![]() (You can add time tracking to the development stories as well if you want an overall look at how muck time is spent on the project and how it breaks down into stories vs. Use Entities, Components, or Labels to separate the development stories from the daily recurring tasks, and add time tracking to the recurring tasks so you know how much time is spent on those items. First is a Scrum board with just the development stories, second is a Kanban board with your daily recurring tasks, and third is an overall Kanban board with every item in the project for a full view. I would then create three boards for the project. Hi suggest you move them out of the sprint backlog and treat them as tasks outside of the development effort, reducing the team's velocity accordingly. ![]() What do you think and is there a solution you know from experience that would work? This would result in being permanently in progress and belonging story points will reduce the burn down chart only at the very end of the sprint. Create one SBI with a checklist and one line/checkbox per day to be checked. One per day, resulting in a cluttered backlog and during sprint change the PBIs need to be done as well but are not reflected in the stats/planing. Try to automate those tasks and reduce the amount in the future.ģ. Treat them as regular SBIs and keep them in the sprints. Which would result in intransparency of tasks that need to be done (in order to keep our product alive)Ģ. Move them out of the sprint/backlog as Scrum Backlog Items (SBIs) should be one time problems and reduce capacity of the team accordingly. What would be the recommended way on dealing with those tasks within a Scrum framework?ġ. We are working on a software product which by now requires about 40% of our capacity maintenance work like e.g.
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