scrum团队
The following is a short extract from our recent book, Scrum: Novice to Ninja, available for free to SitePoint Premium members. Print copies are sold in stores worldwide, or you can order them here. We hope you enjoy this extract and find it useful.
以下是我们最近出版的《 Scrum：Ninja的新手》的简短摘录， SitePoint Premium会员可以免费获得。 印刷版在世界各地的商店都有出售，您也可以在此处订购 。 我们希望您喜欢此摘录并觉得有用。
什么是Scrum？ (What Is Scrum?)
If you picked up this book to learn about applying scrum to your web or mobile development team, you may already be familiar with the terms scrum and agile. Perhaps you received this book from your company, or maybe you’ve been tasked with implementing an agile process in your own organization. Whatever the reason, it’s always useful to start with a clear, shared definition of the relevant terms.
如果您读了这本书以了解有关将Scrum应用于Web或移动开发团队的信息，则您可能已经熟悉术语Scrum和Agile。 也许您是从公司那里收到这本书的，或者您的任务是在自己的组织中实施敏捷过程。 无论出于何种原因，从清晰，共享的相关术语定义开始总是很有用的。
Scrum is one of several techniques for managing product development organizations, lumped under the broad category of agile software development. Agile approaches are designed to support iterative, flexible, and sustainable methods for running a product engineering organization.
Scrum是管理产品开发组织的几种技术之一，属于敏捷软件开发的大类。 敏捷方法旨在支持运行产品工程组织的迭代，灵活和可持续的方法。
Among the various agile techniques, scrum is particularly well suited to the types of organizations that develop products such as websites and mobile software. The focus on developing cohesive, modular, measurable features that can be estimated relatively, tracked easily, and that may need to adapt quickly to changing market conditions makes scrum particularly appropriate for these types of projects.
在各种敏捷技术中，scrum特别适合开发网站和移动软件等产品的组织类型。 专注于开发具有凝聚力，模块化，可测量的功能，这些功能可以相对估计，轻松跟踪，并且可能需要快速适应不断变化的市场状况，这使得Scrum特别适合这些类型的项目。
Scrum encourages teams to work in a focused way for a limited period of time on a clearly defined set of features, understanding that the next set of features they may be asked to work on could be unpredictable because of changes in the marketplace, feedback from customers, or any number of factors. Scrum allows teams to develop an improved ability to estimate how much effort it will take to produce a new feature in a relative way, based on the work involved in features they’ve developed before. And scrum creates the opportunity for a team to reflect on the process and improve it regularly, bringing everybody’s feedback into play.
Scrum鼓励团队在有限的时间内集中精力使用一组明确定义的功能，并了解由于市场的变化，客户的反馈，可能要求他们使用下一组功能的原因是不可预测的，或许多因素。 Scrum允许团队开发一种改进的功能，以基于他们以前开发的功能所涉及的工作来估算以相对方式生成新功能将花费的精力。 Scrum为团队创造了机会来反思和定期改进流程，使每个人的反馈都可以发挥作用。
警告：不要混淆仅应用Scrum术语与实际使用Scrum (Warning: Don’t Confuse Merely Applying Scrum Terms with Actually Using Scrum)
A familiar anti-pattern in non-agile organizations looking to mask their process problems is using the terminology of scrum as a labeling system on top of their waterfall techniques and tools. That can create confusion, and even negative associations among people who have seen these terms used incorrectly, and who mistakenly believe they’ve seen scrum in action.
希望掩盖其过程问题的非敏捷组织中一种熟悉的反模式是将scrum术语用作其瀑布技术和工具之上的标记系统。 这可能会造成混淆，甚至会在看到这些术语使用不当，错误地认为自己看到了行动混乱的人们之间产生消极的联想。
As we go through this book, you’re going to find out more about how scrum functions. You’re going to be introduced to all of the aspects of scrum, including its rituals, its artifacts, and the roles that it creates for the people in an organization. We’re going to introduce you to a team of people working in a scrum environment, and show you how they adopted scrum in the first place, and how they adapted to it.
