穷人的敏捷：Scrum的5个简单步骤

Egads！我最近获得了一个关于Scrum的主要教育出版社478页的精装教科书。你一定是在开玩笑。有这么多的谈话和写作的敏捷和Scrum，坦率地说，在我看来，它的99％是混乱，使事情变得更糟的人读它的人。

不要读的东西。读这一点。保持简单。下面是Scrum如何工作的：

第1步
确定的时间内，你要工作。这是你的工作周期，并在年底的这段时间内，你要开始一个新的工作周期。

不要紧多久这段时间内，虽然有经验的人会告诉你，无论是一个或两个星期的时间量，这似乎是最有效的。

步骤2：
在第一天的一段时间内，有一个会议，在那里你的工作，你要去尝试，大量的时间去做决定。写了一个清单，你工作的事情，在那次会议上决定尝试去做的。

从本质上讲，列表中需要了解的事情，才能完成三件事情：a）有多少东西的团队认为它可以做，B），它的东西提供最大业务价值的，并因此需要做的第一，和c）如何每个这些业务价值的东西才能到达。

搞清楚这些事情，并决定他们会尝试得到了什么，人们使用许多技术。坦率地说，不要紧。无论采用哪种方式，你觉得到在列表的东西，你要尝试去做的罚款。

使用这种技术被称为所谓的“点”是非常受欢迎的。我用的点与我的团队。如果你知道如何使用点，然后他们工作得很好。如果你不知道如何使用点，只需使用你的直觉或烟雾信号，或任何为你工作。

很多人会挂了点。Scrum是不得分。点是不争球。点只是一种流行的技术列表中的东西，你要去尝试去做大量的时间。

第3步
开始工作的列表上的东西。玩得开心！

第4步
与您的团队天天见面，看事情的进展。当他们完成从列表中删除交叉的东西。

谈论，如果你认为你会是能够得到所有的东西，做或没有。谈事情你放慢下来或阻止你得到的东西做。

很多人认为，他们必须天天都在一起，并回答以下三个问题：让做昨天，今天谈婚论嫁，和任何阻塞的问题呢？这是一个不错的谈话大约在名单上的东西去做的工作进展如何促进技术。

但是，如果它不是促进这种对话，如果球队只是绕了一圈去回答这些问题，而不是在通话中有关事情的进展，那么你就错了。

Scrum是不是三个问题。三问是不是Scrum的。

如果你不认为你会是能够完成这一切，那还谈有关的东西是更重要的。尝试做的东西，留下的不那么重要的东西撤消。

有时，为了得到更重要的东西做的第一，这意味着一个人谁是一个不太重要的事情上，他们在做什么，去帮助一个人谁是更重要的事情上。当发生这种情况的，因为它意味着团队是FocusedOnPriorities™AGoodThing™。

第5步

结束时的时间量，让球队重新走到一起，看的事情的清单。你让他们做吗？如果是这样，好样的！

如果没有，那么说说为什么。你承担了太多的任务吗？没有什么阻止你？是否有人生病了吗？狗吃你的功课吗？新的或更重要的东西一起去吗？别的原因呢？

现在，回到步骤2，开始下一个工作周期。当你回到步骤2，在步骤5中讨论的事情，你和向他们学习，让你的团队将在未来一段时间内完成所有的工作做。

结论
，Scrum的真的是没有那么难。选择的时间量，制定一个计划，每天检查进度，看你如何做你的计划结束的时候。清洗，泡沫，重复。它就是这么简单。

不要都混在一起用的行话。我向你保证，经过四个阶段的时间，你的团队将做真正伟大的工作。

PS你想富人的Scrum的？这里的如何：

• 步骤1：在一段时间内被称为“冲刺”。
• 第2步：会议被称为“冲刺规划”，该列表被称为“积压”。
• 第3步：这只是做你的工作。
• 第4步：迎接每天的进展情况进行评价，称为“”每日站立“的。
• 第5步：在您的最终进展和应用这些经验教训，为下一次被称为“追溯”。

http://www.scottporad.com/2013/03/19/poor-mans-agile-scrum-in-5-simple-steps/

Poor Man’s Agile: Scrum in 5 Simple Steps

hard-cover textbook by a major educational publisher on Scrum. You gotta be kidding me. There is so much talk and writing about Agile and Scrum and, frankly, in my opinion, 99% of it is confusing and makes things worse for the people who read it.

