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First, if you are blocked on a feature topic, or you have more to do than
you can handle in one sprint, the Scrum Master should cut back on the
development in the sprint, or should hire another writer.
Second, you probably had too many developers to keep track of to start with,
and the number you've got now is way too many. In Scrum, they say "if the
doc isn't done, the sprint isn't done either" and the writer-to-developer
ratio is a big factor in the doc not being done.
If you don't have the support of the Scrum Master to either get you some
help or limit the number of features in the sprint and/or release, then you
should cut back on how much you provide in the documentation, at least in
that release. Can you provide procedure steps and forget about conceptual
material for now? That's one way to handle aggresive deadlines without
regard for how much work the documentation is. Another strategy: QA's test
cases can become procedure steps. Get them to help you with the steps and
procedures framework and you can format it for the documentation.
I have worked on five agile projects now, and in self defense, I read
everything I could get my hands on about Scrum. That's why I know that "if
the doc isn't done, the sprint isn't done either." Read it and quote it. If
they are trying to follow Agile Scrum, they have to agree with you!
On Tue, Sep 14, 2010 at 1:11 PM, Kat Kuvinka <katkuvinka -at- hotmail -dot- com> wrote:
> I really like it at first! There was one me, one tester, three teams, and
> about a dozen developers. Docs were part of the DoD and I thought it was a
> great way to be on top of every new or changed feature.
> Now there are 7 teams, about 30 developers, 6 testers, and still one me.
> OK, I exaggerate, we have a contract writer, but she is dedicated to one
> team, and I still have to support that team. And she is leaving soon.
> I am going to campaign for more writers, but in the meantime, any
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