在阅读本书时，您将发现更多有关Scrum功能的信息。 您将被介绍到Scrum的所有方面，包括它的仪式，工件以及它为组织中的人员创建的角色。 我们将向您介绍一个在Scrum环境中工作的团队，并向您展示他们如何首先采用Scrum以及他们如何适应Scrum。
Before we get there, it’s worthwhile taking a moment to position scrum in its historical context. After all, scrum isn’t the only way to organize product development. Scrum came into existence right around the time that web development emerged on the engineering landscape, and it flourished as mobile technology became part of our daily lives. If you consider how scrum works, where it came from, and how we apply it, I think you’ll see that there might be a reason for that.
在到达那里之前，值得花点时间将Scrum定位于其历史背景中。 毕竟，scrum并不是组织产品开发的唯一方法。 当Web开发出现在工程领域时，Scrum就诞生了，随着移动技术成为我们日常生活的一部分，Scrum蓬勃发展。 如果您考虑Scrum的工作原理，来源以及我们如何应用它，我想您会发现这可能是有原因的。
注意：Scrum的奇数词汇 (Note: Scrum’s Odd Vocabulary)
The vocabulary of scrum is distinctive, and may sound odd. That’s intentional. Scrum uses terms such as ritual, artifact, and story to make it clear that these concepts are different from related ideas that may be encountered in other project management approaches.
Scrum的词汇很独特，听起来可能很奇怪。 那是故意的。 Scrum使用仪式，人工制品和故事等术语来明确说明这些概念与其他项目管理方法中可能遇到的相关概念不同。
Scrum简史 (A Brief History of Scrum)
The original concept for scrum came out of Japan, introduced in 1986 as part of The New Product Development Game by Hirotaka Takeuchi and Ikujiro Nonaka. They applied the concept of a scrum, taken from the team game rugby, to describe cross-functional team organization based around moving forward in a layered approach.
Scrum的原始概念来自日本，于1986年在竹内弘隆和野中郁次郎的“新产品开发游戏”中引入。 他们应用了从团队游戏橄榄球中获得的Scrum概念，来描述跨职能的团队组织，该组织围绕着以分层的方式前进。
Their concepts were codified as the Scrum Methodology at a joint presentation in 1995 by Ken Schwaber and Jeff Sutherland, based on their personal experiences applying the concepts in their own organizations. This work inspired the 2001 book, Agile Software Development with Scrum, written by Schwaber and Mike Beedle.
他们在1995年由Ken Schwaber和Jeff Sutherland联合发表的演讲中将他们的概念编为Scrum方法论，这是基于他们在自己的组织中应用概念的个人经验。 这项工作启发了Schwaber和Mike Beedle在2001年出版的《 用Scrum进行敏捷软件开发》一书。
At the time, the most prevalent approach for software development was called the waterfall model. Under the waterfall model, product development happens in stages, leading sequentially from requirements through design, implementation, and release. Until the 1990s, most software development was targeted at packaged software delivery for desktop computers. Such products had long development and release cycles. While waterfall is well-suited to products that have a long development trajectory, it doesn’t adapt well to situations where the product needs to change constantly in response to changing conditions.
当时，最流行的软件开发方法称为瀑布模型 。 在瀑布模型下，产品开发是分阶段进行的，从需求到设计，实施和发布依次进行。 直到1990年代，大多数软件开发都针对台式计算机的打包软件交付。 这样的产品具有较长的开发和发布周期。 虽然Waterfall非常适合具有长发展轨迹的产品，但它不能很好地适应产品因应不断变化的条件而需要不断变化的情况。
In the mid-to-late 1990s, new publishing models emerged involving electronic media and the Internet. To support these, software development organizations had to incorporate more flexibility to adapt to changing browsers, tight media deadlines, and a variety of platforms with different requirements. Soon after that, the development of large monolithic software applications that lived on desktop computers gave way to smaller, more nimble apps that were delivered through mobile devices. A different approach was needed for developing these.
