SCRUM
什么是Scrum？
What is Scrum？
Scrum概论
Overview of the Scrum
敏捷是个方法论体系，在这个大的体系下有很多的分支，每个分支侧重或负责的内容有所不同，有的侧重研发管理，有的侧重工程实践。
SCRUM: 是敏捷体系下的一个管理实践框架。
Agile is a methodology system, within this large system there are many branches, each branch has different emphasis or responsibility, some focus on research and development management, some focus on engineering practice.
Scrum: is a framework of management practices within the Agile system.
Scrum 特点
The Scrum characteristics
SCRUM:吸收了橄榄球比赛时间短的精髓，迭代周期较短，各项会议也力求短小精悍、言简意赅。
SCRUM翻译: 橄榄球中的列阵争球。
SCRUM 核心概念: 重视人与人之间的沟通问题和资讯传递问题。团队人员需要共同协作，为了一个共同的目标而做出努力。在英式橄榄球列阵争球中它需要搭配大量的战术配合应用。因此这个管理制度用scrum来命名。
SCRUM来到中国:有人将其翻译为麻将
它有四个很明显的特点。
1.自组织性团队，麻友来自天南地北，不管刮风下雨从来不迟到，非常自觉。
2.他们都有清晰的目标，目的只有一个，打麻将让自己爽，让麻将馆的老板赚钱。
3.每一个人都很关心自己的上下游，关心上游的牌能不能吃，关心下游的牌能不能碰，关心对面的牌能不能胡。
4.有反思和回顾，在回家的路上，牌友们亲切的就像兄弟姐妹一样，诉说着今天哪一把牌打的不好，明天再战如何改进。
Scrum: It absorbs the essence of short rugby game time, with short iteration cycle. Meetings are short and concise.
The line of scrimmage in rugby.
The core concept of Scrum is to focus on interpersonal communication and information transfer. Team members need to work together and make efforts toward a common goal. In rugby line-up scrum it requires a lot of tactical application. Hence the name Scrum for the management system.
Scrum comes to China: someone translates it as mahjong
It has four distinct features.
- Self-organized team. Mayou comes from all over the world and never arrives late, regardless of wind or rain.
- They all have a clear goal, the purpose is only one, to play mahjong to make themselves happy, so that the owner of the mahjong shop to make money.
- Everyone is very concerned about their upstream and downstream, concerned about the upstream card can eat, concerned about the downstream card can not touch, concerned about the opposite card can not hu.
- There is reflection and review. On the way home, poker friends are kind like brothers and sisters, telling which hand is not good today, and how to improve it tomorrow.
什么是Scrum 3355？
what is Scrum 3355？
3个角色 3个工件 5个仪式 5个价值观
一个团队由什么人来共同参与一件事情，就有了3个角色，这些角色他们的共同工作的依据及交付的内容是什么就有了3个工件，团队在工件基础上开展工作遵循什么样的流程，就有了5个仪式。而团队整体按什么样的原则文化来做事，这就是5个价值观。具体这些都是什么，下面来讲3355
3 roles 3 artifacts 5 rituals 5 values
A team has three roles based on who participates in a thing, three artifacts based on what these roles work together and what they deliver, and five rituals based on what process the team follows to carry out work on the basis of the artifacts. And what kind of principle culture does the team work according to, these are the five values. So what are all of these? Let's talk about 3355
产品负责人
Product Owner
Product owner:简称PO，他是产品样貌的一切主导者
- 负责产品的创意和亮点。
- 定义产品的特性。
- 排定优先级。
- 回答团队当中关于需求方面的问题。
- Responsible for the creativity and highlights of products.
- Define the characteristics of the product.
- Prioritize.
- Answer requirements questions from the team.
敏捷教练
Scrum Master
Scrum Master:简称SM，他是团队的服务式领导
- 负责帮助团队排除障碍，完成相关的工作。包括组织日常会议，以及其他支持和保障工作。
- 不过他对于产品没有决定权，他既不能决定产品的样貌，也不能决定预算和人事。
Scrum Master: SM for short, he is the service leader of the team
- Responsible for helping the team to eliminate obstacles and complete related work. This includes organizing daily meetings, as well as other support and assurance work.
- But he doesn't get to decide what the product will look like. He doesn't get to decide the budget or the personnel.
团队
Team
Team:团队由开发人员、测试人员以及其他帮助研发的人员组成
- 通常team的人数会设定在3-9个人之间，为什么呢？因为少于3个人他不算是一个团队。而多于9个人的沟通成本又太高，因此 设定在3-9个人之间。
- 团队成员应该是多面手，经常会扮演多种角色。有时开发的人员也会去做测试，测试的人员来写文档，但是无论那种形式团队都需要相互协作，为了产品发布而共同努力。
Team: The Team is made up of developers, testers, and others who help with development
- Usually, the number of team members is set at 3-9. Why? He's not a team with less than three people. The cost of communicating with more than 9 people is too high, so it is set at 3-9 people.
- Team members should be versatile and often take on multiple roles. Sometimes the developers do the testing, and sometimes the testers write the documentation, but in either case the team needs to collaborate and work together to get the product out.
