scrum 计划会_您的Scrum站立会让您失望吗？

scrum 计划会

Agile management has become increasingly popular in the tech world, in part because it addresses some of the special challenges associated with software development, such as rapid release cycles and clear open discussion of complex topics with steep learning curves. Among the most popular agile approaches is a technique called Scrum, which outlines a set of rituals, roles, and artefacts to help a team adopt an agile approach, and track its effectiveness.

敏捷管理已在技术领域变得越来越流行，部分原因是它解决了与软件开发相关的一些特殊挑战，例如快速发布周期和清晰学习曲线的复杂主题的清晰公开讨论。 在最流行的敏捷方法中，有一种称为Scrum的技术，该技术概述了一组仪式，角色和人工制品，以帮助团队采用敏捷方法并跟踪其有效性。

One of the rituals that keeps Scrum teams working effectively is the daily standup. A daily standup gives everybody in the team the opportunity to share with the rest of the team, and anyone who cares to listen: what they’ve been working on, what they’re planning to do next, and what ‘blockers’ (or outside obstacles) they may have encountered. Handled consistently, a daily standup doesn’t get in the way of productivity, and increases the transparency of the project, so everybody knows what everybody else is doing.

使Scrum团队有效工作的一种方式就是每日站立。 每天站起来可以使团队中的每个人都有机会与团队中的其他成员以及愿意倾听的人分享：他们一直在做什么，下一步打算做什么以及“阻碍者”(或外部障碍物)。 始终如一地处理，每天的站起来不会影响生产率，并增加了项目的透明度，因此每个人都知道其他人在做什么。

But it’s possible for the daily Scrum standup to become a problem. Often it can be because the team decides to break or bend some of the rules of Scrum, but just as often it can be because the team is adhering to strict practices when it comes to Scrum, but not respecting the principles behind Scrum.

但是，日常的Scrum站立可能会成为问题。 通常可能是因为团队决定打破或改变Scrum的某些规则，但经常是因为团队在遵守Scrum时坚持严格的实践，却没有遵守Scrum背后的原则。

A good Scrum Master should be able to pay attention to the way the team is responding to the daily standup, and watch for signals that it may be getting in the way of productivity.

优秀的Scrum Master应该能够关注团队对日常站立的响应方式，并注意可能会阻碍生产力的信号。

每日站立如何工作 (How Daily Standups Work)

By its nature, Scrum tries to be flexible, and not to dictate how any particular team implements the techniques. The point of the daily standup is to give everybody on the team the opportunity to share any information the rest of the team will need to know in order to do their work that day. A daily standup is open to anybody who cares to be present, but the target audience is the team itself. The daily standup is not “just another meeting” to be hijacked by ordinary business needs, and its primary purpose should not be to provide status reports for people outside the team.

本质上，Scrum试图保持灵活性，而不是指示任何特定团队如何实施这些技术。 日常站立的目的是使团队中的每个人都有机会共享团队其他成员需要知道的任何信息，以便他们当天完成工作。 任何愿意出席的人都可以每日站立，但目标受众是团队本身。 日常的站起来不是普通商务需要劫持的“另一次会议”，其主要目的不应是为团队以外的人员提供状态报告。

To keep the daily standup focused and effective, there’s a set of common practices that have become standard. It’s up to the Scrum Master to make sure that all of these practices are followed properly, and that everybody on the team gets the respect and attention they deserve while they are speaking.

为了使日常站立的注意力集中和有效，有一些通用的做法已成为标准。 Scrum负责人必须确保正确遵循所有这些做法，并确保团队中的每个人都在讲话时得到应有的尊重和关注。

At minimum, a daily standup adheres to these practices:

至少每天站立都遵循以下做法：

• Time-boxed to 15 minutes
  限时15分钟
• Everyone stands
  大家站着
• Anyone can attend
  任何人都可以参加
• Only team members speak
  只有团队成员发言
• Everyone answers three basic questions
  每个人都回答三个基本问题
• Deeper discussions are deferred
  推迟进行更深入的讨论

Most teams understand this list after just a couple of standups, and can follow the practice easily with a little guidance from an attentive Scrum Master. But after a while, even the most diligent team may find itself tempted to bend a few of the rules. And even on teams that follow all of the rules, sometimes there are behaviors that can violate the principles of agile practice while still adhering to the letter of the law according to the definition of Scrum.