在1990年代中后期，出现了涉及电子媒体和互联网的新出版模式。 为了支持这些，软件开发组织必须具有更大的灵活性，以适应不断变化的浏览器，紧迫的媒体截止日期以及具有不同要求的各种平台。 此后不久，生活在台式计算机上的大型整体软件应用程序的开发就让位给了通过移动设备交付的更小，更灵活的应用程序。 开发这些需要不同的方法。
It isn’t a coincidence that agile approaches became codified, and quickly became popular, just as the marketplace was shifting from desktop software to web and mobile software.
敏捷方法变得规范化并Swift流行起来，这并不是一个巧合，就像市场正在从台式机软件转向Web和移动软件一样。
比较Scrum和Waterfall (Comparing Scrum and Waterfall)
The slow cycle of waterfall development may still be appropriate in a world of hardware development, or even in gaming. These industries rely on long, stable markets, where many of the decisions are either repetitive, constrained by external resources, or need to be made far in advance because of the massive scale and expense of development.
瀑布式开发的缓慢周期可能仍然适用于硬件开发甚至游戏领域。 这些行业依赖长期稳定的市场，在这些市场中，许多决定都是重复性的，受到外部资源的约束，或者由于规模庞大且开发成本高昂而需要提前做出决定。
Web and mobile technology moves too fast for a waterfall approach. By the time you’re done developing a solution to one problem and gathering feedback from users, the technology has already moved on, and you may have a very small window of opportunity to capitalize on your solution.
对于瀑布式方法，Web和移动技术发展太快。 当您完成针对一个问题的解决方案并收集用户反馈时，该技术已经开始发展，您可能只有很小的机会可以利用您的解决方案。
In a waterfall approach, the ideas for what needs to be developed may come from customers, from the executives, from market research, or from the imagination of people making the decisions and setting the budgets. Those ideas are passed on to product managers, who create a long product roadmap. They establish and collect requirements, write out classic product requirement documents, and then pass those requirements on to designers to create prototypes as wireframes and mockups. Those prototypes are passed on to an engineering team that implements those ideas, and produces a product that can finally be released to the marketplace. Until that product is released and put in the hands of customers, no feedback into the process is generated.
在瀑布式方法中，关于需要开发什么的想法可能来自客户，高管，市场研究或做出决策并制定预算的人们的想象力。 这些想法会传递给产品经理，后者会制定长期的产品路线图。 他们建立并收集需求，写出经典的产品需求文档，然后将这些需求传递给设计师，以创建线框和模型的原型。 这些原型被传递给实施这些构想的工程团队，并生产出最终可以投放市场的产品。 在该产品发布并交付客户之前，不会对流程产生任何反馈。
In an agile organization, guiding objectives and key performance indicators guide the process, but the team manages itself to meet those objectives. A product owner maintains the overall vision, and works with the scrum master to make sure that everyone on the team is clear about the objectives and how they’ll be measured. The input of the designers and the engineers is included at every stage in this process. Features are conceived and formulated into stories when the team is ready to work on them. No idea gets locked into a static product timeline.
在敏捷组织中，指导目标和关键绩效指标指导流程，但是团队要自我管理以实现这些目标。 产品负责人维护了总体愿景，并与Scrum主管合作，以确保团队中的每个人都清楚目标以及如何衡量目标。 在此过程的每个阶段都包含了设计师和工程师的意见。 当团队准备进行工作时，就将功能构思并编入故事中。 没有任何想法被锁定在静态的产品时间表中。
The value to a company of hiring its own team of designers and engineers is that these people can bring their design thinking and their current technical knowledge to the table for the benefit of the organization’s own objectives. Designers should be evaluating the user experience and figuring out the best solutions to real customers’ problems, not decorating bad ideas to make them functional.