产品条目
Product Backlog
Product Backlog: 产品负责人先从众多的User Story中,筛选出优先级较高的，并把它们放到Product Backlog列表中。这个列表会随着每次Sprint的执行情况和用户的Feedback进行更新，Product Backlog中出现的条目是User Story,它是表述产品特性的一种方式，典型的条目格式是:作为一个用户角色，我想要什么功能，以便获得什么价值。PO通过User Story来了解需求的细节，从而为Scrum团队合理的排列Story的优先级，优先级高的Story将进入到下一个短冲 Sprint Backlog，即迭代待办列表。
Product Backlog: The Product owner first selects the highest priority User stories from the numerous User stories and puts them in the Product Backlog. The list is updated with each Sprint and the User's Feedback. The entry in the Product Backlog is the User Story, which is a way of expressing the Product's features. The typical entry format is: as a User role, what functionality do I want in order to get value. The PO uses User Story to understand the details of the requirements to prioritize the stories for the Scrum team. The stories with the highest priority will be placed on the next Sprint Backlog, the iteration Backlog.
短冲条目
Sprint Backlog
Sprint Backlog: 是Product Backlog的一个子集。在一个Sprint开始的时候，团队会从Product Backlog中选出优先级高的User Story，生成新的Sprint Backlog，在这个Sprint过程中使用。
Sprint Backlog: A subset of the Product Backlog. At the beginning of a Sprint, the team selects the User Story with the highest priority from the Product Backlog and generates a new Sprint Backlog to be used during the Sprint.
产品增量
Product Increment
Product Increment:他是一个Sprint 完成的 潜在的 可发布的产品的组成部分。在Sprint最后，新的增量必须是完成的，这意味着它必须能用，而且达到了Scrum团队定义的完成标准。无论PO是否决定对当前的Increment进行发布，这个Increment必须达到可发布的状态。
Product Increment: This is a component of a potential releacable Product completed by a Sprint. At the end of the Sprint, the new increment must be completed, which means it must be usable and meet the completion criteria defined by the Scrum team. Whether or not the PO decides to publish the current Increment, this Increment must be in a publishable state.
仪式感
Sense of ceremony
<<小王子>>中说仪式感就是 使某一天与其他日子不同，使某一时刻与其他时刻不同，敏捷开发中也存在这种仪式
感。 敏捷借鉴精益的可视化管理理念，形成了具有自己独特风格的可视化工具-看板。看板是敏捷开发中保证软
件持续集成，并不让开发团队超负荷的可视化工具。在敏捷项目中团队成员通过移动卡片来表示任务的状态和进
展，强化任务开始和结束的仪式感。在迭代开始前会对迭代中的任务进行估算，确保计划中的工作量相对合理，为
增强仪式感敏捷团队常借助敏捷估算扑克牌来进行工时估算。这些会议应在固定时间、地点进行以保证成员对会议
心情的准备与期待。敏捷会议中团队成员逐个发言，只有真正参与项目的人才有发言权。
The sense of ritual is what makes one day different from other days, one moment different from other moments, and there are rituals in agile development as well
Feeling. Agile draws lessons from the concept of lean visual management and forms a visual tool with its own unique style - Kanban. Kanban is the guarantee of soft in agile development
Continuous integration, visual tools that don't overload development teams. In agile projects, team members move cards to indicate the status and progress of tasks
To strengthen the sense of ritual at the beginning and end of tasks. Before the start of the iteration, the tasks in the iteration will be estimated to ensure that the planned workload is relatively reasonable
Enhance a sense of ritual Agile teams often use Agile Estimate playing cards to make time estimates. These meetings shall be held at fixed times and places to ensure that members attend the meetings
Mood preparation and expectation. In Agile meetings, team members speak one by one, and only those who are actually involved in the project have a voice.
产品待办清单精炼会
Product to do list refining meeting
产品待办清单精炼会议:会在一个sprint之中找出一个时间，跳脱开发者的角度，以使用者的角度再去精炼产品的功能需求是什么。
Product Backlist Refining Sessions: Find a time during a Sprint to refine the product's functional requirements from a user's perspective, away from the developer's point of view.
