Scrum Primer：软件开发的轻量级指南

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"Scrum Primer是关于软件开发领域中Scrum框架的一个优秀指南，由Pete Deemer、Gabrielle Benefield、Craig Larman和Bas Vodde等人编写，旨在提供Scrum实践的深入理解。该资源并非Scrum学习的终点，而是推荐与Ken Schwaber的《敏捷项目管理 with Scrum》或Mike Cohn的《成功实现敏捷》等书籍结合使用，并考虑参与专业的Scrum培训和教练课程。最新的版本和多种语言翻译可以在指定网址找到。" Scrum是一种广泛应用于软件开发领域的敏捷框架，其核心思想是通过迭代和增量的方式进行项目管理，以适应需求变化和提高团队效率。以下是Scrum的一些关键知识点： 1. **产品积压工作（Product Backlog）**：这是项目的所有待办事项列表，包括功能需求、缺陷修复等，由产品负责人维护并按优先级排序。 2. **冲刺（Sprint）**：Scrum中的时间盒周期，通常持续1到4周，团队在这个期间内致力于完成一组选定的产品积压工作。 3. **冲刺待办列表（Sprint Backlog）**：在每个冲刺开始时，团队从产品积压工作中挑选要完成的任务，形成冲刺待办列表。 4. **每日Scrum会议（Daily Scrum或站立会议）**：团队成员每天进行短暂的同步会议，讨论过去一天的工作进展、当前遇到的问题和下一步计划。 5. **冲刺评审（Sprint Review）**：在冲刺结束时，团队向利益相关者展示已实现的功能，获取反馈并可能调整产品积压工作。 6. **冲刺回顾会议（Sprint Retrospective）**：团队反思过去一个冲刺的过程，识别改进点，制定行动计划，以便在下一个冲刺中实施。 7. **角色：** Scrum有三个主要角色——产品负责人（Product Owner）、Scrum Master和开发团队。产品负责人负责产品的价值最大化，Scrum Master确保Scrum流程得到遵循并帮助团队解决问题，开发团队则执行实际的开发工作。 8. **透明度、检验和适应性（Transparency, Inspection, and Adaptation，TIA）**：Scrum的基石原则，强调过程和结果的可见性，频繁检查工作进展，并根据反馈进行适应性调整。 9. **增量交付**：Scrum项目以可工作的软件作为进度的度量标准，每次冲刺结束都应有一个可部署的软件增量。 10. **自组织和跨职能团队**：Scrum团队自主决定如何完成工作，团队成员拥有多种技能，可以覆盖项目所需的所有技术领域。 11. **规划扑克（Planning Poker）**：估算工具，用于确定任务的相对工作量，以更准确地预测冲刺目标。 12. **Scrum原教旨主义**：Scrum的创始人鼓励遵循Scrum框架的原貌，而不是简单地将其作为其他方法的附加元素。通过这些实践，Scrum能够促进团队协作、提高生产力，并确保软件项目始终与业务需求保持一致。尽管Scrum本身是一个轻量级的框架，但要真正掌握并成功应用，需要深入了解每个环节，并不断学习和改进。

A major theme in Scrum is “inspect and adapt.” Since development inevitably involves learning,

innovation, and surprises, Scrum emphasizes taking a short step of development, inspecting both the

resulting product and the efficacy of current practices, and then adapting the product goals and

process practices. Repeat forever.

Scrum Roles

In Scrum, there are three roles: Product Owner, Team, and ScrumMaster. Together these are known

as the Scrum Team.

The Product Owner is responsible for maximizing return on investment (ROI) by identifying product

features, translating these into a prioritized list, deciding which should be at the top of the list for the

next Sprint, and continually re-prioritizing and refining the list. The Product Owner has profit and loss

responsibility for the product, assuming it is a commercial product. In the case of an internal

application, the Product Owner is not responsible for ROI in the sense of a commercial product (that

will generate revenue), but they are still responsible for maximizing ROI in the sense of choosing –

each Sprint – the highest-value items. In practice, ‘value’ is a fuzzy term and prioritization may be

influenced by the desire to satisfy key customers, alignment with strategic objectives, attacking risks,

improving, and other factors. In some cases, the Product Owner and the customer are the same

person; this is common for internal applications. In others, the customer might be millions of people

with a variety of needs, in which case the Product Owner role is similar to the Product Manager or

Product Marketing Manager position in many product organizations. However, the Product Owner is

somewhat different than a traditional Product Manager because they actively and regularly interact with

the Team, prioritize by working with all of the stakeholders and reviewing the results each Sprint,

rather than delegating development decisions to a project manager. It is important to note that in

Scrum there is one and only one person who serves as – and has the final authority of – Product

Owner, and he or she is responsible for the value of the work; though that person doesn’t have to

work alone.

The Team (also called Development Team) builds the product that the Product Owner indicates:

the application or website, for example. The Team in Scrum is “cross-functional” – it includes all the

expertise necessary to deliver the potentially shippable product each Sprint – and it is “self-

organizing” (self-managing), with a very high degree of autonomy and accountability. The Team

decides how many items (from the set offered by the Product Owner) to build in a Sprint, and how

best to accomplish that goal .

Each member of the Team is just a team member. Notice there are no fixed specialist titles in a group

that adopts Scrum; there is no business analyst, no DBA, no architect, no team lead, no interaction/

UX designer, no programmer. They work together during each Sprint in whatever way is appropriate

to achieve the goal they have set for themselves.

Since there are only team members, the Team is not only cross-functional but also demonstrates multi-

learning: each person certainly has special strengths, but also continues to learn other specialties. Each

person will have primary, secondary and even tertiary skills, and is meant to “go to where the work is”;

individuals take on tasks in less familiar areas to help complete an item. For example, a person whose

primary skill is interaction design could have a secondary skill in automated testing; someone with

primary skill in technical writing might also help with analysis and programming.

The Team in Scrum is seven plus or minus two people, and for a software product the Team might

include people with skills in analysis, development, testing, interface design, database design,

architecture, documentation, and so on. The Team develops the product and provides ideas to the

Product Owner about how to make the product great. In Scrum the Teams are most productive and

effective if all members are 100 percent dedicated to the work for one product during the Sprint; the

Team avoids multi-tasking across multiple products or projects, to avoid the costly drain of divided

attentions and context-switching. Stable teams are associated with higher productivity, so avoid

changing Team members. Product groups with many people are organized into multiple Teams, each

focused on different features for the product, with close coordination of their efforts. Since one team

often does all the work (planning, analysis, programming, and testing) for a complete customer-centric

feature, Teams are also known as feature teams.

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