On Assigning your team to full capacity
The title here is misleading, because I’m here to make a case for not assigning your team to full capacity. This is another one of those counter-intuitive ways of delivering software more effectively.
Having slack time baked into your process allows for reactive work (bugs, requests from business, requests from customers) to be handled in the same work cycle without having to derail a plan that you have committed to.
These external requests usually aren’t ignorable. If you’re in a work cycle with full capacity planned in, this inevitably means you’ll fail to deliver on stuff you had committed to at the beginning of a cycle. Whereas if you have slack, it’s easier to take on the external requests without derailing commitements.
This makes for more reliable & predictable estimates.
Why that matters
- More reliable & predictable estimates mean you can deliver to customers what you promised, on time
- There’s also the advantage of having the capacity to do exploratory work, which can unlock future opportunities
Being able to respond quickly to change is one of the core principles of agile. Martin Fowler tells a story that goes something like this:
Team A needs an API from Team B to be slightly extended, in order to unlock a capability or stream of work. On a big enough project, you don’t always know about the dependencies up front, ie during the planning phase. Many a time, you discover these dependencies when work on something has started.
With no slack, Team B goes into work cycles with full capacity committed to. You have to wait for that API extension to be planned into the next iteration, whereas if there’s slack on the Team, they could immediately get started - thus reducing latency!
How to implement slack
If your team routinely completes 15 - 23 story points per sprint, only commit to 15 story points per sprint. This is the way that’s been recommended by James Shore & Martin Fowler.
Another approach to apply at the team level, shared by Bhekani:
In my current team we have something called self led initiatives. The idea is for each engineer to spend 10% of their time working on something that’s not in our main roster but that is useful to the product that people want to work on. This means people get the chance to deliver on objectives while still working on things that are interesting to them or things that bother them in the product. This has been quite a hit.
- One team member with no work assigned, rotates every sprint. This one is tricky though, depends a lot on the state of the product, and the experience level of your team. This is the approach taken/recommended by Adam Wathan & Ben Orenstein
Q: But what if dude that’s not assigned work doesn’t have find anything to do
A: Very unlikely. If their hands are completely idle, pair programming with other engineers assigned stuff is an option
Continuous Flow & Timeboxed Iteration
What sort of work can we pick up when we’ve got slack?
- Exploration & experimentation. Make it self directed, take advantage of the fact that devs like to up their skill. Things learnt here usually translate to improving their day to day execution
- Improve DX, code quality, clean up cruft
- Tests, automation, and infra improvements