2天的SCRUM培养操练学习笔记,敏捷Scrum施行集大旨精髓免费入门学习课程培养陶冶教材

连忙宣言与Scrum

原先对高效开垦有点摸底,最先接触的是极限编制程序XP,知道有十七个人爱好滑雪的软件人员研讨出了知名的快速宣言,对有的价值观的特大的软件开垦建议了挑衅。

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敏捷Agile就好像一把大伞,Scrum、XP、FDD等等皆以中间的一员,Scrum是一种框架,更尊重于一些经过,XP更看重于实践。

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为了通晓敏捷的多少个要点,弗恩on先生特地设计了二个传递纸球的小游戏,打算一群用报纸揉成的小球,参加培训的8人为一组,围成一圈站立,准则很简短,只可以用手传球,球从一职员到另壹位口之间必得有空中时间,球必须传递给不相邻的人,三个球经过全部成员后才算1分,1分钟之内传递小球的个数为总成绩。游戏实行了5-7轮,每轮中间有1分钟的研讨时间。

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打闹虽轻易,但却能深远地回味以下要点:

1)每轮的探讨都能增加下二遍的实际业绩,第一轮好像只传了6个,最终一轮传了100八个,最后的革新幅度之大让大家温馨都心余力绌想像

2)设计再精心的方案比不上立刻开端,独有实行起来工夫提议有针对的纠正建议

3)长期内的决定也是一定有机能的,1分钟虽短,但短期也一律能激发出的大脑无穷的创设力。

4)收缩各类人没事等待的年月,并行作业让球不停地在四人之间异常的快流动,大大收缩了等候的小时

5)当成绩提升到早晚程度后,倘使不在方法或工具上边世革命性的革命,成绩就不会再有多大的抓牢

6)把30分钟的总时间分解为多次迭代,每种迭代中进行实行和小结,远远比进行29分钟的细致准备探讨和1分钟的试行要使得得多。

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Scrum总括起来就是3355,实际上应该叫做3455:3种剧中人物,3种工件,4种典礼(活动)和5个守旧。2天的学科实际上正是围绕着334来介绍的,当然讲明的长河持续地关系到5种观念的商议。

 

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Sprint Review Sprint 评审

  • Inspect & adapt on the Product and Product Backlog
    检查与审视和调动产品和成品Backlog

  • Team presents what it accomplished in the sprint that PO should
    accept timely 团队展现Sprint的结晶,PO应当尽快检验收下

  • Product Owner explains what have been accepted as “Done” work and
    what have been rejected as “ not done” work
    产品管事人申明哪些“完毕”的职业被接受了,哪些“未到位”的做事被退回了

  • Typically takes the form of a demo of new features or underlying
    architecture, obtain feedback and discuss on future adjustment to
    optimize value
    时有的时候以色列德国姆o新效能(及其依赖的架构)的款式,获取反馈和批评接下去要做的做事,从而持续优化价值

  • Informal,非正式

    • 4 hours max time-box for 1 month Sprint
      1个月的Sprint时间盒最长4钟头
    • No slides 不要用幻灯片
    • Least Preparation 尽量不要企图
  • Whole Scrum team participates
    全Scrum团队参加

  • Invite all stakeholders and interested parties
    特邀全体干系人及感兴趣的人员

Scrum Release Planning

  • Releases can be intermediate deliveries done during the project or
    the final delivery at the end.
  • To create a Release Plan the following things have to be available:
    • A prioritized and estimated Scrum Product Backlog
    • The (estimated) velocity of the Scrum Team
    • Conditions of satisfaction (goals for the schedule, scope,
      resources)
  • If the project is feature-driven, the sum of all features within in
    a release can be divided by the expected velocity. This will then
    result in the number of sprints needed to complete the requested
    functionality.

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Pictorial representation of Waterfall, Iterative and Scrum Software
Development methodologies.

估算

vernon先生由于散发着巨大的热量,所以要求不停地填补水份,每一天带着一大瓶(搞不清楚2升也许3升)基本上都喝得大约。贰个游玩便是预计他喝剩下的水的容量,8个人的估量从400ml到1600ml不等,相差这么宏大,表达了人不专长运用相对化的多寡来评估事物,而利用百分比来估计时,范围就集合在55-65%之内。

优普丰的安排扑克能够用于组织对职分专门的学问量实行评估。

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Sprint 迭代

  • Scrum projects make progress in a series of “sprints”
    Scrum项目由一多级“sprint”组成

    • Analogous to Extreme Programming iterations
      借鉴了巅峰编程中的“迭代”
  • Typical duration is less than a calendar month at most, or even
    shorter
    不超越一个月的日历时间, 建议1~2周
  • A constant duration leads to a better rhythm
    平常是定长的,有助于爆发更加好的提交节奏
  • Sprint ends only when the time-box expires
    唯有当岁月盒到期时,Sprint甘休
  • Product is developed according to DoD within a Sprint
    听别人说DoD定义,全部相关工作在sprint内达成
  • Not to change Sprint Goal; 不去改动Sprint的指标
  • Not to change Sprint length during a Sprint;
    不变近年来运营中的Sprint的尺寸
  • Can a Sprint be terminated?
    Sprint能够被中断吗?
  • Yes 可以
    • Product Owner can cancel the Sprint if business circumstances
      require
      出于专门的学问供给,Product Owner能够撤消Sprint
    • Team can discuss with Product Owner to see how to handle, if
      they are unable to accomplish anything
      假如果未有法做到其余事物,团队能够和PO协商应对
  • Go back to Sprint planning — any “not done” work performed should be
    put back to Product Backlog
    重复做Sprint布署-全体还”未到位的劳作”放回产品Backlog
  • Very rarely done! 罕有发生!

The Scrum Product Backlog

  • In the simplest definition the Scrum Product Backlog is simply a
    list of all things that needs to be done within the project.
  • It replaces the traditional requirements specification artifacts.
    These items can have a technical nature or can be user-centric e.g.
    in the form of user stories. The owner of the Scrum Product Backlog
    is the Scrum Product Owner.
  • The Scrum Master, the Scrum Team and other Stakeholders contribute
    it to have a broad and complete To-Do list.
  • Each Scrum Product Backlog has certain properties that differentiate
    it from a simple to-do list:

    • an entry in the Scrum Product Backlog always add value for the
      customer
    • the entries in the Scrum Product Backlog are prioritized and
      ordered accordingly
    • the level of detail depends on the position of the entry within
      the Scrum Product Backlog
    • all entries are estimated
    • the Scrum Product Backlog is a living document
    • there are no action-items or low-level tasks in the Scrum
      Product Backlog

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二〇一一年1月三十日至十三日在场了优普丰组织的在香港定时2天的Certified(不是Certificated)
Scrum
Master培训,收获多多。加入培养演习前邮件中介绍Vernon老师是个明白中文的美国人,一开端感到这一场培养磨练注定是三个鬼子讲上一批立陶宛(Lithuania)语,然后有个中中原人民共和国人在两旁翻译的讲座了,没悟出那些vernon中文水平真是好,不奇怪的语速的中华夏族民共和国话他听得一些主题材料也尚无,汉语说的也是一对一清楚,唯有少数的字有一些口音。vernon先生浑身散发着巨大的热能(他自称的Passion),当热到早晚程度后,vernon就把鞋拖掉,一双白袜子初始在会议场馆里走来走去。

