This article explores the physiological and psychological effects of fatigue brought on by making decisions. The fatigue that comes from making decision after decision immediately reminded me of my team’s Scrum sprint planning days.
The Scrum method breaks software development into iterative cycles called sprints. Our sprints were the highly typical two weeks in length. The idea is that two weeks is a short enough planning horizon that we can pull in enough work from the backlog to fill that time period. Then we demo what we’ve done to the various stakeholders in the company, adjust existing backlog priorities, plan another sprint, and on it goes.
Sprint planning day looked something like this…
9:00 Demos (any stories that haven’t been shown yet)
9:30 Close out the Previous Sprint (closing stories in VersionOne, splitting any unfinished stories, etc.)
10:00 Retrospective (look back over the prior sprint and identify things that worked well that we want to do more of, what didn’t work so well, and identify any impediments to progress)
10:45 Start Sprint Planning (Story Breakdown)
1:30 Finish Sprint Planning (Story Breakdown)
We often wouldn’t finish sprint planning until after 4:30.
Sprint planning is the process of taking the high-level stories and breaking them down into tasks. We did this as a team; so, we had everyone’s input and everyone knew how we were going to go about implementing each story. This is vital to maintaining a team approach to building the product.
This story breakdown, however, is the hardest part of the whole sprint. We have to make decision after decision about how we are going to implement a feature…
Will there be a new database table? Will it be a variant of some existing feature or something new? Is there some new UI element that we haven’t tackled before? and so on.
Then for every decision, we have one more decision: how long do we think it will take.
I believe the hardest part is that we move from one decision to the next without actually doing anything. We are simply adding our decisions to the inventory to be acted on over the next two week. This makes the decision fatigue factor even greater.
By the time we got to 3:00 or 3:30 the team would often be so fatigued that we would start placing two tasks on each story: Plan it and Do it. During the sprint, if we came across a story with a “Do it” task, it was a safe bet that it was planned late in the day.
I can see two ways to reduce the decision fatigue that comes with Scrum planning day: 1) reduce the Sprint length, or 2) don’t do Scrum.
For most teams doing Scrum, I think shrinking the Sprint length to one week will reduce the planning day fatigue. Our team, for other reasons, switched to a Kanban continuous flow model. Under that model, we did the story breakdown as the queue of planned stories got low. It was never two weeks worth at one time, and we had fewer “Do it” tasks.