大多数团队仅经过几次站立就可以理解此列表，并且在细心的Scrum管理员的指导下可以轻松地遵循该练习。 但是过了一会儿，即使是最勤奋的团队也可能会发现自己倾向于改变一些规则。 甚至在遵循所有规则的团队中，有时有些行为也会违反敏捷实践的原则，同时仍然按照Scrum的定义遵守法律。

延长时间限制 (Extending Time Limits)

One of the easiest rules to break is the 15-minute time limit. Engineers may find themselves tempted to discuss solutions to problems their coworkers raise, and the instinct to blurt out a suggestion can easily lead to a back-and-forth discussion that raises other issues and extends the time. The standup may also become an opportunity for managers or external parties to make broader organizational announcements beyond what is relevant for the day’s work. These often require further discussion.

最容易打破的规则之一是15分钟的时间限制。 工程师可能会发现自己很想讨论同事提出的问题的解决方案，而冒充建议的直觉很容易导致来回讨论，从而引发了其他问题并延长了时间。 站立会议还可能成为经理或外部方进行与当天工作无关的更广泛的组织公告的机会。 这些通常需要进一步讨论。

While it’s fair to raise issues that relate to the daily work at a Scrum standup, the limited time set aside for this practical ritual is intentional. The daily standup shouldn’t be used to replace regular communications channels in a company. Ideally, an alert Scrum Master will be paying attention to the clock and making sure everyone is aware of the time limit as it approaches.

尽管在Scrum站上提出与日常工作有关的问题是很公平的，但为此实践仪式留出有限的时间是有意的。 日常站立不应该用来代替公司中的常规沟通渠道。 理想情况下，机敏的Scrum Master将关注时钟并确保每个人都知道接近时间的限制。

One recommended practice is to ask everyone to agree to extend the meeting when the time runs out, but the discussion is still happening. The Scrum Master needs to make sure that everyone remembers and respects the 15 minute time limit, and encourage anyone present to defer unrelated announcements and discussions. If the daily standups consistently run too long, they’ll inevitably begin interfering with the rhythm of the day, and the confidence of the team in their Scrum process.

一种建议的做法是，要求每个人都同意在时间用完时延长会议时间，但是讨论仍在进行中。 Scrum Master需要确保每个人都记住并遵守15分钟的时间限制，并鼓励在场的任何人推迟无关的公告和讨论。 如果日常的站立训练持续时间过长，那么他们将不可避免地开始干扰当天的节奏以及团队对Scrum流程的信心。

外部输入过多 (Too Much Input From Outside)

It’s important that the daily standup be open for anybody in the company to attend and observe. Part of the value of Scrum is the transparency that it offers. Everything the team is working on should be posted up on the Scrum board for anybody to see, and anyone who is interested should be able to listen in at the daily standup and find out how things are going. But it’s easy to forget that colleagues, coworkers, and friends who are listening to the team updates shouldn’t interfere with the Scrum process. This is especially true when the people observing the standup are in authority positions, or come from organizations that don’t recognize and observe Scrum practices.

对公司中的任何人开放并参加日常观察非常重要。 Scrum的部分价值在于它提供的透明度。 团队正在做的所有事情都应该张贴在Scrum板上，以供任何人查看，并且任何有兴趣的人都应该能够在日常站立会议上倾听并了解进展情况。 但是很容易忘记，正在听团队更新的同事，同事和朋友不应干扰Scrum流程。 当观察站的人处于权威位置，或来自不认可和遵守Scrum惯例的组织时，尤其如此。

Getting acceptance for Scrum across the entire organization means making sure that people outside of the team understand the value that the practices have for the Engineering group. That can require external evangelizing and education. A Scrum Master alone cannot be expected to communicate the value of proper Scrum to everyone outside the team who may be interested. It’s the responsibility of management to step in and remind people who aren’t in the engineering department that they need to respect the practices without interfering. A Scrum Master can make this point during the meeting, and try to keep things focused, but often that needs to be backed up by further internal communications from more senior people after the standup.