Scrum的3个角色

Business Case(商业论证) -Document

  • A business case captures the reasoning(论证) for initiating a
    project or task.
  • It is often presented in a well-structured written document.
  • The logic of the business case is that, whenever resources such as
    money or effort are consumed, they should be in support of a
    specific business need.
  • Notice that the following information is included in this business
    case:

    • Introduction/background
    • Business objective
    • Current situation and problem/opportunity statement
    • Critical assumptions and constraints
    • Analysis of options and recommendation
    • Preliminary(初步的) project requirements
    • Budget estimate and financial analysis
    • Schedule estimate
    • Potential risks
    • Exhibits

多个角色

Scrum Team由三种剧中人物构成。

有关两种角色与龙舟比赛的类比:PO也就是掌舵的人,把握团队发展的大方向;TEAM约等于划桨运动员;SM相当于鼓手,负担和煦组织。

1)Product Owner

客商表示,决定产品的迈入趋向vision,对ROI担任(投资回报率return on
investment),本身最佳就是个customer,PO是壹人,担当给PBI(Product
Backlog Increments)排序,肩负掩护Backlog,确认Sprint的结果(Accept
Sprint
Results),PO有任务决定是不是产品能够发表,PO不自然写全体的客商传说,PO要不停与团伙调换,PO有领导权Authority。

2)SCRUM Master

以此称呼相当有分量,加入2天的创设,还平素不Scrum的执行经验,通过了表明考试,就能够叫做Scrum
Master了。

笔者们普及感到那一个SM最没有事情可做,但教师的资质再三重申那几个剧中人物很忙,非常对于不成熟的协会以及在项目标中期,大家把原先项目老总肩负的事务种种写下去,贴在那一个白板上,发掘这么些SM好像正是工作相当的少,他在全体进程中便是多少个教练、三个咨询师的剧中人物,他实在便是指点你怎么着开头正确的Scrum种种进度、会议等等。

SM在漫天公司中起到一种老师、教练、推进的功能,要确定保障组织不受干扰、保障组织快速地拓宽专业,移除一些绊脚石。他大致未有怎么职责,但要有影响力。

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Vernon关于在一部分集会上ScrumMaster为啥可选加入的注释:

While the ScrumMaster is optional at many meetings they are
responsible for assuring the Scrum framework is being effectively
applied, so as you note in the area discussing the ScrumMaster role
they are likely to be quite involved in all meetings, especially
initially as the team needs to be trained and coached to understand
how to effectively conduct the meetings: to understand their structure
and purpose.

3)DEV Team

软件只怕要由一堆技士一行一行写出来,那正是Team的职责了,这里Team中各类人的手艺要调整得周密(有长于,但不能够只专长的事),要会自小编组织管理、跨职能、人数调整在5-9人以内、最棒全职(大概有一丢丢见仁见智)、No
Title(没有严酷的分工,不供给、编码和测量试验的分工)。

 

Scrum中向来不项目高管的角色,未有上下级的涉及,vernon打了叁个比喻,说Scrum有一些共产主义,但共产主义中最广大的是上下级领导关系。以为依照大家眼下的现状,八个脚色最难找的是Product
Owner,那些角色表示着顾客利润,但要日常与付出公司混在一同。

 

Scrum的3个工件

Scrum Burndown Chart

The Scrum Burndown Chart is a visual measurement tool that shows the
completed work per day against the projected rate of completion for the
current project release. Its purpose is to enable that the project is on
the track to deliver the expected solution within the desired schedule.

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  • The rate of progress of a Scrum Team is called “velocity”.
  • It expresses the amount of e.g. story points completed per
    iteration.
  • An import rule for calculating the velocity is that only stories
    that are completed at the end of the iteration are counted. Counting
    partially finished work (e.g. coding only – test missing) is
    strictly forbidden.

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能够客商传说的两个个性- INVEST原则

INVEST = Independent, Negotiable, Valuable, Estimable, Small, Testable

贰个好的客商传说应该遵照INVEST原则。

独立性(Independent)—
要尽大概的让一个客商传说独立于任何的客商传说。用户典故里面包车型大巴注重使得制订布置,分明优先级,专业量估计都变得很不便。平时大家能够通过结合顾客传说和释疑客户典故来压缩依赖性。
可协商性(Negotiable)—
三个顾客传说的剧情借使足以探讨的,顾客轶闻不是公约。二个顾客趣事卡片上只是对客商传说的叁个轻松易行的描述,不饱含太多的内部原因。具体的细节在联系阶段出现。叁个客户传说卡带有了太多的内部景况,实际上限制了和客户的交换。
有价值(Valuable)—
各样故事必得对顾客具备价值(无论是顾客依然购买方)。叁个让顾客传说有价值的好法子是让顾客来写下它们。一旦一个客商意识到那是三个客户传说并非二个协议何况能够开展商酌的时候,他们将丰裕愿意写下故事。
能够估计性(Estimable)—开荒团队须求去估摸三个客户故事以便鲜明优先级,专门的学业量,布署安排。不过让开辟者难以猜测旧事的主题材料根源:对于世界知识的缺少(这种景象下需求更加多的联络),或然传说太大了(那时急需把典故切分成小些的)。
恐慌(Small)—
贰个好的传说在专门的学业量上要尽可能短小,最佳不用高出十个理想人/天的职业量,至少要有限支撑的是在多个迭代或Sprint中能够完毕。客商故事越大,在布局安插,工作量估摸等地方的危害就能越大。
可测验性(Testable)—三个顾客传说借使足以测验的,以便于认可它是能够完结的。即使一个顾客典故不可见测量检验,那么你就相当小概掌握它哪天能够做到。八个不足测验的顾客典故例子:软件应该是轻松使用的。

What is Scrum?

  • Scrum is a lightweight agile project management framework mainly
    used for software development.
  • It describes an iterative and incremental approach for project
    work.

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  • Scrum can be used in all kinds of software development:
    • for developing complete software packages, for developing only
      some parts of bigger systems, for customer or internal projects.
  • The Scrum Framework implements the cornerstones defined by the agile
    manifesto:

    • Individuals and interactions over processes and tools
    • Working software over comprehensive documentation
    • Customer collaboration over contract negotiation
    • Responding to change over following a plan
  • The main components of Scrum Framework are:
    • The three roles: Scrum Master, Scrum Product Owner and the Scrum
      Team
    • A prioritized Backlog containing the end user requirements
    • Sprints
    • Scrum Events: Sprint Planning Meeting (WHAT-Meeting,
      HOW-Meeting), Daily Scrum Meeting, Sprint Review Meeting, Sprint
      Retrospective Meeting
  • Important in all Scrum projects are self-organization and
    communication within the team. There is no longer a project manager
    in a classical sense.

    • In the Scrum Framework the Scrum Master and the Scrum Product
      Owner share his responsibilities.
    • However, in the end the team decides what and how much they can
      do in a given project iteration (Sprint).
  • Another central aspect within the Scrum Framework is continuous
    improvement: inspect & adapt.
  • The Scrum Teams have to frequently inspect and assess their created
    artifacts and processes in order to adapt and optimize them.
  • In the midterm this will optimize the results, increases predictably
    and therefore minimize overall project risk.
  • The Scrum Framework tries to deal with the fact that the
    requirements are likely to change quickly or are not completely
    known at the start of the project.
  • The low-level requirements are only defined at the time when they
    are going to be really implemented.
  • In Scrum, changes and optimizations of product, requirements and
    processes are an integral part of the whole engineering cycle.
  • Another cornerstone of the Scrum Framework is communication.
    • The Scrum Product Owner works closely with the Scrum Team to
      identify and prioritize functionality.
    • This functionality is written down in user stories and stored in
      a Scrum Product Backlog.
    • The Product Backlog consists everything that needs to be done in
      order to successfully deliver a working software system.
  • The Scrum Team is empowered to only select the user stories they are
    sure they can finish within the 2-4 weeks of Sprints. As the Scrum
    Team is allowed to commit their own goals they will be more
    motivated and work with best possible performance.
  • The Scrum Master is another important role in the Scrum Framework as
    it works as a servant-master with the Scrum Team. His/her main tasks
    are to make the Scrum team understand how Scrum operates, to protect
    the Scrum Team from external interruptions and to remove impediments
    that hinder the Scrum Team to reach its maximum productivity.

