dell工作站启动不起来_站起来有什么价值

dell工作站启动不起来

How many standups/daily Scrums have you attended that went something like this:

您参加了多少次站立/每日Scrum，结果如下：

“Yesterday I worked on Feature X”“Today I’m still working on Feature X”“No blockers”

“昨天我在Feature X上工作”“今天我还在在Feature X上工作”“没有障碍”

Or even worse:

甚至更糟：

“Yesterday: a bunch of meetings. Today: more meetings, hopefully work on Feature X. No blockers.”

“昨天：一堆会议。 今天：更多的会议，希望可以在Feature X上进行。没有障碍。”

What is the value of this status update? What vital information does this communicate to your team? If you’re a manager, what does this tell you about the work your team is doing? If you’re a product manager, what does this tell you about the state of your current product goals? If you’re an individual contributor, what does this tell you about the work in progress?

此状态更新的价值是什么？ 这会向您的团队传达哪些重要信息？ 如果您是经理，这对您的团队所做的工作有何启示？ 如果您是产品经理，这如何告诉您当前产品目标的状态？ 如果您是个人贡献者，那么这对正在进行的工作有什么启示？

If you’re the person giving this standup, what are you communicating to your team?

如果您是这样的人，那么您正在与团队交流什么？

If the replies at daily standup are rote, terse, and communicate little in the way of valuable information, then it’s a sign that you’re doing the ceremony just to do the ceremony, which is a waste of everyone’s time.

如果每天站起来的回答都是死记硬背，很少传达有价值的信息，那么这表明您只是在做仪式而已，只是在浪费时间。

It’s probably gotten even worse if you’re fully remote and doing asynchronous standups in Slack (of which I am a huge fan, just not like this). You might even have a Slack reminder every morning, or a bot that asks the questions:

如果您完全处于远程状态并在Slack中进行异步站立，则情况可能会变得更糟(我是其中的忠实拥护者，只是不喜欢这种方式)。 您甚至可能每天早晨都有Slack提醒，或者是一个机器人问以下问题：

What did you do yesterday? What are you working on today? What are your blockers?

你昨天做了什么？ 你今天在忙什么 你的阻滞剂是什么？

And therein lies the problem. Nearly every organization I’ve seen practice “scrum” like this has either gotten lazy or isn’t paying attention to the value and actual purpose of the daily meeting but rather cargo culting the ceremony because that’s what you’re supposed to do if you’re capital-A Agile.

问题就在这里。 我见过的几乎每个组织都像这样懒惰，或者变得懒惰，或者不注意日常会议的价值和实际目的 ，而是认真地主持仪式，因为这是您应该做的是首都-敏捷。

Stop it. You’re doing it wrong.

停下来。 你这样做是错的。

每日Scrum /站立的目的 (The purpose of the Daily Scrum/Standup)

Daily standup is meant to be about transparency, collaboration, and organization. It’s meant to facilitate a team working together to achieve some set of goals. It’s meant to surface those things keeping us from hitting the goals and to keep your team in the loop on what’s going on in case anyone can (or needs to) jump in and help.

日常站立是关于透明性 ， 协作性和组织性的 。 这是为了促进团队合作以实现某些目标。 它的意思是浮出水面，阻止我们达到目标， 并让您的团队随时了解正在进行的事情，以防万一有人可以(或需要)介入并提供帮助。

But that’s not what’s happening on most teams. Most teams have turned daily standup into a status meeting where the result is little more than people accounting (vaguely) for their time.

但这不是大多数团队正在发生的事情。 大多数团队已将日常站立会议变成了状态会议，其结果只不过是人们(含糊地)考虑了自己的时间而已。

I’ve recently seen this article making the rounds as a remedy and while it does a great job identifying the problems, going card by card and asking the team to talk about its position on the board is just a time accounting status meeting from another angle. The board should tell you just about all you need to know about status from a glance, and as a manager/product owner you can and should ask direct questions about work in progress if it’s not moving along and you’re not getting answers from stand-up, but a daily project status meeting of every card on the board, as the kids are saying, ain’t it.

