如果你听说过scrum，你可能听说过零。本文解释了Sprint零是什么以及它在Scrum中使用的方式。我还将解释为什么这句话'Sprint Zero'惹恼Ken Schwaber，Scrum的共同创意者之一。什么是sprint零？真相？Sprint Zero是一个常用于描述春季冲刺活动的术语。这是一个没有正式指导或内容的ad-hoc活动。Scrum Guide对主题保持沉默，并将其留给从业者来决定必须完成的内容。Scrum如何使用冲刺零？Scrum来自一些预先提出的活动和决定。 These activities and decisions are unique for each implementation of Scrum. Below, I have listed some steps that I use as part of that: Step 1 For the first step, I often address these items for a software product. This happens before team formation: The programming language we'll use The database we'll use The infrastructure we need The product vision The outline design The skills we need to create the product, so we can form a Scrum Team You'll note the last item in the list that gathers the information needed to form a Scrum Team with the required skills. You'll see the mention of outline planning and design. Scrum teams don't do big design up-front. They do a minimal, but responsible, amount of planning and design. For creating outline designs, I'll often advise the use of the Lean Canvas and possibly the Value Proposition canvas as great starting points. Step 2 A formed Scrum Team might then address the following points: Our Sprint duration The definition of done A definition of value within the context of our product A working agreement Any requested revisions to decisions made in Step 1 The last item is especially important. The decision on programming language and database in step 1 was necessary to help us to choose the right Developers for the Scrum Team. However, the Developers are the technical element of the Scrum Team and it would be wise to take their advice should they suggest reviewing those decisions. We might then re-form the Scrum Team to include the extra skills needed. Step 3 We're almost ready to go now. Time to consider some major topics: Do we need any Scrum training? Do we need any technical training? Step 4 These are the final things I consider prior to sprinting: Discuss and agree on the metrics we'll use to assess our progress and success Measure where we currently are (if necessary) Create the initial draft of the Product Backlog The draft of the Product Backlog need not be complete. As long as we have enough work to get going, that's fine because we'll be refining it during development. These steps and activities are not exhaustive. As always with Scrum, there is no silver bullet and you need to adapt to the circumstances as they exist. Why Does Sprint Zero Annoy Ken Schwaber? The purpose of a Sprint is to turn a selection of work into an Increment of value. As described above, Sprint zero does not do this and it explains why Scrum does not recognize the term. I'm not sure where the term came from, or who coined it. But I do know that Ken is not a fan. Here's an excerpt from a Yahoo Groups discussion in 2008 Sprint 0 has become a phrase misused to describe the planning that occurs prior to the first sprint Ken Schwaber in a discussion with Alistair Cockburn on the Yahoo Groups Summary Sprint Zero is a term commonly used to describe pre-sprinting activities. Pre-sprint activities are not prescribed, formalised or codified. The Scrum Guide says nothing about pre-Sprint activities and leaves it to Scrum Teams to decide what to do. The steps I have provided above are one way that you might approach pre-Sprint activities. Ultimately though, what you do is down to you. Additionally, your teams experience of Scrum and the your organisation's approach to agility may factor into your chosen approach. Finally, it's up to you to decide what to call pre-Sprint activities. Some teams call it pre-game. Others call it pre-sprinting. While some continue to call it Sprint zero.
TL; DR: Estimates Are Useful, Just Ditch the Numbers Many people dislike estimating work items as estimates supposedly open the path to the misuse of velocity by the managers, reintroducing Taylorism, micro-management, and excessive reporting through the backdoor. To them, for example, the proponents of #noestimates, estimates conflict with basic ideas of agile product development such as self-management, becoming outcome-focused, or leaving the feature factory for good. I like to suggest a different, less ideological approach: estimates are useful at the team level, just ditch the numbers. How so? Estimation of work items is a fast way for a Scrum team to figure out whether all team members are on the same page regarding the why, the what, and the how of the upcoming work. The numbers are a mere side-effect, probably still valid to inform the team, though. (Indeed, the numbers are not intended to be used beyond the team level.) By the way, similar to the fact that you cannot “not communicate,” I am convinced that people will always “estimate,” whether they talk about it or not. Join the poll and the lively discussion on estimates on Linked! Shall I notify you about articles like this one? Awesome! You can sign up here for the ‘Food for Agile Thought’ newsletter and join 33,000-plus subscribers. Join Stefan in one of his upcoming Professional Scrum training classes! Join the Anonymous Poll for the Upcoming Free Scrum Master Salary Report 2022. Estimating Leading to Micro-Management; the Legacy of Taylorism Usually, the fear is that once a product or Scrum team starts estimating, the results will be normalized by the management, compared to other teams, and thus hold against them in the long run by establishing mandatory productivity for a Sprint, for example. Moreover, now that the team’s “velocity” has been set, it will be used to compare the team’s performance with other teams in the organization. Misappropriating an internal team metric might also open a path to stack-ranking teams pitching them against each other, leading to a more competitive and less collaborative environment. In other words: estimating work and creating estimates leads straight back to the industrial paradigm thinking of Mr. Taylor and his supporters. Unfortunately, this