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顾客旧事

User Story并非SCRUM中的内容,但能够用于SCRUM中。

PBI也就是User Story,而SBI也正是任务Task,SBI的颗粒度要低于0.5天。

Vernon的注解:

1/2 SBIs are a practice my company uses, but not a formal definition
included anywhere related to either User Stories or Scrum. As you
correctly note earlier in your blog, SBIs are typically 1 – 16 hours
(less than 2 days) in duration. 1/2 day is just our practice.

PBI要写到什么程度?DEEP原则:

Detailed Appropritly 比较清楚的

Emergent 涌现性

Estimated 被猜想的(以团体的方法来测度)

Prioritized / Order 被排序的

图片 18

Development Team 交付团队的重任和性格

  • 3 – 9 people 3 – 9 人
  • Cross-functional 跨职能
    • All skill set in different functional areas; 具有不相同的效果
    • No sub teams; 未有子团队
    • T-shape talent (generalized specialization); “T”
      型人才,通用的专业人才
  • Full-time(百分之百 Dedicate) 全职投入
    • Membership changes only between sprints; sprints之间能够换人
    • Sit together; 坐在一起
  • Self-organized 自组织
    • No management title; 未有CEO头衔
    • Whole team accountability; 全体成员义务制
    • Team takes most of the project work; 团队肩负大部分微观处管事人业
  • Decide how much work to take on in a sprint 决定迭代的干活容积
  • Deliver Product Increments in every sprint 每一个迭代交付产品增量
  • Responsible for HOW & quality 对“如何做”和付出品质肩负
  • Manage Sprint backlog and track the progress 管理Sprint
    Backlog并追踪进程
  • Figure out the best way to work together as a team
    找到组织内部合营的最棒方法
  • Collaborate with other teams and parties 与别的团队及相关方合作
  • Make continuous self improvements 持续自己革新

Chapter Summary

  • The five project management process groups are initiating, planning,
    executing, monitoring and controlling, and closing
  • You can map the main activities of each process group to the nine
    knowledge areas
  • Some organizations develop their own information technology project
    management methodologies
  • The JWD Consulting case study provides an example of using the
    process groups and shows several important project documents
  • The second version of the same case study illustrates differences
    using agile (Scrum). The biggest difference is providing three
    releases of useable software versus just one

八个工件

图片 19

1)Product Backlog

Product Backlog = a dynamic list of features that might appear in our
product.

Vernon先生的讲解:

PBI=feature, A bunch of PBIs = product Backlog

It might also be worth noting that PBIs don’t have to be software. The
Scrum framework can be applied to areas outside of software, so PBIs
could be other product features as well; for example the introduction
in a book, or a chapter in a book.

值得注意的是:PBIs并不一定专指软件。Scrum框架能够行使于软件之外的别的领域,因而PBIs也可以是别的产品性状,举个例子在出版业,能够是书的一个章节。

以此Product Backlog便是软件出品的机能列表,由众多PBI(Product Backlog
Item)协会,一个PBI又由相当多SBI(Sprint Backlog
Item)组成,这几个Backlog要贴在一派大墙上,上课时曾经问了vernon老师,那么些事物全用工具放在开荒协会的网址首页上好不佳?vernon说能够,但只用电子的backlog会影响开采效用,所以她们公司依旧用大墙和便利贴,一些内容会录入到电子backlog中。

22个小点儿积木的娱乐让人精晓了开始的一段时期级的要紧成效,要在最短的岁月内获得的最大的收益,就是要先成功那多少个龙葵。

图片 20

2)Sprint Backlog

本条Backlog以为能够称呼任务了,经常PBI颗粒太大,无法推行,唯有分解为SBI(小于2天的职业量)能力先河出手做。以为那东西好像GTD里将Project分解为Action的经过,但是别的类型也都以那样来分解的。

 

3)Tracking/Increment

其一东西在以前正是指燃尽图,今后周边说亦非必需的了,实际上Backlog也统统能够反映出档案的次序的扩充情状。

图片 21

预约义进度与经验性进程

Command and Control 命令调节
Plan in details 详细布署
Enforce the plan 强制按安插
“Control” change “控制”变化

vs.

Learn as we go 边前进边学习
Change happens 变化会发生
Embrace change 拥抱变化
Inspect and Adapt 检查与审视和调节

Scrum Artifacts

  • An artifact is a useful object created by people
  • Scrum artifacts include:
    • Product backlog: A list of features prioritized by business
      value
    • Sprint backlog(冲锋订单): The highest-priority items from the
      product backlog to be completed within a sprint
    • Burndown chart(告竣景况图): Shows the cumulative(渐增的)work
      remaining in a sprint on a day-by-day basis

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四个活动

Scrum就是由一群的Sprint组成的,那些Sprint实际上正是迭代,每一个Sprint最少为1天,最长为4周,由4个运动结合。

Vernon的注解:

In theory there is no minimum sprint duration, one day is just the
shortest I’ve seen in a production environment. Sometimes in training
we use 1/2 day sprints. A key concept, however, is that for a sprint
to be a sprint, it must include the 4 meetings.

力排众议上未曾最小的sprint长度限制,一天的sprint长度是本人在产品开辟中看到过的蝇头的长短,在营造时临时能够用三分之二天看成sprint的长度。然后,二个sprint可以称作sprint的要害是它必需带有4个议会。

Sprint是一定长短的,有相当大希望首先次迭代过后,周期有点调节,但后来选用二个牢固性的天数,那就是Scrum的rythym节奏。

在Sprint时期,功用限制不再变化,即PBI从左边获得Sprint Backlog区后,不再接受新的SBI。

Vernon的注解:

SBIs are emergent, and defined by the team, so it is quite possible
that new SBIs will be added during the sprint. This is just to say
that the team has developed a deeper understanding of how they will
complete the PBI. So, during a sprint the SBIs can change, but the
PBIs that the team has committed to cannot change. “No change” during
the sprint refers to PBIs.

SBIs具备涌现性,是由组织来定义的,由此在sprint之间会现出新的SBI。也便是说,团队对此怎么完结PBI已经有了深厚的接头,因而在sprint时期SBI是足以扭转的,但集体已经答应的PBI不能够扭转。在sprint中的”No
Change”是指PBI来说的。

 

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1)Sprint Planning

本条进度有一点需要剖判的作用,实际上也是一种承诺Commitment。这一个会议又由2个阶段组成,第一阶段叫作Selection,第二品级叫作Planning。

率先等第由PO、TEAM参与,SM可选。对于1周的sprint,这几个阶段不超越1钟头。

在这一步是基于PBI的优先级得到Sprint
backlog中,对于十分的大的粒度,还要表明。

其次等级由TEAM参与,PO和SM可选,但PO要随叫随到。对于1周的sprint,这么些等第不超越1钟头。

 

2)Daily Scrum

那就是闻名海外的站立会议,要在天天一样的日子、一样的地址举办,少于15分钟。

Scrum(由于它不是叁个缩写单词,所以一般不要大写全体字母)的术语也是来自黄榄球中的碰头开球典礼,在rugby这种移动中,种种运动员都以自己建构织的、跨职能的,供给基于场上的动态地调解安顿。

会上要回应3个问题:

What did I get done in the last work period?

