scrum五个事件_我讨厌Scrum的5件事

scrum五个事件

When I started with Scrum, I was a fanboy, fawning over the promise of a better way of working. Back then, I was a QA and painfully aware of all the limitations of Waterfall. With testing being one of the last phases, all the problems of others ultimately ended up on my plate. I always was short on time and often had to work overtime to make up for the time lost by others. I believed Scrum offered a far better alternative than the way I was used to working.

当我开始使用Scrum时，我还是一个狂热的小伙子，对更好的工作方式的承诺f之以鼻。 那时，我是一名质量检查人员，痛苦地意识到Waterfall的所有局限性。 由于测试是最后阶段之一，其他所有问题最终都落到了我的盘子上。 我总是很忙，常常不得不加班来弥补别人所浪费的时间。 我相信Scrum提供了比我以前的工作方式更好的替代方案。

As I gained more experience, my view of Scrum has become more balanced. After 7 years of working with Scrum, I start to see the Good, the Bad, and the Ugly of Scrum.

随着经验的积累，我对Scrum的看法变得更加平衡。 在与Scrum合作7年之后，我开始看到Scrum的好，坏和丑陋。

Over time, the amount of things I dislike about Scrum has grown. I’ve written many articles on the things I like about Scrum, now the time is ripe to provide a more balanced perspective.

随着时间的流逝，我对Scrum的不满越来越多。 我已经写了许多关于我喜欢Scrum的文章，现在是时候提供一个更加平衡的观点了。

This article will focus more on the Bad and Ugly parts, since I have written so much about the Good already.

由于我已经写了很多关于Good的文章，因此本文将更多地关注Bad和Ugly部分。

1. Scrum不懈-糟糕 (1. Scrum is relentless — Bad)

We just finished a Sprint, everyone is exuberant and happy that we met the Sprint Goal. And then, the next Sprint starts, and a new goal is crafted. Then, the cycle begins again. Sprint after Sprint after Sprint: Wash, rinse, repeat.

我们刚刚完成了Sprint，每个人都为我们实现Sprint目标而感到兴奋和高兴。 然后，下一个Sprint开始，并制定了新的目标。 然后，循环再次开始。 冲刺之后冲刺之后冲刺：洗涤，漂洗，重复。

Every Sprint, a Sprint Goal is looming over your head. And you can do whatever you want, chill, do pair programming or try some fancy Liberating Structures, as long as you meet the Sprint Goal. And then, there will be a new one waiting for you, ad infinitum.

每一个Sprint，一个Sprint目标都笼罩在您的头上。 只要您达到Sprint目标，您就可以做任何您想做的事情，放松，进行配对编程或尝试一些奇特的Liberation Structures。 然后，将无限期地等待着一个新的人。

But the Sprint Goal isn’t the only goal you are aiming for each Sprint. Every day you need to create a new sub-goal. At the Daily Scrum, the Development Team creates a plan for the next 24 hours. And at the subsequent Daily Scrum, progress towards this plan is reviewed, and a new plan is created for the upcoming 24 hours.

但是，Sprint目标并不是您针对每个Sprint的唯一目标。 每天您都需要创建一个新的子目标。 在每日Scrum中，开发团队会为接下来的24小时制定计划。 在随后的每日Scrum中，将审查该计划的进度，并为即将到来的24小时创建一个新计划。

All this focus on following daily plans and reaching Sprint Goals stresses people out. Scrum Teams become prone to enter Feature Factory mode, where the only thing that matters is delivering what was promised. It prevents Scrum Teams from taking a step back and reflecting on what we can do to make an actual difference.

所有这些关注于遵循每日计划并达到Sprint目标都会使人们感到压力。 Scrum团队倾向于进入“功能工厂”模式，唯一重要的是兑现承诺的内容。 它阻止Scrum团队退后一步并反思我们可以做些什么来实际做出改变。

And if you weren’t stressed enough already, it’s called a Sprint and not a Stroll.

而且，如果您还没有承受足够的压力，它就称为Sprint，而不是Stroll。

2. Scrum将过多的责任放在一个人身上-不好 (2. Scrum puts too much responsibility in a single person — Bad)

The Product Owner is responsible for maximizing the value of the product. One Product, one Product Backlog, one Product Owner. Break this rule, and you’re not doing Scrum. It doesn’t matter if you are running a start-up or a 300 million dollar business. That’s putting a lot of responsibility and faith in a single person!