Sprint 计划会
The Sprint plan will
短冲规划会议分为两个阶段:
第一个阶段是由Product Owner去告知团队，这次的短冲要完成什么样的功能，怎么样才是完成这次短冲。
第二个阶段则是将这个短冲做一个工作的拆项，由团队去决定他们要怎么进行分工。 通常PO不一定会参加这 个会议。
计划会议的意义是让团队共同确认和理解本次sprint要成的工作，参与本次sprint的所有人都要参加，计划会议第一步是产品负责人向团队成员详细讲解每一个user story，与会人员应认真听产品负责人的讲解，以确保自己对每一个story的理解都是正确的。讲解后并对userstory 进行排序估算。团队集体参与。最终制定出这一期要完成的story 列表，即sprint backlog。我们在分析用户故事时要清楚用户的根本需求，从而制定最佳解决方案，问题的最优解往往要考虑投入产出比。sprint backlog的制定是整个scrum团队基于自身情况，共同商讨的结果。而不是产品负责人自己独裁决定的。sprint backlog制定出来后，下一步就是要对story进行任务分解和领取。
在确认了sprint backlog之后，计划会议的第二部分是团队对每一个story进行任务分解并自由领取。分解的标准是对该story所有做的任务进行分解，包括开发和非开发任务。分解任务后大家资源领取自己喜欢的任务，并完成工时预估，最终每个任务都有明确的负责人。要注意任务的领取要遵循自由自愿的原则。而不是由项目经理硬性指派指定工时。为什么要自由领取，并且不怕团队成员多估工时呢。
1.开发人员自由领取，并估算，是对团队的一种承诺。
2.任务的规模大家有共识，加上良性竞争，所以不怕故意高估工时。
3.每天召开站会也会及时同步信息，保证信息公开透明。
4.借助jira软件，动态燃尽图等功能及时了解大家工作情况。
The short punch planning meeting was divided into two stages:
In the first stage, the Product Owner should inform the team what functions should be completed in the short burst and how to complete the short burst.
The second stage is to turn the project into a work item, and let the team decide how they want to divide the work. Usually the PO will not necessarily attend this meeting.
The meaning of the planning meeting is to let the team jointly confirm and understand the work to be accomplished in this sprint, and all the participants of this sprint should attend. The first step of the planning meeting is that the product owner explains each user story to the team members in detail, and the participants should listen carefully to the explanation of the product owner. To make sure you understand each story correctly. After the explanation, sort the UserStory and estimate it. Team participation. The result is a list of stories to be completed for this period, known as the Sprint Backlog. When we analyze user stories, we need to understand the fundamental needs of users, so as to develop the best solution. The optimal solution to a problem often takes into account the input-output ratio. The development of the Sprint Backlog was a collaborative effort by the entire Scrum team. Not the product owner's own dictatorial decision. With the Sprint Backlog in place, the next step is to break down and claim the Story.
After confirming the Sprint Backlog, the second part of the planning meeting is for the team to break down and claim tasks for each story. The criteria for decomposition is to break down all the tasks that the Story does, including development and non-development tasks. After the task decomposition, people get their favorite tasks from resources and complete the time estimation. Finally, there is a clear person in charge for each task. Attention should be paid to the principle of free and voluntary acceptance of tasks. Instead of being assigned by the project manager. Why take it freely and not be afraid of overestimation by team members?
- Developers are free to receive and estimate, which is a commitment to the team.
- There is a consensus on the size of the task, plus healthy competition, so you are not afraid to deliberately overestimate the hours.
- Timely synchronize the information to ensure the openness and transparency of the information.
- With the help of JIRA software, dynamic burn down chart and other functions, timely understand everyone's work situation.
站会
Stand Meeting
站立会议:
每天定一个时间举行，告诉团队昨天完成了什么？今天你要完成什么事情，遇到什么困难，需要别人怎样协助，通常因为不希望举行太久，
所以才会采取站立的方式，避免大家坐太久，太舒服，讨论太久。
Standing up:
Set a time for each day and tell the team what they accomplished yesterday. What you need to accomplish today, what difficulties you encounter, how do you need help from others, usually because you don't want to last too long,
That's why standing is used to avoid people sitting too long, too comfortable, too long discussion.
Sprint评审会
The Sprint review
Sprint评审会议:
一个短冲结束了有了功能产出，所以邀请了所有利害关系者包括客户、老板、终端使用者一起来检视功能的结果，如果这个功能不是客户想要的，损失的只是1-2个礼拜。而不是好几个月的努力成果。
Sprint Review Meeting:
A rush ends with a feature output, so all stakeholders including the customer, the boss, and the end user are invited to review the result of the feature. If the feature is not what the customer wanted, the loss is only 1-2 weeks. Rather than months of hard work.
Sprint 回顾会
Sprint retro meeting
Sprint 回顾会:
通常这个会议只有Team和SM参加，主管是不允许参加的。避免主管去干涉影响团队的自主性讨论。
让团队自己检视这次的短冲，哪里做的不好，哪里需要加强，下次如何改善，把行动的措施记录下来，持续改善
Sprint Review:
Usually, only Team and SM participate in this meeting, and the supervisor is not allowed to attend. Avoid supervisor interference in discussions that affect the team's autonomy.
Let the team review this short rush, where did not do well, where need to strengthen, how to improve next time, the action measures to record, continuous improvement
Scrum 五个价值观
The five values of Scrum
Scrum 有5大价值观理念
团队成员 承诺实现团队的目标
有勇气坚持做正确的事情，并且处理棘手的问题
每个人专注于工作和团队目标
大家将所有的工作内容和挑战进行公开
团队成员具备相应能力，互相尊重。
Scrum has five values and concepts
Team members commit to achieving the team's goals
Have the courage to stand up for what is right and deal with tough problems
Everyone is focused on work and team goals
All the work and challenges are made public
Team members are competent and respect each other.
