What is sufficient requirement details (PBI)?
In my organization, PO is providing only priority to the backlog items.
No sizing, and there is confusion among team and PO, of what level , and what is sufficient details of PBI to be provided.
The scrum team is always failing on what they committed for a sprint, because they are realizing later there is more to do for that story, ultimately it looks like team is failing to do the work, but they are failing to estimate.
which is causing PO's disappointment.
Can someone provide input, who is responsible for the the clear and sufficient PBI details?
Is it PO? or PO and Dev team?
The PO provide details, by himself or by asking the customers, but the Dev Team ask for details until the Dev Team has a enough information for the implementation.
I find "BDD/ATDD/Spec by Example" useful for that purpose
"The scrum team is "always" failing on what they committed for a sprint,
because they are realizing later there is more to do for that story,
ultimately it looks like team is failing to do the work, but they are failing to estimate"
Remember in new teams estimation is gradual, it will take a while to hit consistent velocity.
The retrospective is not working as it should as this should be the place to inspect and adapt.
Here we say "always" so nothing has been improved if we are "always" making the same error.
If estimation is an area that can be improved as SM why not facilitate and coach.
One of your roles as SM is to provide services to the PO and the Team.
Scrum Master Service to the Product Owner
The Scrum Master serves the Product Owner in several ways, including:
*Finding techniques for effective Product Backlog management;
* Helping the Scrum Team understand the need for clear and concise Product Backlog items;
* Understanding product planning in an empirical environment;
* Ensuring the Product Owner knows how to arrange the Product Backlog to maximize value;
* Understanding and practicing agility; and,
* Facilitating Scrum events as requested or needed
Scrum Master Service to the Development Team
The Scrum Master serves the Development Team in several ways, including:
*Coaching the Development Team in self-organization and cross-functionality;
* Helping the Development Team to create high-value products;
* Removing impediments to the Development Team’s progress;
* Facilitating Scrum events as requested or needed; and,
* Coaching the Development Team
> The scrum team is always failing on what they committed for a sprint, because
> they are realizing later there is more to do for that story
What are the Sprint Retrospectives revealing about this? Why do the team believe they are failing to appreciate the scope of work?
If it is because of external dependencies on work being completed, then there may be a problem with team composition or the Definition of Done.