For privacy concerns, we cannot allow you to post email addresses. Please note that the first and last name from your member profile will be displayed next to any topic or comment you post on the forums. There are definitely good reasons to separate out spikes and enablement from Product Backlog Refinement, depending on the needs of the team and the organization.īy posting on our forums you are agreeing to our Terms of Use. Enablement work that delivers new infrastructure or architectural changes may need to be tracked and have traceability as part of change management and compliance or for coordination across multiple teams. Spike work that require a significant (to be defined by the team or organization) amount of effort beyond the normal Product Backlog Refinement work may need to be made visible on a Product Backlog so dependencies between that and other work can be made transparent to stakeholders when discussing order and priority. However, there are cases where I can see it being used to identify and explicitly track "spike" or "enablement" work and not just simply call it part of Product Backlog Refinement. Capacity for Spike-like work is built into each and every Sprint and is considered during the Sprint Planning. This probably accounts for a lot of work that would normally be considered a Spike in Extreme Programming terminology. Scrum calls for a percentage of time allocated to each Sprint for Product Backlog Refinement. If it does neither convincingly, the so-called “enabler” could be a euphemism for a staged activity in which at least some development work is being waterfalled out. If you find an item being described as an “enabler”, it may be worth querying what value it delivers itself, or how it would otherwise cause the product to be inspected and adapted. I’d suggest you may wish to consider a “spike” as a Product Backlog refinement activity a time-boxed technical investigation which is just enough to allow an item to be estimated and brought to “ready”.
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