产品负责人负责使产品价值最大化。 一种产品，一种产品积压，一种产品所有者。 违反此规则，您就不会做Scrum。 无论您经营的是初创企业还是3亿美元的企业，都没关系。 这给一个人带来了很多责任和信念！

Companies are not willing to give so much responsibility to a single person. And even if they are willing, the moment you have to deal with more than 2 Development Teams as a Product Owner, you will become overwhelmed. You will be so occupied keeping the Scrum train chugging along that you won’t have time to think about your Product Vision, Product Strategy, or participate in discovery.

公司不愿意给一个人这么大的责任。 即使他们愿意，当您必须作为产品负责人与两个以上的开发团队打交道时，您也会不知所措。 您将忙于保持Scrum培训，以至于您将没有时间考虑产品愿景，产品策略或参与发现。

I’ve never worked at a company where they had Product Owners as intended by Scrum. Every Product Owner was a Feature Owner, working together with many other Feature Owners on the same Product. This is not how it is supposed to be, but it is how many companies try to make the demanding Product Owner role scalable.

我从来没有在一家像Scrum那样拥有产品负责人的公司工作过。 每个产品所有者都是功能所有者，并且与同一产品上的许多其他功能所有者一起工作。 这不是应该的样子，而是许多公司试图使苛刻的产品负责人角色可扩展。

3.每当Scrum失败时，您就不会在做Scrum —丑 (3. Whenever Scrum fails, you’re not doing Scrum — Ugly)

It’s easy to find articles where people describe that Scrum doesn’t work for them. When you read comments on these articles, you will always find someone that says:“But you weren’t doing Scrum. Of course it didn’t work out, duh!”

在人们描述Scrum不适用于他们的文章中很容易找到。 当您阅读这些文章的评论时，您总会发现有人说： “但是您没有在做Scrum。 当然没有用，对！”

I am guilty as charged, as I’ve said this many times before as well. Recently someone wrote an article about Scrum not working out that went viral: Scrum Is Dead. All Hail Kanban, the New King. I even wrote a response to show how the team of the author wasn’t doing Scrum. However, the fact of the matter is, many people loved the original article. Even though it was utterly inaccurate about both Scrum and Kanban. What can we conclude from an article receiving so much praise yet nothing about it was even remotely true?

正如我之前多次说过的那样，我被控有罪。 最近有人写了一篇关于Scrum无法解决的文章，该文章广受欢迎： Scrum Is Dead。 万岁的看板，新国王 。 我什至写了一封回复来显示作者团队是如何不做Scrum的。 但是，事实是，很多人喜欢原始文章。 即使对于Scrum和看板完全不准确。 我们可以从一篇文章获得如此多的赞誉而得出结论，而对此却一无是处？

My conclusion is that most people and companies don’t get Scrum. Scrum is explained the wrong way to them. Scrum seems deceptively simple, yet it is hard to understand and implement the right way. Every company I have joined, I can easily point all the things they are doing wrong in the realm of Scrum and the problems this leads to. The question then becomes: whose interpretation of Scrum is correct? And why are so few able to get it right?

我的结论是，大多数人和公司都不会获得Scrum。 Scrum向他们解释了错误的方式。 Scrum看似简单，但很难理解和实施正确的方法。 我加入的每个公司，我都可以轻松指出他们在Scrum领域做错的所有事情以及由此导致的问题。 问题就变成了：谁对Scrum的解释是正确的？ 为什么很少有人能做到正确呢？

A troubling weakness of Scrum is that few companies get it and can implement it with success. You can blame it on the people, but if many companies suck with Scrum, part of the blame should shift to the framework itself. Apparently, Scrum’s simplicity and the fact you need to connect and add many of the dots yourself makes Scrum confusing and difficult to roll-out successfully.