What will I get done in the next period?

Any impediment(障碍)?

经过那四个难点,团队实行广播式的联络,追踪项指标快慢,分享部分学问,更珍视的是给团队做出一种承诺Commitment。

3)Sprint Review

这种回想对于长度为1周的sprint,不当先1钟头,不必要PPT,非正式的交换。整个进度也是TEAM和PO插手,SM可选。最佳还要请部分stakeholder参加。

Vernon的注解:

PO and team are required, ScrumMaster is optional. Stakeholders are
encouraged to attend this meeting. Since this meeting is a key means
of the PO soliciting feedback from stakeholders, their participation
in this meeting is essential. The PO might even be the host/driver in
this meeting.

4)Sprint Retrospective

本条会议对此长度为1周的sprint,不当先45分钟。整个过程TEAM加入,SM和PO可选。

那么些进程是为着前天的不仅创新,不讲坏新闻,建议1-3个创新提议,然后正是celebrate。

Vernon的注解:

The Sprint Review is the meeting where the working results of the team
are shared with the stakeholders and the PO. The Sprint Retrospective
is the meeting where the team considers how they can continuously
improve.

The Sprint Retrospective is the meeting where the team considers how
they can continuously improve. The team is required and the PO and
ScrumMaster are optional (at the discretion of the team). Typically
the team would encourage their participation unless the PO or
ScrumMaster themselves are in some way an impediment to the team
improving.

塑造自组织团伙的两个约定

What Makes the Scrum Framework Succeed?

  • The Scrum framework changes the classical triangle of project
    management. The compromise is no longer between Time, Budget and
    Quality. It is now becoming the triangle of Budget, Time and
    Functionality.
  • Quality is no longer an option. In Scrum the factors that define
    when a feature is complete (in terms of quality, required testing,
    documentation etc.) are defined by the Definition Of Done (DoD)
    right at the start of the project.

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  • Studies have shown that Scrum has following positive effects in
    practice:

    • Increased productivity
    • Better product quality
    • Reduced or stable project costs after introducing agile methods
    • Higher customer satisfaction
    • Increased satisfaction and motivation of the employees

Scrum的5个守旧

  • 勇气****Courage:因为大家不是单打独斗,大家能够感受到⽀持,⽽且领会更加多的财富。那整个赋予大家勇⽓去迎接越来越大的挑战。
  • 开放****Openess:在集体合作中,大家都会表达大家做得怎样,以及遭遇的绊脚石。我们发掘将忧虑说出来是⼀件好事,因为唯有如此能力让那几个忧虑及时获得消除。
  • 专注****Focus:由于大家在⼀段时间内只专心于少数几件事情,所以大家得以很好地合营并赢得优质的产出。我们能够越来越快地付出有价值的事项。
  • 承诺****Committment:由于对⾃己的时局有更⼤的掌握控制,我们会有更坚毅的信念去得到成功。
  • 尊重****Respect:因为咱们在同步坐班,分享和成功战败,那促进作育并强化相互之间的推崇,并拉扯互相成为值得尊重的人。
  • People personally commit to achieving the goals of the Scrum
    Team.
  • The Scrum Team members have courage to do the right thing and
    work on tough problems.
  • Everyone focuses on the work of the Sprint and the goals of the
    Scrum Team.
  • The Scrum Team and its stakeholders agree to be open about all
    the work and the challenges with performing the work.
  • Scrum Team members respect each other to be capable, independent
    people.

Sprint Planning Meeting

  • Each Sprint and each Sprint Planning Meeting starts with a
    WHAT-Meeting.
  • Goal of this session is to define a realistic Sprint Backlog
    containing all items that could be fully implemented until the end
    of the Sprint.

团队工作约定 Team Working Agreement

也称团队纪律。自己建立织团伙中每一个人什么合作同盟?就好像Jobs在《The Lost
Video》中涉及的,创设团队正是要旗帜鲜排毒标,然后创立多少个器皿,让我们相互拌嘴、碰撞、打磨,于是丑陋的石块也会成为美好的石头。

世家之间磨合的预订和法规是契合现实的,旁人不能够也无从提交三个价值观的流水生产线强迫大家鲁人持竿,一定是豪门提议、大家承认,大家技艺实行下去。

这几个专门的学业约定能够显式化张贴出来,也同意改造。比方种种迭代回看会的时候,SM能够指导我们对Working
Agreement进行立异。一般内容中回顾:开站会时刻、用什么工具IDE、持续集成轮流担当、研究时禁止玩手提式有线电话机、贰遍独有一个话题、先不判定外人的主见等等。

Project Management Process Groups and Knowledge Area Mapping (映射) *

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预备好的定义 Definition of Ready (DoMurano)

当PO拿出Product
Backlog请团队带来职业时,团队是不是能不能够及时开端,抑或充满疑忌,似懂非懂?某些戏精程序员就在迭代根据本身的精晓胡乱做,待到检验收下的时候产品监护人和顾客大叫“那不是本身要的!”

于是乎Do奥迪Q7那么些概念(也称“就绪的定义”)正式产品总管对集体的许诺,是公司能够开工的担保。共青团和少先队有职务须求PO提供这几个检查清单中的必需内容,不然的话就先不上马那一个职业。

Do昂科拉一般富含:每种PBI和顾客旧事应当具有背景和对象、丰裕精通的音讯、已测度、已排序、已记录下验收规范测量检验用例,分界面原型草图,以致浏览器兼容性列表等等。

Project Closing

  • Involves gaining stakeholder and customer acceptance of the final
    products and services
  • Even if projects are not completed, they should be closed out to
    learn from the past
  • Outputs include project files and lessons-learned (经验教训)
    reports, part of organizational process assets
  • Most projects also include a final report and presentation to the
    sponsor/senior management

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急忙估算

Absolute Estimation 相对值推测
number with a ‘unit’, like MD/Hours, Line of Code etc
带有”单位“的数字,譬如人天/小时,代码行数等

vs.

Relative Estimation 相对值揣测
number WITHOUT a unit: number of times we compare one against another
不带单位的数字:三个数字与另三个数字的对照

Daily Scrum Meeting / Daily Stand-up Meeting

  • The daily Scrum meeting is a short everyday meeting, ideally during
    start of the working day. Each team member who works towards the
    completion of a given sprint needs to participate.
  • During this meeting, each team member should briefly provide the
    answers of the following three questions:

    • What has he/she accomplished since the last daily Scrum meeting?
    • What is he/she is going to accomplish until the next Scrum
      meeting?
    • What are the impediments that prevent he/she from accomplishing
      his/her tasks?
  • All team members should attend and they should stand during the
    meeting. The daily Scrum meeting should ideally not last more than
    15 minutes.
  • On the other no issues or concerns raised during the meeting are
    allowed to be ignored due to the lack of time. Issues or concerns
    ought to be recorded by the Scrum Master and needs to be
    specifically handled after the meeting.