我最近看到这篇文章是一种补救方法，尽管它可以很好地发现问题，但要逐个卡片讨论并要求团队讨论其在董事会的职位，只是从另一个角度来看会议时间。 董事会一眼就可以告诉您所有您需要了解的状态，作为经理/产品负责人，您可以并且应该就正在进行的工作提出直接问题，如果工作进展缓慢并且没有从摊位中得到答复，但是就像孩子们说的那样，每天董事会上的每张卡片的项目状态会议都是这样。

提出更好的问题 (Ask Better Questions)

The three questions, in the shortened form above, are steering you far away from the intent of the daily standup. By shortening them in that way, which so many teams have done, we’ve lost the plot.

以上三个缩写形式的三个问题使您远离日常站立的意图。 通过如此缩短它们(很多团队都这样做了)，我们就失去了筹码。

Here are the three questions as described in the Scrum Alliance Scrum Guide:

这是《 Scrum Alliance Scrum指南》中描述的三个问题：

“What did I do yesterday that helped the Development Team meet the Sprint Goal?”“What will I do today to help the Development Team meet the Sprint Goal?”“Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?”

“昨天我做了什么，帮助开发团队实现了Sprint目标？”“今天我将做什么，以帮助开发团队实现Sprint目标？”“我是否看到阻碍我或开发团队实现目标的障碍？冲刺目标？”

Can you spot the difference? The former set of questions asks you to account for your time. The latter is asking you to talk about the value of your efforts.

您看得出来差别吗？ 前一组问题要求您说明您的时间。 后者要求您谈论您的努力的价值。

I’d wager a year’s salary that the vast majority of people who both run and participate in daily scrum type meetings have never read the questions in their original form and don’t actually know what kind of answers they’re intended to drive at.

我用一年的薪水打赌，绝大多数参加和参加日常Scrum类型会议的人从未读过原始形式的问题，并且实际上不知道他们打算提供什么样的答案。

I like to do a slightly different version, but it falls into the same lane:

我喜欢做一个略有不同的版本，但它属于同一条路线：

“What did you accomplish/learn yesterday?”“Did anything slow you down or get in the way of doing what you planned to do?”“What are your next steps?”“What could get in the way or what might you need help with?”“Is there anything the team needs to know?”

“您昨天完成了什么/学到了什么？”“什么让您放慢了脚步或阻碍了您计划要做的事情？”“下一步是什么？”“可能会遇到什么阻碍或您需要什么？有帮助吗？”“团队需要知道什么吗？”

Flipping the first question to a focus on accomplishments or what value you created with your efforts makes some things obvious. Had a day where you didn’t accomplish much but did learn something? Share that knowledge.

将第一个问题侧重于成就或您通过努力创造的价值会使某些事情变得显而易见。 曾经有一天你没有完成很多事情但是学到了什么？ 分享这些知识。

The second question is all about why you might not have accomplished what you set out to do. I don’t like asking “are there any blockers” because people see “blocker” and think “wall”, but true blockers are far less often the problem. It’s not the walls that kill progress, it’s the river crossings and muddy bogs and quicksand and slippery slopes that kill productivity. Coming from the angle of looking at anything that slowed you down with a more critical eye will uncover a lot of organizational waste in the form of both tech debt and process debt.

第二个问题是关于为什么您可能未完成计划要做的事情。 我不喜欢问“是否有任何障碍物”，因为人们看到了“障碍物”并想到了“墙”，但是真正的障碍物很少会出现问题。 阻碍进步的不是墙壁，而是河流过境，泥泞的沼泽，流沙和湿滑的斜坡会阻碍生产力。 从以更挑剔的眼光来看待一切会使您放慢脚步的角度来看，这将以技术债务和流程债务的形式发现大量组织浪费。

Focusing the next question on your specific plan makes sure you have one. Don’t know what your next steps are? Now’s the time to dig in and plan it out or ask for help doing so. And in doing so, you should try to anticipate any obstacles or things you might need help with. This may prime other people on the team to jump in and help, or offer insights and information you may not have.

将下一个问题集中在您的特定计划上可以确保您有一个计划。 不知道下一步是什么？ 现在是时候进行挖掘，计划或寻求帮助了。 这样做时，您应该尝试预见可能需要帮助的任何障碍或事情。 这可能会促使团队中的其他人加入并提供帮助，或者提供您可能没有的见解和信息。

Finally I just like a prompt for people to think about what additional context it would be good for the team to have. “I have training all day Tuesday” and “I’m on vacation next week” or even a shared link to a great blog post about how to do daily standups are a great use of this space.

最后，我只是希望人们思考一下团队拥有的其他环境。 “这个星期二我整天都在训练”和“下周我要放假”，甚至是一个很棒的博客文章的共享链接，都讲述了如何做日常站立站立，这很好地利用了这个空间。

Five whole questions! I know. Seems like a lot. How will we ever make it through the morning?

