企业驱动的全IT敏捷（Scrum）与看板（Lean）实战

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"Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation: An Action Guide for Business and IT Leaders" 本书主要探讨了如何通过实施敏捷（Scrum）和看板（Kanban）方法来提升整个IT部门的交付能力，以实现业务驱动的IT转型。这本书由Andrew T. Pham和David K. Pham撰写，得到了前可口可乐公司CFO和CIO Jack Bergstrand以及IT管理专家Adam Warner的推荐。 “Business-Driven IT-Wide Agile (Scrum) and Kanban (Lean) Implementation”是一本面向商业和IT领导者行动指南，其核心理念是将敏捷和精益思想应用到整个IT组织中，以提高效率、响应速度和业务价值。Scrum是一种广泛使用的敏捷开发框架，强调团队协作、迭代开发和持续改进。Kanban则是一种精益工具，用于可视化工作流程，限制在制品（WIP），并推动持续流动和改善。书中可能涵盖了以下几个关键知识点： 1. **业务与IT的紧密合作**：强调业务需求驱动IT决策和工作流程，确保IT项目与公司的战略目标对齐。 2. **敏捷框架Scrum**：介绍了Scrum的角色（产品负责人、 Scrum Master、开发团队）、事件（Sprint、Sprint计划、每日Scrum、Sprint评审、Sprint回顾）以及原则，帮助读者理解如何在实际操作中运用Scrum。 3. **看板系统Kanban**：讲解了看板的基本元素（工作流、卡片、看板、WIP限制）以及如何通过它来优化流程，减少浪费，提升交付速度。 4. **组织变革管理**：指导读者如何在组织内部推动敏捷和精益文化，包括改变沟通方式、建立跨职能团队、培养敏捷领导力等。 5. **持续改进**：阐述持续改进（Kaizen）的重要性，鼓励团队进行反思和学习，以便不断适应变化和提升效能。 6. **案例研究和实践指南**：书中可能会包含真实企业的案例，展示如何成功地将敏捷和看板应用于实际IT环境中，以及如何克服实施过程中可能遇到的挑战。 7. **衡量成功的关键指标**：介绍如速度（Velocity）、吞吐量（Throughput）、待办事项列表（Backlog）健康状况等度量标准，帮助团队监控和评估改进效果。通过本书，读者可以了解到如何结合Scrum和Kanban的优点，为IT部门构建一个更加灵活、响应快速且业务导向的工作模式，从而更好地服务于企业和市场的需求。书中的实用建议和策略对于那些寻求提升IT效率和业务敏捷性的领导者来说，无疑是一份宝贵的参考资料。

xvii

Foreword

Perhaps you’re a software development director or manager who has imple-

mented Agile or Scrum successfully in your team. Then your boss, the CIO,

comes to you and says, “Your team runs so efﬁciently with Agile—let’s

implement it across the whole IT department!”

At ﬁrst you heartily agree and are excited by the challenge and the

opportunity to drive improvement—but then reality sets in. Other groups

have much different processes that may not easily adapt to Scrum. The data

warehouse manager complains that she has constraints that can allow only a

linear development ﬂow—requirements analysis, data modeling, ETL, report

development, user acceptance—that easily spans more than one sprint

time frame. She is highly resistant to the change and has already started to

complain to the CIO. And what about customer support? They never know

what they might be working on today much less tomorrow or the next

three weeks. How would Scrum possibly apply to them? Maybe this Kanban

approach you’ve heard of would work? What’s the right answer?

At this point hopefully you’ve come across this book by Andrew Pham

and David Pham. By reading the book, you can see their practical experi-

ence in advising organizations in the move to Agile and Kanban (Lean)

project management and software development processes.

First of all, they hammer home the timeless point that the focus of any IT

improvement effort must be to improve the business, not merely to improve

IT for IT’s sake. They never cease, and rightly so, to remind the reader that IT

exists to serve the business and that all IT improvement efforts must be

framed in terms of business goals.

From my experience in several Fortune 500 ﬁrms, I have seen personally

(on both sides) what happens when corporate IT departments don’t put the

needs of the business ﬁrst. Namely, the business unit becomes disenchanted

and hires its own IT staff. Corporate IT will lose funding sources and start to

wither. It will constantly struggle to apply corporate standards and security

xviii ◾ Foreword

controls on the rogue groups. Ultimately the company’s bottom line will suf-

fer because the business units are not leveraging the economies of scale and

strategic advantage that a corporate IT group can offer.

So, instead of IT- centered goals such as “increase on- time delivery of

IT projects by 20%” (unless your company’s business is IT project manage-

ment), deﬁne the business need ﬁrst and then deﬁne what IT needs to do to

support the goal. For instance, “To improve on- time delivery of manufactur-

ing orders, increase the rate of new feature delivery in the factory schedul-

ing software project by 20% within six months.” This is the type of logic and

practicality that prevails in this book but is often missing in other books.

At the same time, the authors provide an excellent overview of both

Agile and Kanban practice and help us understand that a one- size- ﬁts- all IT

improvement effort is likely doomed to fail.

Agile, with Scrum as its most common and well- known process, is best

suited to software development efforts where features can be designed,

built, and delivered by one non- specialized, cross- functional team work-

ing together. Typically these features can be completely designed, built, and

delivered within the time frame of a two- to four- week sprint (though I and

many others do use Scrum to deliver software features on longer multi- sprint

time frames, particularly for data warehousing).

Lean, and its most frequent incarnation, Kanban, however, allows you to

keep your existing process and specialists while still providing a framework

for improvement. To this effect, the authors do a great job of detailing the

origins of the Lean movement in manufacturing, and at Toyota in particu-

lar, highlighting the “seven wastes” that Lean tries to address. Although

meant originally for a manufacturing context, these wastes apply to soft-

ware “manufacturing” just as readily: defects, wait time, too many items in

process, and unnecessary extra features, just to name a few. If this is your

case, Kanban is a method you can apply to your existing process that limits

work in progress (WIP) to optimize workﬂow and reduce lead time rather

than the traditional sprints. To this point, it is not hard to see that Kanban

might work better for a software development organization with specialized

teams and a more sequential process ﬂow, especially in the case of software

support teams.

An industrial engineer by education who progressively became special-

ized in IT team management, I also appreciate the authors’ initiative to

create a new process framework (called the soccer process framework), as

described in one of the case studies. Based on both Kanban (Lean) and

Agile practices, it provides a process for larger project teams. It is guided by

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