Sprint planning The ability to plan a sprint effectively relies on a well defined backlog that the team understands. The team should ask questions of the product owner to clarify areas they do not understand. Only after team members understand a story can they make an accurate estimate of the effort require to complete it. The team makes its estimate based on a point system, which can have many interpretations. A common approach is to use points as a relative measurement, with a single point being the smallest amount of effort which can be attributed to a well understood story. The scrum master uses this concept as a baseline for estimating other stories. Naturally, teams get better at estimating story points over time. A team that is able to estimate accurately is more effective in sprint planning. For example, a team that knows it can commit to 20 points in a sprint should add stories to the sprint backlog that total 20 points. The application does not restrict teams from over or under committing on story points. The planning board provides a gauge that compares the capacity of the team to the total story points required for the sprint. Prerequisite Task In the previous task, you created the sprints in which the work will be done. As a scrum sprint planner, you might have assigned stories to the sprints during the last task, or you might choose to create the sprint backlog in the planning board. Both methods accomplish the same goal, but the planning board provides better management tools for assembling sprints and tracking team capacity. Activities on the planning boardYour role determines the activities available on the planning board.