.
Practical Considerations
While Sprint Velocity offers significant advantages, there are practical considerations to keep in mind:
Consistency: Maintain consistency in estimating story points and defining what “done” means for user stories to ensure that Sprint Velocity remains meaningful.
Data Quality: Ensure that data collection regarding completed user stories and Sprint Velocity is accurate and up to date.
Communication: Communicate changes in Sprint Velocity and their potential impact on commitments to stakeholders and clients.
Empirical Control: Use Sprint Velocity as a tool for empirical process control, making data-driven decisions based on observed outcomes.
Focus on Value: Remember that Sprint Velocity is a means to an end – delivering value. High velocity is valuable only if it results in valuable software.
Continuous Improvement: Actively use Sprint Velocity as a basis for continuous improvement in team processes and workflows.
Conclusion
Sprint Velocity is a critical metric in Agile software development that empowers teams to measure their progress, make informed commitments, and continuously improve. By adhering to the core principles and best practices of Sprint Velocity, Agile teams can enhance predictability, detect issues early, allocate resources effectively, and maintain a focus on delivering value to the customer. In the dynamic and fast-paced realm of modern software development, Sprint Velocity remains an indispensable tool for achieving success.
Key Highlights:
Foundations of Sprint Velocity:
Sprint Velocity is rooted in Agile methodologies, providing a means to measure progress and adapt to change.
It aligns with Agile principles by promoting predictability, continuous improvement, transparency, and a focus on value.
Core Principles:
Predictability, continuous improvement, transparency, and a focus on value are fundamental to Sprint Velocity in Agile.
Importance:
Sprint Velocity enables teams to make accurate commitments, adapt to change, improve continuously, allocate resources effectively, and maintain transparency.
Strategies for Managing Sprint Velocity:
Maintain a consistent Definition of Done, use story point estimation, collect and review data regularly, conduct retrospectives, and prioritize value over maximizing velocity.
Benefits:
Enhances predictability, aids in early issue detection, facilitates continuous improvement, assists in resource allocation, promotes transparency, and reminds teams to focus on delivering value.
Practical Considerations:
Maintain consistency, ensure data quality, communicate changes effectively, use empirical control, prioritize value, and focus on continuous improvement.
Framework
Description
When to Apply
Sprint Velocity
SCRUM Framework
An Agile framework for managing complex projects, involving iterative development, collaboration, and self-organization within teams.
When developing software or products requiring iterative development and close collaboration.
Measure the amount of work completed by the team in each sprint, providing insights into the team’s productivity and capacity.
Kanban Method
A Lean framework for visualizing work, limiting work in progress, and maximizing efficiency using Kanban boards.
When managing workflow processes that require visualizing work and optimizing flow.
Monitor the flow of work items through the system, providing insights into the team’s throughput and cycle time.
Design Thinking
A human-centered approach to innovation and problem-solving, emphasizing empathy, creativity, and iterative refinement.
When developing new products, services, or solutions requiring a deep understanding of user needs.
Evaluate the pace of design iterations or prototypes produced by the team, providing insights into design progress.
Lean Startup Methodology
Focuses on building and launching new products or services quickly to test assumptions and gather feedback through rapid experimentation.
When launching new ventures or products in uncertain or rapidly changing markets.
Measure the rate at which validated learning is achieved through experimentation, providing insights into startup progress.
TOGAF (The Open Group Architecture Framework)
An enterprise architecture framework for aligning business goals with IT strategy and architecture.
When designing, planning, and implementing enterprise IT architecture.
Evaluate the rate at which architecture artifacts are produced and approved, providing insights into architecture progress.
A framework for managing IT services, providing guidance on aligning IT services with business needs and goals.
When managing IT services to ensure alignment with business objectives and maximize efficiency.
Monitor the rate at which IT service changes or improvements are delivered, providing insights into IT service delivery.
Six Sigma
A data-driven methodology for process improvement, focusing on reducing defects and variation to improve quality and efficiency.
When improving processes to minimize defects, reduce variation, and enhance quality and efficiency.
Track the improvement in process performance over time, providing insights into the effectiveness of Six Sigma efforts.
Agile Manifesto
A set of values and principles for Agile software development, emphasizing flexibility, customer collaboration, and iterative development.
When developing software using Agile methodologies to respond to change and deliver value quickly.
Measure the amount of work completed by the team in each sprint, providing insights into Agile project progress.
PRINCE2 (Projects IN Controlled Environments)
A project management methodology focusing on structured planning, control, and organization throughout the project lifecycle.
When managing projects requiring a structured approach to planning, execution, and control.
Track the progress of project deliverables or milestones completed by the team in each sprint, providing insights into project progress.
Sprint Velocity
A practice in Agile methodologies where teams measure the amount of work completed in each sprint, providing insights into team productivity and capacity.
After each sprint, to assess the team’s performance and capacity for future sprints.
Measure the amount of work completed by the team in each sprint, providing insights into the team’s productivity and capacity.
AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.
Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.
Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.
Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.
Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.
Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles.
The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).
Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.
Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.
Business modelinnovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.
A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.
That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.
A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.
Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.
DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.
Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.
eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.
Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.
A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.
GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.
The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.
An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.
According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).
The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.
The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.
A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.
As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.
Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.
Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.
The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.
RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.
Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.
Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.
The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.
The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.
As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.
Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.
Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.
Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.
Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).
Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.
Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.
Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.
The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.
The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.
The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