Scrum的一个令人困扰的弱点是很少有公司能够获得它并且可以成功地实施它。 您可以将其归咎于人员，但是如果许多公司对Scrum感到厌倦，则应将部分归咎于框架本身。 显然，Scrum的简单性以及您需要自己连接并添加许多点的事实使Scrum感到困惑，并且难以成功推广。

Scrum requires a deep understanding and willingness to change the status quo to work out. Few companies are motivated enough to dive in the deep end and do the hard work necessary to pull through with it. Much easier to put on a Scrum facade or roll out SAFe instead.

Scrum需要深刻的理解和改变现状的意愿。 很少有公司有足够的动力去深入研究并进行必要的艰苦工作。 放置Scrum立面或展开SAFe更加容易。

Are all Scrum Masters in eternal pursuit of a Fata Morgana?

所有Scrum Master都在永恒追求Fata Morgana吗？

4.大多数Scrum Master都在为自己的角色而挣扎-丑陋 (4. Most Scrum Masters struggle in their role — Ugly)

Most Scrum Masters are ill-equipped to succeed in their role. Being a Scrum Master is demanding and challenging. It requires a deep understanding of Scrum, excellent soft skills, situational leadership, and the ability to make others understand Scrum. Many Development Team members get assigned the role of Scrum Master without adequate training, sufficient soft skills, or even knowledge of Scrum.

大多数Scrum Master都没有能力胜任他们的角色 。 成为一名Scrum Master既艰巨又充满挑战。 它需要对Scrum有深刻的理解，具备出色的软技能，情景领导能力以及使他人了解Scrum的能力。 许多开发团队成员在没有充分的培训，足够的软技能甚至是Scrum知识的情况下就被分配为Scrum Master的角色。

These Scrum Masters struggle, and fall back pointing to the rules without understanding why these rules matter. The end result is a dogmatic, inflexible interpretation of Scrum that totally misses the point. Scrum is never the point, delivering products of the highest possible value is.

这些Scrum Master苦苦挣扎，在不了解这些规则为何重要的情况下退回指向规则。 最终结果是对Scrum的教条式，僵化的解释，这完全没有抓住重点。 Scrum从来都不是重点，而是交付最高价值的产品。

Luckily, as Scrum is becoming more popular, we’re seeing more and more capable and skilled Scrum Masters available in the job market. Companies should take the role seriously and stop believing that any Development Team member or Project Manager is capable of fulfilling the role. That doesn’t do justice to the complexity of the Scrum Master role, and how different it is compared to being a member of the Development Team. A good Development Team member isn’t necessarily a good Scrum Master and vice versa.

幸运的是，随着Scrum越来越受欢迎，我们看到就业市场上越来越有能力和技能的Scrum Master。 公司应认真对待这一角色，并停止相信任何开发团队成员或项目经理都能胜任这一角色。 这并不能说明Scrum Master角色的复杂性以及与开发团队成员相比有何不同。 一个好的开发团队成员不一定是一个好的Scrum Master，反之亦然。

5. Scrum难以扩展-不好 (5. Scrum is difficult to scale — Bad)

Many companies struggle to apply Scrum in an environment where many Scrum Teams need to work together in the same product. If you aren’t convinced of this fact, just realize how many scaling frameworks exist to help companies scale Scrum:

许多公司都难以在许多Scrum团队需要在同一个产品中一起工作的环境中应用Scrum。 如果您不相信这一事实，只需了解有多少种扩展框架可以帮助公司扩展Scrum：

• Scrum of Scrums
  Scrums Scrums
• LeSS
  减
• Nexus
  关系
• Scrum@Scale
  Scrum @ Scale

• Spotify model (Don’t use it, it didn’t even work for Spotify, and I’ve never seen it work either)

  Spotify模型( 请勿使用，它甚至不适用于Spotify，而且我也从未见过)

• SAFe
  安全

And there are many more approaches I didn’t even mention. Companies are looking for a boilerplate solution to make Scrum scale with many teams working on the same product. The fact so many approaches exist seems to suggest that vanilla Scrum just isn’t cutting it with many teams. This is a shame, as most companies with successful products work with multiple teams on the same product.

