How to Break the Spillover Habit - Mike Cohn

How to Break the Spillover Habit - Mike Cohn

For the past two weeks, I’ve been writing about the problem of habitual spillover—when a team routinely rolls over unfinished work from sprint to sprint.
So far, we’ve talked about why spillover happens, and why it’s a problem, plus I’ve given steps to start a reduction in your team’s spillovers.
This week, I want to share two ways to break your team’s rollover habit.
 

Sometimes teams miss their goals. That’s OK. Sometimes teams miss when they aim high and fall a little short. Don’t try to fix those teams—celebrate their effort.
Other times teams miss because they just hit a run of bad luck for a handful of sprints. Again, no need to intervene there. (Next week, I’ll share what to do with the unfinished work that results from either of these first two scenarios.)
Most often, though, teams miss because they are overly optimistic about what they can achieve. They plan each sprint to be a best-case scenario.
If you think that could be your team, in your next sprint planning meetings try asking questions like these:
 

• What could go wrong that could cause the team to miss its goal?
• What has to go right to achieve this goal? These questions can help a team see any risky assumptions they’re making about how easy the planned work will be.

As most of us who made New Year’s resolutions at the beginning of 2025 have re-discovered by now, old habits die hard. Sometimes you have to take drastic action to realize lasting results, and to succeed with agile.

Curb Their Enthusiasm   Drastically Under-commitIf these kinds of questions don’t help the team make more realistic guesses about what they can accomplish, you might have to resort to drastically reducing what the team commits to achieving.
At the next sprint planning, encourage your team to truly under-commit. I’m not talking about cutting the sprint goal by some small amount, like 10–20%. I’m saying you limit team members to committing to only 50% of what they believe they can accomplish.
The team may push back on this. They are used to filling up their sprint and will be optimistic that they can get a lot more done than the items they’ve chosen. Don’t give in.
When team members push back, remind them that if they run out of work to do, they can always bring more in. But hold firm that no work will come in until the sprint goal is achieved and all the work planned into the sprint is complete.
(You’ll likely need to have a talk with the product owner prior to sprint planning so they too can be prepared to hear that the team is bringing only a few items into the sprint.)
The goal in under-committing is to let the team feel what it’s like to add work into a sprint rather than always needing to drop work.
After they feel this, they’ll likely want to feel it again.
Encourage them to plan a bit more work into the next few sprints until they get close to missing their goals and rolling over again. Incorporate the enthusiasm-curbing questions as needed.

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