From wikipedia :
During each “sprint”, usually two to four weeks (with a length decided by the team), the team creates a potentially portable growth of the product (for example, working and tested software). A set of functions that are included in the sprint from the "backlog" of the product, which is a priority set of high-level requirements for the upcoming work. Which lag elements are included in the sprint. identified when planning sprints encounter. During this meeting, the Product Owner informs the team of items in the product records that he or she wants to complete. Then the team determines how many of them they can complete during the next Sprint. During the sprint, no one is allowed to change the lag from the sprint, which means that the requirements are frozen for this sprint. After the sprint is completed,team demonstrates the use of software.
I read this, and two questions immediately entered my head:
1) If the sprint lasts only a couple of weeks, he decided in one meeting, how can you accurately plan what can be achieved? High-level tasks cannot be accurately estimated in my experience and can easily double what seems reasonable. As a developer, I hate being forced to do what I can provide next month based on a set of customer requirements. This contradicts everything that I know about creating reliable ratings, and not about rudely evaluating and then doubling it!
2) Since the requirements must be blocked and the final product is available at the end, what happens when something takes twice as much? What if this function is performed only at the end of the sprint?
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BTW:
, , , , SCRUM. Ken Schwabers , SCRUM .