五个问题！ 我知道。 好像很多。 我们将如何度过整个早晨？

给出有价值的答案 (Give Valuable Answers)

If we go back to the earlier, rote versions of the answers:

如果我们回到较早的，死记硬背的答案版本：

“Yesterday: a bunch of meetings. Today: more meetings, hopefully work on Feature X. No blockers.”

“昨天：一堆会议。 今天：更多的会议，希望可以在Feature X上进行。没有障碍。”

and

和

“Yesterday I worked on Feature X, Today I’m still working on Feature X, No blockers”

“昨天我在Feature X上工作，今天我仍在Feature X上工作，没有阻碍”

We can see right away that “a bunch of meetings” doesn’t belong anywhere but squarely in the “what kept you from accomplishing” category. And if one of those meetings was hella valuable and you learned something important, it goes into that first accomplishment question. If the rest were unnecessary and just stole your time and forced too much context switching, this is the time to call it out. Nothing improves that isn’t first identified as needing improvement.

我们可以立即看到，“一堆会议”不属于任何地方，而恰好属于“什么使您无法完成”类别。 如果其中一次会议非常有价值，并且您学到了重要的东西，那么它就成为第一个成就问题。 如果其余的部分都是不必要的，并且只是偷走了您的时间并强行进行了过多的上下文切换，那么现在就该大声疾呼了。 没有首先确定为需要改进的改进。

Most meetings, turns out, are blockers.

事实证明，大多数会议都是阻碍者 。

We can see that “work on feature x” doesn’t tell us anything we shouldn’t be able to get from whatever tool we use to track work in progress (kanban board, sprint board, whatever). In fact, if “work on feature x” is the answer for too many days in a row, we should be surfacing that in either the “what do you need help with” or “what’s keeping you from accomplishing” section. And it’s okay if what you need help with is clearing meetings from your plate, or maybe a code review is still pending, or maybe you just haven’t found the right way to do something and need a second set of eyes.

我们可以看到，“功能x上的工作”并没有告诉我们任何我们无法使用的工具来跟踪进行中的工作(看板，冲刺板等)。 实际上，如果“在功能x上进行工作”连续几天都是答案，那么我们应该在“您需要什么帮助”或“什么使您无法完成”部分中说明这一点。 如果您需要帮助的是从会议中清除会议，或者代码审查仍在进行中，或者您只是没有找到正确的方法来做某件事并且需要另一双眼，那也没关系。

Rather than “Worked on feature X”, tell your team what progress you’ve made. “Stood up an API endpoint, got stuck because I forgot about CORS”, “created the form layout”, “wrote tests for the email validation” and even “talked with product and got more clarity about requirements” are all significantly more valuable bits of information than “worked on feature x”.

告诉您的团队您取得了哪些进展，而不是“使用功能X”。 “建立一个API端点，因为我忘记了CORS而陷入困境”，“创建表单布局”，“为电子邮件验证编写测试”甚至“与产品进行了交流，对要求有了更清晰的了解”，这些都是更有价值的地方比“在特征x上工作”更多的信息。

It may seem a little like splitting hairs, and that giving more specific answers is just putting more work into accounting for your time, but it all goes back to the value and purpose of the standup. Part of being an agile product team is team ownership of the whole product development process. If everyone was intended to just do their thing in a silo, we wouldn’t bother having team ceremonies around communication.

看起来似乎有点像扯头发，给出更具体的答案只是在花更多的时间来考虑您的时间，但这一切都回到了站立的价值和目的。 成为敏捷产品团队的一部分是整个产品开发过程的团队所有权。 如果每个人都只是想在筒仓中做自己的事情，那么我们就不会为围绕交流的团队仪式而烦恼。

And if you didn’t accomplish anything of note, this is the time to talk about why. To surface the things that kept that from happening. Even if it’s that the world is on fire and you just didn’t have it that day. It happens. In your second answer, talk about how you’re going to get back on track. Or talk about the help you need.

而且，如果您没有做任何值得注意的事情，那么现在该谈论原因了。 揭露阻止这种情况发生的事情。 即使世界着火了，而那天你却没有。 它发生了。 在第二个答案中，谈论您将如何重回正轨。 或谈论您需要的帮助。

Remember, standup isn’t about accounting for your time. You shouldn’t feel like you have to hide behind vagaries if stuff beyond your control kept you from hitting your target. It’s about communicating where we are and where we’re going.