对于一家公司而言，雇用自己的设计师和工程师团队的价值在于，这些人可以将他们的设计思想和当前的技术知识带到餐桌上，以实现组织自身的目标。 设计师应该评估用户体验，并为实际客户的问题找出最佳解决方案，而不是修饰坏主意以使其发挥作用。
Getting engineers involved in ideation allows them to pull in the latest technology as early as possible, since they’re in the best position to know what’s technically feasible. The sooner the designers and engineers are brought into the planning process, the more agile development will be.
让工程师参与构想可以使他们尽早采用最新技术，因为他们最有资格知道什么在技术上可行。 设计师和工程师越早进入规划过程，开发就越敏捷。
Scrum allows the full resources of the team to be applied when and where they can do the most good, and to work together in a sustainable and productive way. Instead of waiting until the entire cycle has completed before any data can be fed back into the system, ideas are generated at every stage, and encouraged to bubble to the surface at the end of each sprint. Total participation of the team in every stage of the process allows these ideas to feed into the objectives, and support the vision of the organization.
Scrum允许团队的全部资源被应用在他们能够最大程度地发挥作用的时间和地点，并以可持续和高效的方式进行合作。 可以在每个阶段生成想法，并鼓励他们在每个sprint结束时冒出气泡，而不是等到整个周期完成之后再将任何数据反馈到系统中。 团队在流程的每个阶段的全面参与使这些想法能够融入目标并支持组织的愿景。
警告：将Scrum与瀑布混合 (Warning: Mixing Scrum With Waterfall)
While some organizations may claim to follow scrum, many of them actually follow a modified waterfall approach, using scrum techniques only for development. The rest of the organization structures itself around long-lived product timelines with static objectives. While that may be an improvement over pure waterfall, in that it allows the engineers to iterate and improve their process, it doesn’t take full advantage of the potential of scrum. Isolating scrum inside the development loop without inviting the learnings of the team into the planning and market testing process is a waste of resources, and a wasted opportunity.
尽管某些组织可能声称遵循Scrum，但许多组织实际上遵循修改后的瀑布方法，仅将Scrum技术用于开发。 该组织的其余部分根据具有固定目标的长期产品时间表来构造自己。 尽管这可能是对纯瀑布的一种改进，但它允许工程师迭代和改进其过程，但并未充分利用scrum的潜力。 在开发循环中孤立混乱，而没有邀请团队的知识参与计划和市场测试过程，这既浪费资源，又浪费了机会。
Mixing a little scrum into an otherwise waterfall organization is usually not a good idea, since it can draw attention to the fundamental conflicts between the different approaches, and foster friction.
将少量Scrum混入原本属于瀑布式组织中通常不是一个好主意，因为它可以引起人们对不同方法之间基本冲突的关注，并加剧摩擦。
为Web和移动选择Scrum的原因 (Reasons to Choose Scrum for Web and Mobile)
We’ve covered how scrum works, and why it’s a productive way to structure web and mobile product development. At this point, it’s worth taking a moment to recap some of the highlights of how scrum applies in particular to web and mobile product development.
我们已经介绍了Scrum的工作原理，以及为什么它是构建Web和移动产品开发的有效方式。 在这一点上，值得花一点时间回顾一下scrum如何特别应用于Web和移动产品开发的一些要点。
Fundamentally, scrum offers a team-based approach to project work that allows a product development process to benefit from iterative self-reflection, helps a team learn how to estimate their own ability to address unfamiliar tasks, exposes metrics about team effectiveness, encourages dialogue about feature implementation instead of static specifications, and supports rapid response to changing market conditions in a sustainable manner.
从根本上讲，Scrum提供了一种基于团队的方法来进行项目工作，使产品开发过程可以从迭代的自我反省中受益，帮助团队学习如何估计自己处理不熟悉任务的能力，公开有关团队有效性的指标，鼓励就以下方面进行对话功能实现而不是静态规范，并以可持续的方式支持对不断变化的市场状况的快速响应。
All of those advantages can make a real difference when doing web and mobile development. Most work in web or mobile development tends to be very time sensitive, and needs to respond quickly to changes in the marketplace. Whether that means new browsers, new technologies, or new messaging that needs to be communicated immediately, web and mobile teams have to be able to respond quickly.