ScrumMaster 团队极快教练的特点和天职

  • Represents project to the management; 面向管理层代表团队
  • Represents management to the team; 面向组织表示管理层
  • No management title or power – CANNOT make decisions on behalf of
    the team; 没有管理头衔和权杖 – 不代表团队做出决定
  • Coaching the team and PO rather than being a player; 愈来愈多是四个教练
  • Authorized to be a sheep-dog; 被授权的‘牧羊犬’
  • Change agent of team and organization; 团队和协会变革的代表
  • Listens much more than tell; 听多于说
  • Is a servant leader with influence; 是三个怀有影响力的仆人式领导者
  • Teach Scrum to everyone;向大家布道Scrum
  • Role model of enacting Scrum values, principles, practices and
    framework; 展现Scrum价值观、原则、实行和框架的楷模
  • Protects the team; 珍重组织
  • Help to remove impediments and wastes; 移除障碍和浪费
  • Coaches and grows team on practices to continuous improvements;
    教练和扶植团队的施行,补助持续创新
  • Facilitates collaborations; 指点大家的搭档
  • Improves effectiveness of change in the organization ;
    升高组织变革的效果与利益

An Informed(明智的) Decision

  • It is not a snap decision(仓促决定) whether to use an agile approach
    or not, just like flying or driving somewhere on a trip
  • Projects with less rigid(严俊的) constraints, experienced and
    preferably(更确切) co-located(同地协作的) teams, smaller risks,
    unclear requirements, and more flexible scheduling would be more
    compatible with an agile approach
  • The following example uses Scrum roles, artifacts, and ceremonies

Sprint Planning Sprint安排会议

Timebox: max 8 hours for 1 month Sprint

时间盒:1个月的Sprint最长8小时

Part I SELECTION 第一有个别 选拔
Define the Sprint Goal 定义迭代目的
Select the Product Backlog Items the team can commit to complete
选拔团队能够答应做到的迭代待办项

Part II PLANNING 首盘部 陈设
Decide how to achieve the Sprint Goal 决定怎么样兑现迭代指标
Create the Sprint Backlog 创建 Sprint Backlog
Estimate the Sprint Backlog Items 揣度迭代待办项

  • Part I
    • 参与者: Product Owner/Development Team/[ScrumMaster]
    • 输入: Healthy Product Backlog 健康的制品Backlog
    • 输入: Latest Increment 最新版本的增量
    • 输入: Velocity of the Development Team of this Sprint
      团队以此Sprint的速率
    • 输出: Crafts a Sprint Goal with Selected Product Backlog Items
      根据所选取的制品Backlog事项制订Sprint指标
  • Part II
    • 参与者: Development Team/[Product Owner]/[ScrumMaster]
    • 输入:Capacity of everybody of this Sprint
      团队那个Sprint全数人的劳作容积
    • 出口: Plan on how to meet the Sprint Goal (Sprint Backlog)
      怎样兑现Sprint目的的行事布署(Sprint Backlog)
    • 出口: Mutual agreement on the Sprint Goal
      大家对Sprint指标产生共同的认知

Scrum Ceremonies

  • Sprint planning session: A meeting with the team to select a set of
    work from the product backlog to deliver during a sprint.
  • Daily Scrum: A short meeting for the development team to share
    progress and challenges and plan work for the day.
  • Sprint reviews: A meeting in which the team demonstrates to the
    product owner what it has completed during the sprint.
  • Sprint retrospectives(回顾): A meeting in which the team looks for
    ways to improve the product and the process based on a review of the
    actual performance of the development team.

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unique Scrum Activities by Process Group

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Scrum的5个活动

Project Pre-initiation

  • It is good practice to lay the groundwork(打好基础) for a project
    before it officially starts
  • Senior managers often perform several pre-initiation tasks,
    including the following:

    • Determine the scope, time, and cost constraints for the project
    • Identify the project sponsor
    • Select the project manager
    • Develop a business case(商业论证) for a project (see Table 3-2
      for an example)
    • Meet with the project manager to review the process and
      expectations for managing the project
    • Determine if the project should be divided into two or more
      smaller projects

什么是Scrum

Scrum是依据试验性进程(经验主义)的框架,用来消除不鲜明难题和保险复杂产品。试验性进度的多个支柱分别是Transparency
透明、Inspection 查验、Adaptation 适应。

Scrum is an agile process that allows us to focus on delivering the
highest business value in the shortest time……It is iterative and
incremental…… (from Mike Cohn)

Scrum
作为一种高效进程让大家关怀于在最长时间内交付最高价值……它是迭代和增量式的……

Scrum的出现借鉴了《新的新产品开辟方式》、精益思想、时间盒、SmallTalk面向对象编制程序中的模块化概念等。

Scrum User Stories

  • The entries in the Scrum Product Backlog are often written in the
    form of User Stories.
  • A User Story tells a short story about someone using the product. It
    contains a name, a brief narrative, and acceptance criteria and
    conditions for the story to be complete.
  • The advantage of user stories is that they focus on exactly what the
    user needs/wants without going into the details on how to achieve
    it.

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Scrum起源

一九八七年,竹内弘高和野中郁次郎在哈佛生意商量上发布故事集《The New New
Product Development
Game》,文章第一遍提到了将Scrum专业措施选用与产品开荒,他们提议:

“守旧的接力式的费用形式已经无法知足快捷灵活的集镇必要,而完整或“青子球式”(Rugby)的不二法门——团队作为二个总体发展,在集团的内部不断传球并保证前进,那可能能够越来越好的知足当下生硬的市集竞争。”

一九九四年,杰夫 Sutherland在 Easel公司概念了用来了软件开荒行业的Scrum流程

一九九二年,Ken
Schwaber受斯坦福商争论文影响,用Scrum方法拯救了贰个将近倒闭的品种。

一九九三年,Ken Schwaber构建了“调节混乱”网站。

1993年,杰夫 Sutherland应邀将南洋理工科商评的小说转载给正在开创极限编制程序的KentBeck

1991年,杰夫 Sutherland和Ken Schwaber标准化了Scrum框架,并在OOPSLA
95上公开公布。

二零零三年,敏捷宣言及原则公布、敏捷联盟创立,Scrum是中间一种高效方法。

2002年,Ken Schwaber和MikeBeedle推出第一本Scrum书籍《Scrum敏捷软件开垦》。

二〇〇一年,Ken Schwaber 和Mike Cohn共同创办了Scrum联盟。

更多Scrum历史考古,参见http://www.jackyshen.com/2017/08/02/is-your-Scrum-lean-enough

Scrum Roles

  • Product owner: The person responsible for the business value of the
    project and for deciding what work to do and in what order, as
    documented in the product backlog (积压待办的办事).
  • ScrumMaster(PM): The person who ensures that the team is productive,
    facilitates the daily Scrum, enables close cooperation across all
    roles and functions, and removes barriers(障碍) that prevent the
    team from being effective.
  • Scrum team or development team: A cross-functional team of five to
    nine people who organize themselves and the work to produce the
    desired results for each sprint, which normally lasts 2-4 weeks.