我什至没有提到更多的方法。 公司正在寻找一种样板解决方案，以使Scrum具有规模，并且许多团队都在使用同一产品。 存在如此众多方法的事实似乎表明，香草Scrum并没有被很多团队所采用。 很遗憾，因为大多数拥有成功产品的公司都会与多个团队一起使用同一产品。

Scrum的最大优势在于它的最大缺陷-善，恶，丑 (Scrum’s greatest strength is its biggest flaw — The Good, Bad & Ugly)

Scrum is a process framework. It is purposefully incomplete. Scrum leaves it up to the people who do the work to enrich Scrum with the additional process necessary to deliver valuable products. This is part of the reason why Scrum is so simple and seems to be implemented differently at each company. It is also why there are so many ineffective adaptations out there.

Scrum是一个过程框架。 它是故意不完整的。 Scrum将其留给从事工作的人员来丰富Scrum所需的附加过程，以交付有价值的产品。 这就是Scrum如此简单并且似乎在每个公司中实施方式不同的部分原因。 这也是为什么那里有这么多无效的适应方法的原因。

The Scrum Guide isn’t enough to use Scrum to deliver valuable products. The parts that you add are what make it a success or a failure. I hope that in the future, there will be many more patterns and anti-patterns available to help Scrum Teams figure out better ways of working depending on their context.

Scrum指南不足以使用Scrum交付有价值的产品。 您添加的部分是成功或失败的原因。 我希望将来会有更多可用的模式和反模式来帮助Scrum团队根据上下文确定更好的工作方式。

Scrum doesn’t tell you what to do but shows you what is going on. However, sometimes even when you know what is going on, you have no clue what to do next to make things better. This is where many Scrum Teams need more help than Scrum Masters, Product Owners, or the Scrum Guide can provide.

Scrum不会告诉您该怎么做，而是向您显示正在发生的事情。 但是，有时即使您知道发生了什么，您也不知道下一步该如何做才能使事情变得更好。 这是许多Scrum团队需要比Scrum管理员，产品负责人或Scrum指南所能提供的更多帮助的地方。

The strongest and weakest link of Scrum is how the people working are empowered to implement and complement the process framework. But do they have the knowledge and capabilities to carry that burden? Companies need to be able to handle the weight of that great responsibility. Most companies unfortunately aren’t up for the difficult job of enriching Scrum so it can deliver on its promise of making products of the highest possible value. These companies end up doing what they did before, with a slight twist.

Scrum最强大和最弱的一环是如何赋予工作人员实施和补充流程框架的能力。 但是他们是否具备承担这种负担的知识和能力？ 公司需要能够承担起巨大责任的重担。 不幸的是，大多数公司并没有为使Scrum富裕而付出艰辛的工作，因此它可以兑现其承诺，以制造最高价值的产品为己任。 这些公司最终都做了些以前的尝试，只是略微有些曲折。

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I still love Scrum, like a favorite mug where the porcelain is starting to show some cracks. But I can understand why many companies are struggling with Scrum. We need to do a better job as Scrum practitioners to bridge the gap between theory and practice.

我仍然喜欢Scrum，就像是最喜欢的杯子，瓷器开始出现裂纹。 但是我可以理解为什么许多公司都在为Scrum挣扎。 作为Scrum从业者，我们需要做得更好，以弥合理论与实践之间的鸿沟。

We need rum fewer Scrum fanatics and less Scrum bureaucracy. If you are doing Scrum for more than a year and your main focus is still talking about the rules of Scrum, then you’re definitely doing something wrong. We need more people who understand and adapt Scrum based on what is required to make it a success in the organisation.

我们需要的RUM减少了Scrum的狂热分子，也减少了Scrum的官僚作风。 如果您使用Scrum超过一年，而您的主要重点仍在谈论Scrum的规则，那么您肯定做错了。 我们需要更多的人来根据其在组织中取得成功所需的知识来理解和适应Scrum。

We need to meet people where they are, not where we want them to be. We need to gently hold their hand and nudge them to embark together on an Agile journey in the right direction.

我们需要在人们所在的地方认识他们，而不是在我们想要的地方认识他们。 我们需要轻轻地握住他们的手，轻推他们，以正确的方向踏上敏捷之旅。

Do you want to write for Serious Scrum or seriously discuss Scrum?

您要为《严重的Scrum》撰写文章还是认真讨论Scrum？

翻译自: https://medium.com/serious-scrum/5-things-i-hate-about-scrum-aa52908dcd78

scrum五个事件