在进行Web和移动开发时，所有这些优势都可以带来真正的改变。 Web或移动开发中的大多数工作往往对时间非常敏感，并且需要对市场的变化做出快速响应。 无论这意味着需要立即传达新的浏览器，新技术还是新消息，Web和移动团队都必须能够快速响应。
Scrum provides a framework that allows developers to work toward a vision, and the opportunity to shift direction as the environment changes without feeling torn away from their focus.
Scrum提供了一个框架，该框架允许开发人员朝着愿景努力，并有机会随着环境的变化而改变方向，而不会感到被他们的焦点所折磨。
When following best development practices, the type of work that’s involved in building and enhancing a web or mobile project tends to break down into discrete pieces that can be worked on independently, with a core of infrastructure stories that support a broad range of independent feature stories. This makes it easier for one part of a web or mobile project to be developed in isolation, and leverage the shared resources of other parts of the same project.
在遵循最佳开发实践时，构建和增强Web或移动项目所涉及的工作类型往往会分解为可独立处理的离散部分，其核心基础架构故事可支持广泛的独立功能故事。 这使得更容易单独开发Web或移动项目的一部分，并利用同一项目其他部分的共享资源。
Scrum encourages teams to spell out the work on a new feature so that it can be developed in parallel, without relying on other undeveloped features. By using stories, and making sure each story is properly formatted and estimated, the team sets itself up for a consistent and productive development experience.
Scrum鼓励团队在新功能上进行说明，以便可以并行开发它，而不必依赖其他未开发的功能。 通过使用故事，并确保每个故事都经过正确格式化和估计，团队可以为自己提供一致，高效的开发经验。
注意：定义了一些Scrum术语 (Note: Some Scrum Terms Defined)
When scrum uses a word, it means just what scrum chooses for it to mean. But unlike Humpty Dumpty in Through the Looking Glass, scrum relies on familiar and easily understood definitions. Learning the language is one of the first steps in acquiring a new skill, and consistent use of language is fundamental to teams trying to work together. The terms below are only some of the ones that will be defined in much more detail later in the book, but a brief glance through these concepts may help as you read on.
当scrum使用一个单词时，它意味着scrum选择要表达的意思。 但是，与《 透过窥镜》中的“矮胖”不同，scrum依赖于熟悉且易于理解的定义。 学习语言是获得新技能的第一步，而一致使用语言对于团队协作至关重要。 下面的术语只是本书稍后将更详细定义的一些术语，但是对这些概念的简要浏览可能对您的阅读有所帮助。
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Agile
敏捷
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a set of software development practices designed to help engineers work together and adapt to changes quickly and easily.