ideology of the need to protect the organization from its workers—who managers expect to start slacking the moment they are not directly supervised—is incompatible with the idea of solving complex, adaptive problems and becoming a learning organization. (If you like to broaden your understanding of the precursors of Taylor’s “scientific management system,” I recommend reading Caitlin Rosenthal’s “Accounting for Slavery.”) From Estimates to Velocity to Committing to Deadlines “It’s Difficult to Make Predictions, Especially About the Future.” Typically, a line of argumentation to object estimations as a team is as follows: estimates are by definition no precise calculation as no one can predict the future. However, based on previously aggregated data, see velocity, managers and stakeholders use the numbers to push a Scrum team to make commitments on scope and dates of delivery. This way, they ignore essential principles of working in a complex environment, such as self-management of the team or trusting that the team will do its best to create value for the customers. While this line of thought maybe a valid concern, it is rather a sign for the dysfunction of the organization in question than the toxicity of estimates per se. Hence the consequence should not be ditching estimating itself, but addressing the lack of trust that is reflected in such an agile anti-pattern. A successful way to creating trust between management and stakeholders on the one side and Scrum teams on the other side is regularly delivering valuable Increments. Getting to that level of proficiency requires dedication among the team members to understand why they are working on something, what shall be delivered, and how the Developers will technically realize it. This approach starts way before estimating Product Backlog items at the end of the refinement process. On the contrary, it means including all team members in the product discovery process that feeds new work into the Product Backlog. It is about collaboration, inclusion, and giving everyone a voice in the process. If this teamwork approach is the standard, estimating work items is just the final confirmation that all team members are aligned on the why, the what, and the how. (If not, put in more work refining the work item; apparently, team members still have different perceptions of the upcoming work.) Thus, using a simple planning poker session, the team can mitigate the risk of complexity and inherently become better at delivering. And delivering creates trust among stakeholders. In that scenario, no one needs numbers. Therefore, just ditch them. Conclusion Don’t turn a technical procedure—here: creating estimates—into a scapegoat for the dysfunction of an organization. The root cause of the latter is a lack of trust, which you cannot address merely at a team level. Strive for the creation of a holistic, inclusive product creation process instead. Lastly, I am convinced that people will always “estimate,” whether they talk about it or not. Are you estimating your work? Please share your learnings with us in the comments. Related Posts Scrum First Principles — How to Elon Musk the Scrum Guide Three Essential Agile Failure Patterns in 7:31 Minutes—Making Your Scrum Work #12 The Meta-Retrospective — How To Get Customers and Stakeholders Onboard Download the Scrum Anti-Patterns Guide for free. ✋ Do Not Miss Out and Learn about Estimates: Join the 10,000-plus Strong ‘Hands-on Agile’ Slack Team I invite you to join the “Hands-on Agile” Slack team and enjoy the benefits of a fast-growing, vibrant community of agile practitioners from around the world. If you like to join now all you have to do now is provide your credentials via this Google form, and I will sign you up. By the way, it’s free.
该研讨会于2021年9月16日举行，重点介绍了Sprint评估的核心概念及其经验性质。我使用了Liberating Structures、Microsoft Teams和壁画的组合来进行交互式会议。这次会议进行得非常顺利，但是我们在直播中遇到了一些技术问题!参与者的反馈非常棒，我们已经修复了音频并重新发布了下面的视频。杰出的精益敏捷实践者联盟是一群同侪和经验丰富的实践者，他们不断学习、分享突发实践，并带着勇气、承诺、专注、尊重等讨论主题。亚博一百送一百开放!产品愿景\目标:展示实时虚拟内容交付的可行性和驱动兴趣，作为分享想法和内容的主要和首要方法。在第四次会议中，我的目标是基于正在使用的技术进行构建，并变得更加精通。因为我们不使用Mighty Networks，所以人们需要在看到加入链接之前回复。也许不算去…改变你的RSVP和加入链接将显示。 For some unknown reason we had audio during the intro but not during the stream. I followed the same set-up after the events and everything worked as expected. I feel like it was a glitch as when I or others were speaking “OBS” on my laptop was picking it up, it was just not transmitting. Another check for the DOR before the session. As usual with live stream issues, I was focusing on the people who were participating and did not have time to try to fix it on the fly. I used the Microsoft Teams recording to fix it in Post. Delivery I believe that we met the goal and the feedback was very positive ( Other than those that could not get in). I was very happy with all of the technology used. Feedback There was no negative feedback for this session, however, we did not get to fill out the feedback wall. I was frustrated that the audio was not working and I did not have the time to fix it while I was focused on my participants. As part of the changes in technology, we will be using Lean-Agile Community from naked Agility for events going forward. Folks can join and RSVP just like Meetup. Provide Aditional Anonymous Feedback: https://forms.office.com/r/pdNhe45MVH Introduction to Sprint Reviews [Retrospective] The big retrospective item is the issue with the voice on the live stream. The learning point is not to make an assumption that just because the music is working that the voice is too. Checking both is a good idea. Retrospective outcome: more of the same… build on quality. Other Workshops While these sessions are time-limited we expect to have many free sessions over time. If there are none currently you can contact us for private options. Introduction to Agile Leadership 30 Sep, 2021 | 16:00-17:30 | Europe [ BST ] Workshop Introductory 90 Minutes | Free Register more...