Visible Task Board Kanban 可视化职务墙看板

  • Task board is a common visible tool to manage sprint backlog
    任务板是七个普遍的用来管理sprint backlog的可视化学工业具

    • Self-organized: Individuals or small groups sign up for work
      自己创建织:团队成员或小分队自身提取专门的学业
      • Team decomposes PBI to SBI 团队一齐将PBI分解为SBI
      • Team decides SBI granularity 团队决定适当的SBI颗粒度
      • Work is not assigned 未有一位主导任务的分红
      • Sign up for new work after one work is done
        完结一项职务才认领其它一项职分
      • Based on priority and try to reach fully DONE on a PBI
        根据优先级,努力使二个PBI尽早完全产生
    • Team tracks remaining work of the Sprint, daily
      团体每一日追踪Sprint中多余的做事

    • Any team member can add, delete or change the sprint backlog
      item (SBI)
      别的组织成员能够加上,删除或改换sprint backlog事项 (SBI)
    • Work for the sprint may emerge
      sprint内的做事有希望动态涌现
    • Visible to the world,对中外可知
    • Update in real time,随时更新
    • Represents the current progress toward the Sprint Goal,
      直参观展览示Sprint目的完成的进展
    • Work visibility management tool, 工作可视化管理的工具

Sprint Burndown Reports / Charts

The Sprint Burndown Report shows the progress within the Sprint toward
reaching the Sprint Goal. It provides transparency about the current
performance (burndown rate) and allows easy estimation if the Sprint
Goal can be reached in time or if the team has to find additional
measures to speed-up completion of the remaining activities.

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Scrum框架3355概览和Scrum术语

Learning Objectives

  • Describe the five project management process groups, the typical
    level of activity for each, and the interactions among them
  • Understand how the project management process groups relate to the
    project management knowledge areas
  • Discuss how organizations develop information technology (IT)
    project management methodologies(方法)to meet their needs
  • Review a case study of an organization applying the project
    management process groups to manage an IT project, describe outputs
    of each process group, and understand the contribution that
    effective initiating (项目运营), planning, executing, monitoring and
    controlling, and closing make to project success
  • Review the same case study of a project managed with an agile focus
    to illustrate(说明) the key differences in approaches
  • Describe several templates (模版) for creating documents for each
    process group

Why Relative Estimation 选用相对测度的理由

Estimation == Best Guess
Accuracy over Precision
Accuracy vs. Effort of estimation
Work Effort ≠ Time

Project Management Process Groups

  • A process is a series of actions directed toward a particular
    result
  • Project management can be viewed as a number of interlinked
    (相互关联的) processes
  • The project management process groups include
    • initiating processes
    • planning processes
    • executing processes
    • monitoring and controlling processes
    • closing processes

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Level of Activity and Overlap(重叠) of Process Groups Over Time

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Scrum检查清单

你的集体和团队中,Scrum与便捷做的怎样啊?能够用那些Scrum
Checklist
来做个免费的作者评估吧。

Scrum Effort Estimations

  • All the entries within the Scrum Product Backlog have to be
    estimated to allow the Scrum Product Owner to prioritize the entries
    and to plan releases. This means that the Scrum Product Owner needs
    an honest assessment of how difficult the work will be. Nevertheless
    it is recommended that the Scrum Product Owner does not attend the
    estimation to avoid pressuring (intentionally or otherwise) the
    Scrum Team.��The Scrum Framework itself does not prescribe a single
    way for the Scrum Teams to estimate their work. However within the
    Scrum Framework the estimation is not normally done in terms of
    time – a more abstracted metric to quantify effort is used. Common
    estimating methods include numeric sizing (1 through 10), t-shirt
    sizes (XS, S, M, L, XL, XXL, XXXL) or the Fibonacci sequence (1, 2,
    3, 5, 8, 13, 21, 34, etc.).

Sprint Burn Down Charts 迭代燃尽图

  • Sprint Burn Down Charts Sprint
    燃尽图是一个可选的可视化学工业件,用来处理Sprint
    Backlog,并支持组织团结追踪过程和揭露风险

    • Updated in real time 随时更新
    • Represent the amount of work remaining,衡量Sprint剩余专门的学业的总的数量
    • Different approaches to creating burndown
      charts,燃尽图有分化思路
    • Estimated remaining efforts,剩余职业量预计
    • Tracking DONE only,追踪已到位项

Sprint Review Meeting

At the end of each sprint a Sprint Review meeting is held. During this
meeting the Scrum Team shows which Scrum Product Backlog items they
completed (according to the Definition of Done) during the sprint. This
might take place in the form of a demo of the new features.

Scrum团队

Scrum三大剧中人物,合起来称为Scrum团队。

在观念的专门的学问章程下,开发团队会有广大见仁见智的剧中人物,举例项目首席推行官、产品经营、架构师、设计员、客户体验设计员,工程师,测量试验职员,DBA等等。不过,在Scrum的劳作办法下,总共唯有四个角色,
那三个剧中人物分别是成品总管(PO), Scrum Master(SM)和付出团队(DT)。

咱俩不以为奇能够以划龙舟的公司角色来类比Scrum的剧中人物,划龙舟平时有掌舵的人、鼓手、划桨团队八个剧中人物。Scrum中的PO就是掌舵者的剧中人物,他对产品的趋势担当,对成品的Why和What担任,对成品的愿景,产品满含怎么样首要的特色担任。Scrum中的Scrum
Master鼓手的剧中人物,他帮衬协会保持昂扬的斗志,并打开完美的搭档,他是一个Scrum的我们,团队的教练,团队的服务式领导。Scrum中的交付团队,对应到龙舟赛的划桨团队,共青团和少先队必须和谐一致,作为二个完完全全提升,在如此的情形下单打独斗,各行其是未有任何胜算。

Project Planning

  • The main purpose of project planning is to guide execution
  • Every knowledge area includes planning information (see Table 3-7 on
    pages 101-102)
  • Key outputs included in the JWD project include:
    • A team contract
    • A project scope statement
    • A work breakdown structure (WBS)
    • A project schedule, in the form of a Gantt chart with all
      dependencies and resources entered
    • A list of prioritized (有优先级的) risks (part of a risk
      register)
  • See sample documents starting on p. 104

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Project Planning – WBS (Work break Down Structure)

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Project Baseline Gantt Chart

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List of Prioritized Risks

Product Backlog 产品Backlog

  • An ordered and emerginglist of features fulfilling the Product
    Vision
    一份动态的平稳列表,包罗了符合产品愿景的各类作用
  • And other things providing value to the user
    以及任何为顾客带来价值的办事
  • A healthy product backlog must be “UPERFORM”:
    贰个好端端的product backlog应当满足UPERAV4FORM原则:

    • Unified, 唯一的
    • Pull-based, 拉动式
    • Emergent, 动态的
    • Revealed, 公开的
    • Feature-sliced, 纵切的
    • Ordered, 已排序
    • Ready, 准备好
    • Measurable, 可度量
  • Open to all but ultimately groomed by the PO;
    对全数人开放但最终由PO维护
  • Focus on ‘WHAT’ brings users the biggest value;
    关注于“什么“带给客户最大的价值
  • The best Product Owner starts with “WHY”;
    最特出的PO从“为什么”开始

Project Initiation

  • Initiating a project includes recognizing and starting a new project
    or project phase
  • The main goal is to formally select and start off projects
  • Table 3-3 shows the project initiation knowledge areas, processes,
    and outputs

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Jeff Paton升级Ron Jeffries的5C

卡片(卡德) –
客户传说一般写在小的报事贴卡牌上。卡牌上大概会写上传说的回顾描述,专门的职业量估计等。
交谈(Conversation)-
顾客遗闻背后的底细来源于和客商恐怕产品监护人的沟通联系。
承认(Confirmation)- 通过验收测验用例确认顾客故事被正确完结。
塑造(Construction) – 团队通过技能手段完成那一个客户故事的渴求和效率。
结局(Consequence) – 交付给客户真正使用,并收获反馈。

Project Executing

  • Usually takes the most time and resources to perform project
    execution.
  • Project managers must use their leadership skills to handle the many
    challenges that occur during project execution
  • Table 3-11 on p. 111 lists the executing processes and outputs. Many
    project sponsors and customers focus on deliverables related to
    providing the products, services, or results desired from the
    project
  • A milestone report (example on pp. 112-113) can help focus on
    completing major milestones

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客户传说

What is INTRANET?