一套旨在帮助工程师一起工作并快速轻松地适应变化的软件开发实践。
Artifact
神器
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a physical or virtual tool used by a scrum team to facilitate the scrum process
Scrum团队用于促进Scrum流程的物理或虚拟工具
Blocker
封锁者
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anything keeping an engineer from moving forward on a task in progress
使工程师无法继续进行正在进行的任务的任何事情
Customer
顾客
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whoever has engaged the team to create a product
与团队合作创建产品的人
Engineer/Developer
工程师/开发人员
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a person responsible for creating and maintaining the technology that goes into a product
负责创建和维护产品技术的人员
Engineering Organization
工程组织
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the part of a company where engineers are employed to create and maintain products
公司中雇用工程师来创建和维护产品的部分
Product
产品
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what the engineering organization is building or maintaining for a customer
工程组织正在为客户建立或维护什么
Product backlog
产品积压
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a constantly evolving list of potential features or changes for a product
不断变化的潜在功能或产品更改列表
Product owner
产品拥有者
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a person who helps define the product for the team, and whose job may be on the line if the customer isn’t satisfied
一个为团队定义产品的人，如果客户不满意，他们的工作可能会在线上
Retrospective
回顾性
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a regular opportunity for the team to reflect on how they are doing, and what they could do better
为团队提供定期反思自己的表现以及他们可以做得更好的机会
Ritual
仪式
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a group of people coming together as part of the scrum process for a fixed time, with a specified agenda, to achieve a clearly defined outcome
一群人在Scrum流程中按固定的时间聚集在一起，并有指定的议程，以实现明确定义的结果
Scrum Master
Scrum大师
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a person responsible for maintaining the artifacts and overseeing the rituals of scrum
负责维护人工制品和监督Scrum仪式的人员
Sprint
短跑
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a fixed number of days during which the team can work together to produce an agreed upon set of changes to the product
团队可以一起工作的固定天数，以对产品进行一组商定的更改
Sprint backlog
冲刺积压
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a finite and well-defined set of stories the team has agreed they can reasonably complete in the current sprint
团队同意可以在当前sprint中合理完成的一组有限且定义明确的故事
Story
故事
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a clear and consistent way of chunking, phrasing, and discussing work the team may need to do on the product
团队可能需要在产品上进行清晰，一致的分块，表述和讨论工作的方式
User
用户
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a person who will be making use of the product
将要使用该产品的人
Scrum is also flexible enough to support working styles for product owners who prefer to break down stories that can be completed in one week, two weeks, three weeks, four weeks or longer. While most web and mobile development teams tend to split the work into one- or two-week segments—known in scrum terminology as sprints—whatever the team agrees on should work. As long as the team is keeping track of how they work together, and they’re given the opportunity to reflect on a regular basis about their schedules, scrum can adapt to work on projects ranging from the simplest to the most complex.
Scrum还足够灵活，可以为希望分解故事的产品所有者提供支持的工作风格，这些故事可以在一周，两周，三周，四周或更长时间内完成。 尽管大多数Web和移动开发团队倾向于将工作分为一到两周的时间段(在Scrum术语中称为sprint)，但无论团队同意如何工作都可以。 只要团队跟踪他们的合作方式，并有机会定期反思他们的时间表，Scrum就可以适应从最简单到最复杂的项目。
时间敏感性 (Time Sensitivity)
Scrum provides opportunities in every sprint to integrate the ideas of designers, engineers, executives, customers, product managers, and customers through real customer data. Because of the cyclical nature of scrum, and the iterative approach that encourages learning as you go, scrum allows mobile and web projects to adapt to changing technologies and changing market expectations quickly.
Scrum在每个Sprint中都提供了机会，可以通过真实的客户数据来整合设计师，工程师，高管，客户，产品经理和客户的想法。 由于scrum的周期性性质以及鼓励随身学习的迭代方法，scrum允许移动和Web项目快速适应不断变化的技术和不断变化的市场期望。
模块化开发 (Modular Development)
Scrum supports the ability to develop a project in modules. Because scrum is based on thinking in terms of slices of functionality, it’s perfectly suited for making independent, interoperable features that can be developed atomically and work together harmoniously.
Scrum支持在模块中开发项目的能力。 因为scrum基于功能切片的思想，所以它非常适合制作独立的，可互操作的功能，这些功能可以原子地开发并且可以和谐地协同工作。
For example, a new section for a website may inherit styling from a shared style guide and CSS structure, and may inherit its functionality from a shared template. The work to build out that section relies on those other components remaining static long enough to complete the work. Scrum provides the stability to support that, without limiting the development of the rest of the site.
例如，网站的新部分可能会从共享的样式指南和CSS结构继承样式，并可能从共享的模板继承其功能。 构建该部分的工作依赖于其他静态组件保持足够长的时间以完成工作。 Scrum提供了稳定的支持，而不会限制网站其余部分的开发。
At the same time, updating the infrastructure of a product to support a new feature may happen at any time in the process, so a team has to consider up front how to make those changes safely, without breaking the work being done on other features.