记住，站立并不是要考虑到您的时间。 如果您无法控制的事情使您无法达到目标，您就不必觉得自己藏在多变的身后。 这是关于沟通我们所处的位置以及要去往的地方。

This is also an area where having asynchronous, text-based standup can really shine. If you’re putting in the effort, this daily report becomes a changelog that anyone on the team can refer back to if needed. If you go on vacation or get sick and someone else needs to pick up your work, they can read back through your standups to get a sense of where things are and get up to speed.

在这方面，基于文本的异步站立确实可以发挥作用。 如果您正在努力，则此每日报告将成为变更日志，团队中的任何人都可以在需要时参考。 如果您去度假或生病，而其他人需要接您的工作，他们可以通读您的站立姿势，以了解事物的状况并加快步伐。

We want our answers to the daily standup questions to read less like a status report and more like a conversation starter. An invitation to comment and ask questions. An opportunity for other people on your team to engage in your work. Think about it like you would on a date or in an interview — terse, perfunctory answers create communication dead ends but a little bit of detail opens the door to better conversations.

我们希望对日常站立问题的答案读起来像状态报告一样少，而像对话开始者那样多。 邀请发表评论并提出问题。 团队中其他人参与您的工作的机会。 就像在约会或面试时那样想一想-简洁而敷衍的答案会造成交流僵局，但一点点细节又为更好的对话打开了方便之门。

参与队友的回答 (Engage with your Teammates’ Answers)

On the flip side of that, everyone on the team should be reading (or actively listening to) everyone’s standup and engaging where necessary.

另一方面，团队中的每个人都应该阅读(或积极倾听)每个人的立场，并在必要时参与进来。

Developer: do you have info that could be useful to your teammate about what they’re doing? Do you have time to pair with them? Can you set an expectation about when you can get to a PR? Let them know! Want more info on how they did something? Ask them to elaborate! If it’s too much to cover in the moment, use the moment to set up time for a quick chat.

开发人员 ：您是否有对队友有用的信息？ 你有时间和他们配对吗？ 您可以设定何时获得PR的期望吗？ 让他们知道！ 是否需要有关他们做事方式的更多信息？ 请他们详细说明！ 如果此刻无法应付，请利用此刻为快速聊天设置时间。

Product manager: do you want more information on how close something is to being completed? Don’t schedule a meeting later, ask them right now! The resulting conversation might yield way more valuable information than you expect. Maybe we need to change scope. Maybe you can track down more information if something is unclear. Maybe you haven’t been able to see the progress and just want a quick demo or screenshot. Ask!

产品经理 ：您是否需要更多有关完成某项工作的信息？ 不要稍后再安排会议，立即问他们！ 最终的对话可能会产生比您预期更多的有价值的信息。 也许我们需要改变范围。 如果有不清楚的地方，也许您可​​以跟踪更多的信息。 也许您无法看到进度，只是想要快速演示或截图。 问！

Engineering manager: do you see that someone is struggling to move things forward after a few days? Or that someone has too many blockers? Come down from 30,000 feet and help your team coordinate, or get answers. Be a snowplow and clear the road for them.

工程经理 ：您看到几天后有人在努力推进工作吗？ 还是某人有太多的阻止者？ 从30,000英尺高处下来，帮助您的团队协调工作或获得答案。 做扫雪车，为他们扫清道路。

And hell, maybe you don’t have anything to ask or anything useful to add. That’s cool. Just do an emoji reply or make eye contact and nod. Don’t make your team (and yourself) feel like you’re just sitting alone at a desk firing these updates into the void every day.

地狱，也许您没什么要问的，也没有任何有用的补充。 这很酷。 只需回复表情符号或进行眼神交流并点头即可。 不要让您的团队(和您自己)觉得自己只是一个人坐在办公桌前，每天将这些更新发布到虚空。

I’m a big believer in the idea that we shouldn’t be doing anything at work that isn’t creating value, and the daily standup is as good a place as any to examine your ceremonies and see if they hit that mark.

我坚信我们不应该在工作中做任何没有创造价值的事情，并且每天站立起来与检查您的仪式并查看它们是否达到目标一样好。

翻译自: https://medium.com/swlh/what-is-the-value-of-your-standup-1a8004867add

dell工作站启动不起来