How to Navigate Sprint Planning as a Young Product Manager

Hello again, fellow agile enthusiasts! Today, I want to dive into a topic that many of us, especially those of us starting out in product management, grapple with: sprint planning. I recently came across a post from a young PM navigating their way through the complexities of sprint planning in a challenging environment. I thought it would be helpful to expand on this topic, share insights, and offer strategies to enhance our approach to sprint planning.

Understanding the Challenges of Sprint Planning

The original post highlighted a common scenario in sprint planning: a young PM proposing a sprint plan only to face pushback from their Engineering Manager (EM) during the actual planning meeting. The PM expressed frustration over presenting a rough sprint plan, only to have a significant portion of it dismissed in front of the development team. This situation is not only disheartening but can also create confusion and undermine the PM’s authority.

Key Issues Identified:

1. Lack of Detailed Review: The EM may not be reviewing the proposed tasks in enough detail prior to the meeting. This lack of preparation can lead to unexpected objections during the planning session.

2. Gatekeeping and Dominance: The EM’s behavior may suggest a tendency to gatekeep the sprint backlog, asserting dominance in front of the devs by dismissing the PM’s proposals.

3. Undefined Responsibilities: There seems to be a lack of clarity regarding who owns the responsibility for ensuring that tickets are “sprint-ready.”

Strategies for Effective Sprint Planning

1. Establish a Unified Front

One of the most important aspects of successful sprint planning is the relationship between the PM and the EM. Both roles need to work collaboratively, presenting a unified front to the development team. Here are some strategies to achieve that:

• Regular Sync-Ups: Before sprint planning, schedule regular meetings with your EM to discuss the proposed sprint tasks in detail. This allows both parties to address potential issues early on.

• Private Follow-Ups: If objections arise during the planning meeting, address them privately after the meeting to understand the EM’s concerns and ensure alignment moving forward.

2. Create a Definition of Ready

A “Definition of Ready” (DoR) outlines the criteria that a ticket must meet before it can be considered for inclusion in a sprint. By establishing a DoR, both the PM and EM can share responsibility for ensuring that tasks are well-defined and actionable. Here’s how to implement it:

• Collaborative Development: Work together to create a DoR that includes specific criteria such as clear acceptance criteria, estimated effort, and dependencies identified.

• Public Accountability: During sprint planning, encourage discussions around the DoR criteria. This will hold both you and the EM accountable in front of the team and foster a sense of shared responsibility.

3. Utilize Effective Capacity Planning Tools

Proper capacity planning is crucial to ensuring that the team can realistically commit to the work proposed in the sprint. Here’s a successful approach shared by another commenter:

• Excel Capacity Planning Sheet: Create a capacity planning sheet that factors in days off, available business days, and developer capacity based on past performance. This allows you to calculate the total story points that can be delivered in the upcoming sprint.

• Prioritize Backlogs: Use this capacity sheet in conjunction with your backlog to prioritize work that aligns with your team’s capacity and business objectives. This data-driven approach can help reinforce your proposals during sprint planning.

4. Build Your Confidence

As a young PM, it’s natural to feel intimidated, especially when presenting in front of more experienced colleagues. Here are a few tips to build your confidence:

• Seek Feedback: Regularly ask for feedback from your EM and the development team on your proposals. This will not only help you improve but also demonstrate your commitment to collaboration.

• Develop Tolerance for Pushback: With time, you will develop less tolerance for inconsistency or dismissive behavior. Stand firm in advocating for your proposals while remaining open to constructive criticism.

Conclusion

Navigating sprint planning as a young product manager can be challenging, especially in complex product environments with many dependencies. However, by establishing a unified front with your EM, creating a clear Definition of Ready, utilizing effective capacity planning tools, and building your confidence, you can improve your sprint planning process significantly.

Remember, effective communication and collaboration are key. As you continue to grow in your role, you’ll find more ways to advocate for your team and navigate the complexities of agile product management. Happy planning!

Feel free to share your thoughts or experiences with sprint planning in the comments below. What strategies have worked for you? Let’s learn from each other!