同时，在此过程中的任何时候都可能会更新产品的基础架构以支持新功能，因此团队必须预先考虑如何安全地进行这些更改，而不会破坏其他功能的工作。
As another example, sometimes an API that every feature of the site relies on needs to be changed. Scrum encourages the team to manage the code in a modular, testable way, so that changes can be inherited by other feature stories that might be in progress without undue breakage.
作为另一个示例，有时需要更改网站的每个功能所依赖的API。 Scrum鼓励团队以一种模块化的，可测试的方式来管理代码，以便可以由正在进行的其他功能故事继承更改而不会造成不必要的破坏。
弹性排程 (Flexible Scheduling)
Companies serving customers in the web and mobile space need to be able to respond quickly to changes. However, engineers need to be confident that what they’re working on isn’t going to change before they can get the feature developed. It can be difficult to balance those two objectives.
在网络和移动领域为客户提供服务的公司需要能够快速响应变化。 但是，工程师必须确信，正在开发的功能不会改变。 很难平衡这两个目标。
Scrum provides windows of opportunity that are long enough to allow a web or mobile feature to be fully developed, while still allowing a product to change directions at the end of each sprint, based on data from the marketplace.
Scrum提供的机会之窗足够长，可以充分开发Web或移动功能，同时仍允许产品根据市场数据在每次冲刺结束时更改方向。
反思与改进 (Reflection and Improvement)
A scrum team isn’t only looking to improve the product: they’re also looking to improve their own process. Scrum teams get better over time at estimating how much work they can do, and improving their approach to working so that they can be the most productive.
Scrum团队不仅在寻求改进产品：他们还在寻求改进自己的流程。 随着时间的推移，Scrum团队会变得更好，可以估算出他们可以完成多少工作，并改进工作方式，从而使其变得最有生产力。
By giving the team the opportunity to look at its own process, and figure out how it works best together, scrum makes maximum use of the limited resources of any organization.
通过使团队有机会查看自己的流程，并找出如何使其最佳协作，scrum可以最大程度地利用任何组织的有限资源。
摘要 (Summary)
That was a quick overview of scrum, taken from a 30,000-foot perspective. We had a brief introduction to how scrum works, and why it can be effective for certain types of product development. We contrasted scrum with the more traditional waterfall approach for software development, and discussed why it emerged when it did. We also noted how well suited scrum is for web and mobile development projects.
从30,000英尺的角度来看，这是对Scrum的快速概述。 我们简要介绍了Scrum的工作原理，以及为什么它可以对某些类型的产品开发有效。 我们将scrum与更传统的瀑布式软件开发方法进行了对比，并讨论了它为什么会在出现时出现。 我们还指出了Scrum非常适合Web和移动开发项目。
But scrum isn’t just an abstract concept and a bunch of unfamiliar buzzwords. Scrum is a practical and flexible approach to product development that relies on the active and engaged participation of real people. So in the next chapter, we’re going to meet a few of the typical people who might work in a web or mobile development organization. We’ll talk to them about some of their frustrations, find out what they hope to get out of scrum, and ask them about their concerns when they consider scrum.
但是，scrum不仅是一个抽象的概念，而且是一堆陌生的流行词。 Scrum是一种实用且灵活的产品开发方法，它依赖于真实人们的积极参与。 因此，在下一章中，我们将遇到一些可能在Web或移动开发组织中工作的典型人员。 我们将与他们讨论他们的一些挫败感，找出他们希望摆脱混乱的东西，并在他们考虑混乱时询问他们的担忧。
As we go through this book, keep these people in mind. We’ll be meeting them again, and following them through their process as they learn and start to apply scrum to their work.
在阅读本书时，请记住这些人。 我们将再次与他们见面，并在他们学习并开始对他们的工作应用scrum的过程中关注他们。
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喜欢本章吗？ 通过加入SitePoint Premium，下载整本书(以及我们的整个书库！)
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