I know, we need to separate this task to several subtasks. But what we should do, if further division of this task have no sense? What if all of resulting subtasks will have no business value until all of them will be done and integrated together?
Maybe it seems that this is a little artificial situation, but sometimes it could happen (especially, if you have short sprints).
Example from my practice: we have User Story to allow user make payment from our system. As a part of this story we have task to integrated 3'th party payment service to our project. So, all subtasks of this task are absolutely technical and have no buisness value.
So, I see only three ways to solve this problem:
Separate business valuable task to several technical tasks. But in this case we will not make something useful in first sprint and we will not have anything to show in review.
Make all sprints bigger. Maybe our sprints too short and it will be better make it bigger. In this case we will reduce feedback speed, but situation like I described below can never happen again.
Make current sprint bigger. As I know, this is not scrum-way solution. Scrum like constancy (make Daily Scrum in same place and same time, fixed limited time-boxes and so on). Plus, it will be hard reconcile new rewiev day with stakeholders. If you have another teams, that work on same project, problems with this solution will be much bigger.
Which solution is better? Or, maybe, somebody know better way to solve this problem?