  • An intranet is a private network accessible only to an
    organization’s staff.
  • Generally a wide range of information and services from the
    organization’s internal IT systems are available that would not be
    available to the public from the Internet.

Daily Scrum 每一日站会

  • Parameters,参数

    • Daily,每日
    • Same time same place, 同时同样地址
    • 15-minutes,15分钟
    • Stand-up,站立
    • 参与者: Development Team, [ScrumMaster], [Product Owner]
  • Inspect & adapt on Sprint progress for Sprint Goal,
    为达致Sprint指标检查与审视进展和调节安顿

    • Not for specific problem discussion and
      solving,不研商和消除具体难点
    • Other people can be invited to observe,其外人能够受邀来旁听
    • Only team members, ScrumMaster, Product Owner, can talk
      唯有团体成员,ScrumMaster和Product Owner能够说话
  • Helps avoid other unnecessary meetings
    扶助防止其余不须要的集会

  • 各类人回应四个难点

    • What did I get DONE yesterday to help DT meet Sprint Goal?
      昨天我完成了怎么,以便扶助交付团队落成迭代指标?
    • What will I get DONE today to help DT meet Sprint Goal?
      后天自己要完成怎么,以便帮助交付团队完毕迭代指标?
    • Are there any impediments slowing/blocking my progress to
      meet Sprint Goal? 有什么障碍影响作者的进程和迭代目的吗?
  • This is NOT status for the ScrumMaster, it is broadcast in front
    of peers for self-management
    不是向ScrumMaster陈述状态,而是向装有组员的广播,属于自管理的一部分

What is Extranet?

  • An intranet that can be partially accessed by authorized outside
    users, enabling businesses to exchange information over the Internet
    in a secure way.

急忙是如何?

Resolve complexity and uncertainty with continuous and fast feedback to
create ability responding to changes with low cost, so that achieve
better effect

行使持续、飞快反馈来破解复杂性和不刚烈,建构用相当的低本钱来响应变化的力量,进而达到更加好的成效

4条便捷宣言和12高速原则交付了进一步现实的表达。

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Sprint Retrospective Meeting

  • After the Sprint Review meeting took place the Scrum Team and the
    Scrum Master get together for the Sprint Retrospective.
  • In this meeting all team members reflect on the past sprint and
    check three things: what went well during the sprint, what didn’t,
    and what improvements could be made in the next sprint. The meeting
    should be time-boxed (e.g. 3 hours).

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What Makes Waterfall Software Development Model Fail in Many Ways?

  • When deploying the waterfall methodology there is a strict
    sequential chain of the different project phases.
  • A previous phase has to be completed before starting the next phase.
    Going back is in most cases difficult, costly, frustrating to the
    team and time consuming.

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  • The project timeline is planned at the start. A releasable product
    is delivered only at the end of the project timeline. If one phase
    is delayed all other phases are also delayed.
  • To avoid this users of the waterfall methodology normally try to
    anticipate all possibilities beforehand.
  • Studies have shown that in larger and complex projects about 60% of
    the initial requirements are changed throughout the project.
  • The waterfall approach for developing software can be used for
    implementing small and simple projects.

Sprint Backlog 迭代待办项列表

  • The Product Backlog items selected for this Sprint plus the plan for
    delivering them 为本Sprint所挑选的PBI以及提交所选PBI的劳作计划之和

  • Extension and subset of the product backlog
    产品Backlog 的延伸和子集

    • The set of work to achieve the Sprint Goal
      为实现Sprint目的所要实现的劳作集结
    • JIT (Just In Time) design in considered
      饱含‘正合分寸’的陈设性
    • Breaks large work down into smaller pieces (PBI -> SBI)
      将大块的行事表达为更加小的单元 (PBI -> SBI)
    • Focuses on ‘HOW’ team is going to get the work done and
      deliver the value in one sprint
      关注于“怎么做”的主题素材:如何在三个sprint内做到专业以提交价值
  • Owned by the Development Team
    被开垦组织有着

    • Team selects items from the product backlog they can commit to
      completing and creates the sprint backlog
      团队从product backlog中采用他们能够答应达成的体系并创立sprint
      backlog
    • Collaboratively, not done alone by the ScrumMaster
      同盟完毕,不是由ScrumMaster担负
    • A visible tool for the team to manage itself during the sprint
      三个可视化的工具让组织在sprint内部自己管理

IT Project Management Methodology

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ScrumMaster Common Focused Area ScrumMaster常见的关爱世界

  • Team
    • Ceremonies & Meetings Facilitation 指点典礼和议会
    • Learning & Team Development 学习和团队前进
  • PO
    • PB Refinement 供给待办清单的梳理
  • Tech
    • Continuous Integration 持续集成
    • Decoupling 解耦
  • Organizational
    • Cross-team collaboration 跨团队同舟共济
    • Coaching upper management 对管理层举办磨练
    • Increase Transparency 升高透明性

What is a Sprint?

  • In the Scrum Framework all activities needed for the implementation
    of entries from the Scrum Product Backlog are performed within
    Sprints (also called ‘Iterations’). Sprints are always short:
    normally about 2-4 weeks.��Each Sprint follows a defined process as
    shown below:

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  • Each Sprint start with two planning sessions to define the content
    of the Sprint: the WHAT-Meeting and the HOW-Meeting.
  • The combination of these two meeting are also defined as Sprint
    Planning Meeting.

    • In the WHAT-Meeting the Scrum Team commits to the User Stories
      from the Scrum Product Backlog and
    • It uses a HOW-Meeting to break the committed User Stories into
      smaller and concrete tasks. Then implementation begins.
  • At the end of the Sprint a Sprint Review Meeting is conducted to
    allow the Scrum Product Owner to check if all of the committed items
    are complete and implemented correctly. Additionally a Sprint
    Retrospective Meeting is conducted to check and improve the project
    execution processes: What was good during the Sprint, what should
    continue as it is and what should be improved.
  • During the Sprint a short daily Standup-Meeting (Daily Scrum
    Meeting) is held to update the status of the items and to help
    self-organization of the team.

Product Owner 产品总管的性子和职分

  • One person, not a committee; “一”个人, 而非一个委员会
  • Authorized to make decisions on WHAT; 被授与产品(“做怎么着”)话语权
  • Drives product success; 驱动产品走向成功
  • Provide leadership on product; 提供产品领导力
  • Represent project to the stakeholders; 面向干系人代表团队
  • Represent stakeholders to the team; 面向公司代表干系人
  • Collaborates with everyone; 和全部人同盟
  • Ideally taken by real user; 理想状态下是真正的客户来充当
  • Creates the Product Vision; 建立产品愿景
  • Start with “Why”; 从“为什么”开始
  • Defines the feature of the product (the “What”);
    定义产品功能(“做怎么着”)
  • Ensure the readiness of sprint input; 确定保障迭代输入打算好
  • Responsible for Return of Investment (ROI); 担负最大化投资回报
  • Orders/Prioritizes Product Backlog to best achieve goals according
    to the feedback;
    依照报告,为最棒地贯彻业务目的将产品Backlog排定优先顺序
  • Decides on Release date and content; 决定版本宣布日期和剧情
  • Be committed to collaborate and be available to team;
    愿意投入到合营中并且在急需时被组织找到
  • Accept/reject work results; 接受或退回专门的学问成果

The Sprint Backlog

Within the Sprint Backlog all activities required to complete the
committed entries from the Scrum Product Backlog are stored. All entries
have to be estimated on a person-hour base in order to track progress
and remaining efforts.