Don’t read that stuff. Read this. Keep it simple. Here’s how Scrum works:

Step 1
Decide on amount of time that you’re going to work. This is your work cycle, and at the end of this amount of time you’re going to start a new work cycle.

It does not matter how long this amount of time is, though people with experience will tell you either one or two weeks is the amount of time that seems to be the most effective.

Step 2
On the first day of the period of time, have a meeting where you decide on the work that you’re going to try to get done in that amount of time. Write down a list of the work things that you decided in that meeting on trying to get done.

Essentially, making the list of things to get done involves understanding three things: a) how much stuff the team thinks it can get done, b) which things provide the most business value, and therefore need to be done first, and c) how much each of those business value things will take to get done.

People use many techniques for figuring these things out and deciding what they’re going to try to get gone. Frankly, it doesn’t matter. Whatever method you feel like using to arrive at a list of stuff you’re going to try to get done is fine.

Using a technique called called “points” is very popular. I use points with my team. If you know how to use points, then they work very well. If you don’t know how to use points, just use your gut or smoke signals or whatever works for you.

Lots of people get hung up on points. Scrum is not points. Points is not scrum. Points are just a popular technique for making the list of stuff that you’re gonna try to get done in the amount of time.

Step 3
Start working on the stuff on the list. Have fun!

Step 4
Meet every day with your team to see how things are going. Cross things off the list when they are done.

Talk about if you think you’re gonna be able to get all the stuff done or not. Talk about if there are things slowing you down or preventing you from getting stuff done.

A lot of people think they have to get together every day and answer three questions: what got done yesterday, what’s gonna get done today, and any blocking issues? That’s a nice technique for facilitating a conversation about how work is progressing on the list of stuff to get done.

But, if it’s not facilitating that conversation…if the team is just going around the circle answering those questions, and not having a conversation about how things are going, then you’re doing it wrong.

Scrum is not three questions. Three questions is not Scrum.

If you don’t think you’re gonna be able to get everything done, then talk about which stuff is more important. Try to get that stuff done, and leave the less important stuff undone.

Sometimes, to get the more important stuff done first, that means a person who is working on a less important thing has to stop what they are doing, and go help a person who is working on a more important thing. When this happens it is AGoodThing™ because it means that the team is FocusedOnPriorities™.

Step 5
At the end of the amount of time, get the team back together and look at the list of things. Did you get them all done? If so, good job!

If not, then talk about why. Did you take on too many tasks? Did something block you? Was someone sick? Did a dog eat your homework? Did something new or more important come along? Was it something else?

Now, go back to Step 2 and start the next work cycle. When you get back to Step 2, consider the things you discussed in Step 5 and learn from them, so that in the next period of time your team will complete all the work it set out to do.

Conclusion
See, Scrum really isn’t that hard. Choose an amount of time, make a plan, check on progress daily, and see how you did on your plan at the end of the time. Rinse, lather, repeat. It’s just that simple.

Don’t get all mixed up with the lingo. I guarantee you that after four periods of time that your team will be doing really great work.

P.S. Do you want Rich Man’s Scrum? Here’s how it goes:

• Step 1: The period of time is called a “sprint”.
• Step 2: The meeting is called “sprint planning” and the list is called the “backlog”.
• Step 3: That’s just doing your work.
• Step 4: Meeting everyday to evaluate progress is called the “daily standup”.
• Step 5: Looking at your end progress and applying those lessons for the next time around is called the “retrospective”.

Poor Man’s Agile: Scrum in 5 Simple Steps