sprint-plan-builder

name	sprint-plan-builder
description	Agile Sprint planning assistant that builds actionable plans by selecting scope based on team capacity and historical velocity, breaking down stories into estimated tasks, analyzing dependencies, and balancing workloads. Triggers when a user asks for Sprint Planning, iteration scoping, story/task assignment, workload balancing, dependency analysis, or team capacity calculation.
license	MIT

Sprint Plan Builder — Agile Sprint Planning

Helps Scrum Masters and PMs build Sprint plans based on team Capacity and historical Velocity: break down and assign Stories/Tasks, check workload balance, identify dependencies, and produce an actionable Sprint plan.

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SOP Overview

Step 1: Gather Inputs → Step 2: Calculate Team Capacity → Step 3: Define Sprint Goal & Scope
    → Step 4: Task Breakdown & Estimation → Step 5: Dependency Analysis → Step 6: Task Assignment & Workload Balancing
    → Step 7: Output Sprint Plan → Step 8: Risk Review & Commitment Check

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Step 1: Gather Input Information

Collect the following from the user (proactively ask for any missing items):

Input	Description	Example
Sprint Duration	Iteration length in working days	2 weeks (10 working days)
Team Roster	Name + Role	Alice (Frontend), Bob (Backend), Carol (QA)
Availability per Member	Account for PTO, meetings, other project commitments	Alice 8 days, Bob 10 days, Carol 9 days
Historical Velocity	Completed story points from the last 3–5 Sprints	[32, 28, 35, 30, 33]
Product Backlog	Stories to be planned (with priority and estimates)	See Backlog table
Known Dependencies	Predecessor/successor relationships between Stories	Story-3 depends on Story-1

Defaults When Information Is Missing

• Sprint Duration not specified → default to 2 weeks (10 working days)
• Availability not specified → default to Sprint Duration × 0.8 (accounting for meetings and overhead)
• Historical Velocity unknown → use 70% of the current total estimate as a conservative target
• Role not specified → treat as a general developer

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Step 2: Calculate Team Capacity

2.1 Individual Capacity

Individual Capacity = Available Days × Effective Hours per Day × Focus Factor

Parameter	Default	Description
Effective Hours per Day	6 hours	8-hour workday minus meetings, breaks, etc.
Focus Factor	0.8	Accounts for context switching, communication overhead

2.2 Total Team Capacity

Total Team Capacity (person-hours) = Σ(Individual Capacity of each member)
Total Team Capacity (story points) = Derived from Velocity reference

2.3 Capacity Calculation Example

Member	Available Days	Effective Hrs/Day	Focus Factor	Individual Capacity (hrs)
Alice	8	6	0.8	38.4
Bob	10	6	0.8	48.0
Carol	9	6	0.8	43.2
Total				129.6

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Step 3: Define Sprint Goal & Scope

3.1 Velocity Reference Calculation

Reference Velocity = Average Velocity over the last N Sprints
Recommended N = 3–5, excluding clear outliers

Method	Use Case	Description
Simple Average	Stable team	mean(last 3–5 Sprints)
Weighted Average	Recent team changes	Higher weight for recent Sprints
Minimum	Conservative commitment	min(last 3 Sprints)

3.2 Scope Selection Rules

1. Sort the Backlog by priority from highest to lowest
2. Accumulate story points until approaching but not exceeding the reference Velocity
3. If adding the last Story would exceed 110% of Velocity, exclude it
4. Reserve 10–15% buffer for contingencies and technical debt

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Step 4: Task Breakdown & Estimation

4.1 Story Breakdown Check

Each Story should satisfy the INVEST criteria:

Criterion	Meaning	Checkpoint
Independent	Self-contained	Can it be delivered on its own?
Negotiable	Flexible	Is the implementation approach flexible?
Valuable	Valuable	Does it deliver clear value to users?
Estimable	Estimable	Can the team provide a point estimate?
Small	Small	Can it be completed within one Sprint?
Testable	Testable	Are acceptance criteria clearly defined?

4.2 Estimation Reference

If the user has not provided estimates, use the following reference table:

Story Points	Complexity	Typical Effort
1	Trivial	A few hours, no discussion needed
2	Simple	Half a day to one day, clear approach
3	Low-Medium	1–2 days, minor uncertainty
5	Medium	2–3 days, requires design and discussion
8	Complex	3–5 days, spans multiple components
13	Very Complex	About one week, consider splitting
21+	Too Large	Must be split before planning

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Step 5: Dependency Analysis

5.1 Dependency Types

Type	Description	Example
Finish-to-Start (FS)	B cannot start until A finishes	Frontend integration starts after API development
Start-to-Start (SS)	B can start after A starts	Backend development can begin once DB design starts
External Dependency	Depends on delivery outside the team	Waiting for a third-party API spec
Technical Dependency	Depends on a technical component or environment	Core framework must be set up first

5.2 Dependency Review Process

1. List all prerequisites for each Story
2. Build a dependency graph (represented as a list or matrix)
3. Identify the critical path: find the longest dependency chain
4. Flag risky dependencies:
   • External dependencies (uncontrollable) → mark as High Risk
   • Cross-member dependency chains > 3 → mark as Medium Risk
   • Circular dependencies → must be resolved