在整个组织中获得Scrum的认可意味着确保团队之外的人了解实践对于工程团队的价值。 这可能需要外部传福音和教育。 不能指望只有Scrum Master可以将适当的Scrum的价值传达给团队之外的每个有兴趣的人。 管理层有责任介入并提醒那些不在工程部门的人，他们需要尊重实践，而不会干涉。 Scrum Master可以在会议期间提出这一点，并尝试使事情集中注意力，但是通常需要在站立后由更多高级人员进行进一步的内部交流来支持。

The team can easily bounce back if this kind of interference happens only once or twice, but if it starts becoming a regular practice, the team may begin to lose faith in the company’s respect for the process.

如果这种干扰只发生一次或两次，团队就可以轻松反弹，但是如果这种干扰开始成为常规做法，则团队可能会开始对公司对流程的尊重失去信心。

口语水平宽松 (Loose Speaking Standards)

Every day, everybody on the team needs to answer three questions: what did I do yesterday, what am I doing today, and is anything blocking me. The formula is very simple, but it’s actually incredibly easy for an engineer to lose track of those three questions while thinking about the actual work he’s been deeply involved in. People may get caught up in talking about what they plan to do today, and ignore what they did yesterday, or they may focus on the blockers they have. It’s also easy for the team members to assume that other team members already know what they’re working on because they’ve been discussing it during the day, and that can lead to loose adherence to the actual questions.

每天，团队中的每个人都需要回答三个问题：昨天我做了什么，今天我做了什么，以及阻碍我的事情。 公式很简单，但是对于工程师来说，在思考他所深深地参与的实际工作时，实际上很容易迷失了这三个问题。人们可能会陷入谈论他们今天计划做的事情而忽略了他们昨天做了什么，或者他们可能专注于他们拥有的障碍物。 对于团队成员来说，很容易假设其他团队成员已经知道他们在做什么，因为他们白天一直在讨论它，这可能导致对实际问题的松散遵循。

The diligence of the Scrum Master often comes down to repeating those three simple questions at the beginning of every daily standup. Sometimes it’s even necessary to repeat them before each person gives an update, just to remind everybody that there is a pattern that they need to follow. It can sound pedantic, especially with a mature team that’s been following Scrum for a while, but the value to the team of adhering to a fixed script helps make sure that each daily standup takes only as long as it needs to, and that all the critical information is communicated.

Scrum Master的勤奋通常归结为在每天站起来时重复这三个简单的问题。 有时甚至有必要在每个人都进行更新之前重复它们，只是提醒每个人都有他们需要遵循的模式。 听起来有些古怪，特别是对于已经跟随Scrum一段时间的成熟团队而言，但是坚持使用固定脚本对团队的价值有助于确保每个日常站立只需要它所需的时间，并且所有传达关键信息。

选择不好的站立时间 (Choosing a Bad Standup Time)

Finding the right time of the day for a daily Scrum standup can be a tricky thing for some teams. Management may be keen to start the Scrum early in the morning to encourage everybody to get to the office on time, or late in the day to prevent people from leaving early. But if management is more concerned about people in their seats than about productivity on the scrum board, that may reflect a deeper issue that needs to be addressed separately.

对于某些团队来说，找到一天中合适的时间进行Scrum每日站立可能是一件棘手的事情。 管理层可能希望在清晨启动Scrum，以鼓励大家准时到达办公室，或者在一天中的晚些时候，以防止人们提前离开。 但是，如果管理层更加关注席位上的人员而不是混乱板上的生产力，那么这可能反映出一个更深层次的问题，需要单独解决。

Treating the daily standup as a way to enforce office policies can lead to poor standup attendance, and even generate resentment of the Scrum process. Setting the standup too early or too late also may prevent people from other departments from attending the standup, reducing transparency.