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完了的定义 Definition of Done (DoD)

当产品代办事项列表条款或许增量被描述为“实现”的时候,每一个人都不能不明白“完结”意味着什么。固然这在区别的
Scrum
团队之间会有巨大的出入,可是团队成员必需对完毕职业代表什么有雷同的精通,那样才具担保透明性。那正是Scrum 团队的“实现”
定义,用来评估产品增量在怎么样时候做到,并且未有妥洽品质。

DoD那个定义是团体对产品监护人的答应,是组织脚下力量的反映。能够用来教导开拓组织询问在
Sprint 安插会议的时候她们能选择多少产品代办事项列表条款。每一个 Sprint
的靶子都以交由服从 Scrum 团队脚下的“达成的概念”的隐衷可提交产品增量。

支付组织在各种 Sprint
交付产品效率增量。那几个增量是可用的,所以产品监护人能够选拔及时公布它。每一种增量都增大于事先全体增量并通过丰裕测量试验,以此有限补助全部的增量都能源办公室事。

乘势 Scrum
团队的成熟,大家预料“达成”的定义会增添,包罗更严厉规范来担保高水平。

亟需留神的是,要是在各类迭代,大家对“完毕”的科班要求过低,那么那会产生在每种迭代,我们都会遗留一些变成外的劳作,完成外的干活持续累计会追加项目标危机,有一点都不小概率导致产品管事人决定公布的时候,产品却因为积存了过多的达成外的行事而不能够揭橥,以至于大家还要求二个相当的Sprint来使它牢固。

Project Monitoring and Controlling

  • Involves measuring progress toward project objectives, monitoring
    deviation (偏离) from the plan, and taking correction actions
  • Affects all other process groups and occurs during all phases of the
    project life cycle
  • Outputs include performance reports, change requests, and updates to
    various plans
  • See Table 3-13

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萨姆ple weekly progress report (每一周进程报告)

怎么样是客商有趣的事?

客户传说是从客户的角度来说述客户渴望获得的效率。三个好的客户好玩的事包含多少个因素:

  1. 剧中人物-Who:何人要接纳那一个功效。

  2. 运动-What:必要做到什么样的成效。

  3. 商业价值-Why:为啥需求以此意义,这些意义带来什么样的价值。

客商传说平凡遵照如下的格式来公布:

英文:

As a [who], I want [what] , so that [why].

中文:

用作八个<剧中人物>, 笔者想要<活动>, 以便于<商业价值>

举例:

用作壹人招聘者,笔者想要发表三个职位新闻,以便于应聘者能够看到和投递该地方。

内需注意的是客商趣事不可见利用技能语言来陈诉,要动用顾客能够知道的业务语言来描述。

Scrum Roles – The Scrum Team

  • Within the Scrum Framework three roles are defined:
    • The Scrum Team
    • Scrum Master
    • Scrum Product Owner
  • Each of these roles has a defined set of responsibilities and only
    if they fulfill these responsibilities, closely interact and work
    together they can finish a project successfully.

The Scrum Team

  • Within the Scrum Framework all work delivered to the customer is
    done by dedicated Scrum Teams. A Scrum Team is a collection of
    individuals working together to deliver the requested and committed
    product increments.
  • Scrum Teams are small.
  • The ideal size is 7 +/- 2 people.

The Scrum Master

  • Broad speaking it is the job of the Scrum Master to ensure that the
    Scrum Team adheres to the Scrum theory, practices and rules.

Scrum Product Owner

  • The Scrum Product Owner is a central role within the Scrum
    Framework. Most of the responsibilities of the classical product
    manager and the project manager are combined within this single
    role.��He represents the end customer and/or other stakeholders and
    is responsible for maximizing the value of the product by ensuring
    that the right work is done at the right time.��As a consequence
    this means of course that the Scrum Product Owner has to work very
    closely with the Scrum Team and coordinates their activities over
    the whole lifetime of the project. No one else is allowed to tell
    the development team to work from a different set of priorities.
  • The Scrum Product Owner has a number of responsibilities:
    • Managing the Scrum Product Backlog
    • Release Management
    • Stakeholder Management
    • Work closely with the Scrum Team

Sprint Retrospective 迭代回想

  • Inspect & adapt on how we work (people, relationships, process,
    tools…)
    对大家什么专门的学问(人、关系、进度、工具等)进行稽查和调度
  • Continuous improvement on process, 对经过的缕缕立异
  • Timebox: 45min for 1 week Sprint 时间盒:每1周的Sprint花费45min
  • Whole Scrum team participates,全Scrum团队出席
  • Other interested parties are welcome by
    invitation,迎接任何感兴趣的受邀人员
  • In a safe environment,在安全的条件中实行
  • One popular format: 3 Question format,二个盛行的情势:八个难题
    • Start doing,发轫做什么?
    • Stop doing,结束做什么样?
    • Keep doing,继续做什么?
  • 出口: Improvement Action Plan for next Sprint
    下一个Sprint的改实行动安顿

Project Charters (宪章) and Kick-off Meetings (运转会议)

  • Charters are normally short and include key project information and
    stakeholder signatures(署名)
  • It’s good practice to hold a kick-off meeting at the beginning of a
    project so that stakeholders can meet each other, review the goals
    of the project, and discuss future plans

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SM Candidate 候选者特征

开放心态,积极钻探,愿意共享和扶持别人。经历过转型或至少领悟组织政治生态,善用权力但不急待权柄。中等偏上的工夫和成品知识水平。具备交换手艺和希望富含影响力。从本性像限看,友善或显示型偏多

Open mind, active exploring, willing to share and help others.
Experienced in transformation or at least understand political
ego-system of organization, be good at using power w/o eager to that.
Above average level of technology and product knowledge. Have
communication and influencing skill. More of extroversion.

Developing an IT Project Management Methodology

  • Just as projects are unique, so are approaches to project management
  • Many organizations develop their own project management
    methodologies, especially for IT projects
  • A methodology(方法)[ideas or processes or procedures]
    describes how things should be done; a standard[rules or
    guidelines]
    describes what should be done
  • PRINCE2, Agile, RUP, and Six Sigma provide different project
    management methodologies

Potentially Shippable Product Increment (PSP) 潜在可交付产品增量

  • The sum of all the Product Backlog items completed during a Sprint
    and the value of increments of all previous Sprints
    近期Sprint所变成的PBI,以及在此以前全数Sprint的增量价值之和
  • Potentially releasable and meet the Definition of Done
    暧昧可交付,并符合完毕的定义
  • Must be in useable condition regardless whether the Product Owner
    decides to release it
    非得是可用的成品,不管PO是不是垄断(monopoly)对伯公布

Sprint Goal 迭代目的

  • The Sprint Goal is an objective set for the Sprint that can be met
    through the implementation of Product Backlog.
    迭代目的是本迭代中通过兑现PB来完成的指标

    • It provides guidance to the Development Team on why it is
      building the Increment. 向协会提供创设该增量的理由(why)
    • It is created during the Sprint Planning meeting. 在Sprint
      Planning会议上发生
    • The Sprint Goal gives the Development Team some flexibility
      regarding the functionality implemented within the Sprint.
      给予团队有的在效力达成上的八面玲珑