5.3 Dependency Matrix Output Format

| Story    | Depends On  | Depended On By | Type     | Risk |
|----------|-------------|----------------|----------|------|
| Story-1  | None        | Story-3        | -        | Low  |
| Story-2  | None        | None           | -        | Low  |
| Story-3  | Story-1     | Story-5        | FS       | Med  |
| Story-4  | External API| Story-5        | External | High |
| Story-5  | Story-3, 4  | None           | FS       | High |

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Step 6: Task Assignment & Workload Balancing

6.1 Assignment Principles

1. Skill Match First: Match members' skills to Story technical requirements
2. Dependency Order: Assign depended-upon Stories first to avoid blocking downstream work
3. Workload Balance: Keep each member's load within ±20% of the team average
4. Avoid Single Points of Failure: Critical Stories should not be assigned to only one person

6.2 Workload Balance Calculation

Member Load % = Assigned Story Points / Individual Capacity (SP equivalent) × 100%
Team Average Load % = Total Assigned SP / Total Team Capacity (SP equivalent) × 100%
Load Deviation = |Member Load % - Team Average Load %|

6.3 Workload Balance Checks

Check	Threshold	Action
Member Load > 100%	Overloaded	Must reassign tasks to other members
Member Load > 90%	High	Warning — no buffer
Member Load < 50%	Low	Check if they can take on more work
Load Deviation > 20%	Imbalanced	Rebalance assignments
One person > 40% of total SP	Over-concentrated	Spread the risk

6.4 Rebalancing Strategies

When workload is imbalanced, adjust in this priority order:

1. Move lower-priority Stories from overloaded members to underloaded ones
2. Reassign Stories with flexible skill requirements
3. Split large Stories so multiple people can work in parallel
4. Reduce Sprint scope (remove the lowest-priority Stories)

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Step 7: Output the Sprint Plan

After completing the steps above, produce output using the following template:

## Sprint Plan: Sprint [Number] ([Start–End Dates])

### Sprint Goal
[One sentence describing the core objective of this Sprint]

### Team Capacity

| Member | Role | Available Days | Capacity (hrs) |
|--------|------|---------------|----------------|

- Total Team Capacity: X person-hours
- Reference Velocity: X story points
- This Sprint: X story points (X% of Velocity)

### Story Assignments

| # | Story | Priority | Points | Owner | Dependencies | Status |
|---|-------|----------|--------|-------|--------------|--------|

### Workload Distribution

| Member | Assigned SP | Load % | Status |
|--------|-------------|--------|--------|

### Dependencies

[Dependency matrix or dependency chain description]

### Critical Path
[List the longest dependency chain and expected completion order]

### Risks & Notes
- [Risk item 1]
- [Risk item 2]
- [Buffer and contingency plans]

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Step 8: Risk Review & Commitment Check

Final Checklist

After producing the plan, confirm each item:

• Are total story points within 80–100% of Velocity?
• Is each member's load between 60–90%?
• Is load deviation ≤ 20%?
• Are there any circular dependencies? (Not allowed)
• Are external dependencies flagged with a risk level?
• Is someone assigned to every Story on the critical path?
• Is a 10–15% buffer reserved?
• Are any Story estimates above 13 points? (Should be split)
• Does any single member carry more than 40% of total story points?

Common Issues & Recommendations

Issue	Recommendation
Insufficient Velocity data	Use a conservative estimate (80% of the lowest known value)
Team member changes	Count new members at 50% capacity for their first Sprint
Unclear requirements	Add a Spike (technical investigation) for unclear Stories; do not count toward Velocity
Accumulated technical debt	Reserve 15–20% capacity per Sprint for tech debt
Cross-team dependencies	Flag as external dependency; align with the other team in advance

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Common Pitfalls (Must Check During Planning)

Pitfall	Consequence	Correct Approach
Treating Velocity as a hard ceiling and filling 100%	No buffer; any surprise derails the Sprint	Reserve 10–15% buffer; commit to 85–90%
Using full working days for capacity, ignoring meetings and PTO	Inflated capacity; actual delivery falls short	Always use Available Days × 6h × 0.8
Skipping dependency analysis and jumping to assignment	Blockers discovered mid-Sprint, forcing rework	Build the dependency matrix before assigning
Including large Stories (>13 SP) without splitting	Inaccurate estimates, untrackable progress	Stories above 13 points must be split first
Placing the entire critical path on one person	Single point of failure; one sick day breaks the chain	Spread critical-path tasks across 2+ people
Assigning full capacity to new team members	Newcomers ramp up slowly, actual output falls short	Count new members at 50% capacity for Sprint 1

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References

• Mike Cohn, Agile Estimating and Planning
• Scrum Guide 2020 (scrumguides.org)
• SAFe (Scaled Agile Framework) — PI Planning and Sprint Planning methodology
• PMI-ACP (Agile Certified Practitioner) body of knowledge