将日常站起来当作执行办公室政策的一种方式，可能导致站起来出席率低，甚至引起对Scrum流程的不满。 太早或太晚设置站立式会议也可能会阻止其他部门的人员参加站立式会议，从而降低透明度。

On the other hand, scheduling daily standups in the middle of the morning or the afternoon just because everyone is present can break otherwise uninterrupted stretches of time when real work can take place. Engineering performs best when people can count on working without distractions for solid chunks of time. Switching context for the sake of a 15-minute standup can break momentum and reduce the efficiency of the team.

另一方面，将每天的站立时间安排在早晨或下午，仅是因为每个人都在场，否则就可以中断进行真实工作的时间。 当人们可以依靠工作而不需要大量时间来分散精力时，工程技术的表现最佳。 为了保持15分钟的站立状态而切换上下文可能会破坏动力并降低团队效率。

One of the best suggestions I’ve heard is to have the Scrum standup 15 minutes before lunch time. Get the team to agree to a time when everybody wants to break for lunch, and plan the standup to start 15 minutes before that time. Lunch typically happens in the middle of the work day, so everybody will be present, but because lunch is already an interruption to the workflow, scheduling a meeting right before that time won’t introduce a new distraction that can break people’s concentration. Also, when lunch follows the daily standup, there’s less of a tendency to let it run long.

我听到的最好的建议之一是在午餐时间前15分钟让Scrum站起来。 让团队同意每个人都想休息吃午餐的时间，并计划起立准备在该时间之前的15分钟开始。 午餐通常在工作日的中间进行，因此每个人都会在场，但是由于午餐已经对工作流程造成干扰，因此在此之前安排会议不会带来新的分散注意力的注意力，这会分散人们的注意力。 另外，当午餐遵循每日站立法时，很少有使其长时间运转的趋势。

切断有用的沟通 (Cutting Off Useful Communication)

One of the principles of agile methodologies is to favor communication over documentation. Sometimes, that means that the daily standup can be used to share more information than suggested by the three basic questions everybody must answer. When the team needs to be able to discuss time-critical issues that affect the whole team, the structure of the daily standup can sometimes provide the only opportunity in a busy workplace for people to come together. While it’s necessary to observe the time-boxing to respect everybody’s participation, it’s just as important to pay attention to the dynamics of the team, and allow necessary communication to flow freely.

敏捷方法论的原则之一是优先于文档交流。 有时，这意味着每天站立起来可以用来分享比每个人必须回答的三个基本问题所建议的更多的信息。 当团队需要能够讨论影响整个团队的时间紧迫的问题时，每日站立的结构有时可以为忙碌的工作场所中的人们提供唯一的聚会机会。 尽管有必要遵守时间表以尊重每个人的参与，但同样重要的是要注意团队的动力，并允许必要的交流自由进行。

Since there will be times when the daily Scrum standup needs to extend beyond 15 minutes, a good Scrum Master should have a process to handle that, and pay attention to how often it happens. Be ready to recommend meetings outside of the daily standup if the standups seem to frequently run long. Allowing brief spontaneous discussions to take place, and making sure that everybody is in agreement with extending the standup when necessary, can actually help improve the dynamics of the group, and maintain a sense of community.

由于有时Scrum的每日站立时间需要超过15分钟，因此优秀的Scrum Master应该有一个过程来处理该问题，并注意它的发生频率。 如果站立时间通常很长，建议在每日站立时间之外推荐会议。 允许进行简短的自发讨论，并确保每个人都同意在必要时扩大站立时间，这实际上可以帮助改善小组的动力并保持社区意识。

结论 (Conclusion)

Finding the proper balance for daily Scrum practices requires adhering to the same agile approach that underlies everything else in Scrum. It’s always a matter of trying things, paying attention to the results, and then adjusting.

要在日常的Scrum实践中找到适当的平衡，就必须遵循与Scrum其他所有内容相同的敏捷方法。 总是要尝试一些事情，注意结果，然后进行调整。

翻译自: https://www.sitepoint.com/scrum-standup-slowing-down/

scrum 计划会