Scrum.org的博客 //www.aspasp2011.com/ 在一个成熟的Scrum团队中,我们还需要Scrum Master吗? //www.aspasp2011.com/resources/blog/do-we-still-need-scrum-master-mature-scrum-team “照片作者:jannik

作为一个敏捷的教练,我被问到如果scrum团队高度成熟,我会被问到scrum master会怎么做?我们还需要这个角色吗?我想使用足球裁判员的隐喻来解释。

scrum master不是100%相当于足球裁判员,他们有很多共同点。裁判对游戏法律有深入了解,他/她是对确保每个人都理解并制定足球规则的负责任。无论在游戏内部还是在游戏内都有任何打破规则的每个人都没有宽容。当玩家删除像发信号任意球或惩罚踢的规则时,裁判将执行必要的行动;发出黄卡作为谨慎,甚至发出红牌以拍摄玩家..etc。裁判员确保持续匹配25分钟的2个等于一半,半时间间隔不会超过15分钟。裁判还需要保护团队并确保匹配可以从外部干扰顺利进行。 The referee has the ability to read the match and sometimes would actively do nothing by giving an advantage to the team that has an obvious goal-scoring opportunity even if there is a foul. There could be more examples to be listed here.

What if Manchester United vs PSG with no referee? Both teams have a lot of superstars, especially Cristiano Ronaldo and Lionel Messi. Both teams do have solid experiences in various leagues & cups and won many championships. Even though the teams are professional and mature, what would happen if the teams do not have enough players for the game? What would happen if they exceed the 15 mins timebox of a half-time break? What if an external unauthorized person runs into the field and disturbs the game? What if the teams have a violent argument on a controversial goal or even they fight? There could be a lot of unknown scenarios, and we are not able to list out all and we do not know when will happen given the teams are mature with great legends. It is a complex situation and it will be chaotic without a referee in the game!

Back to the questions, you may now imagine what could happen for a mature Scrum team without a Scrum Master. In a complex situation, how likely you can guarantee the Scrum Team will not have impediments during the Sprint? How likely is the Scrum team to achieve the Sprint goal every Sprint? How likely is there no conflict in the Scrum team? How likely is the Scrum team not to be disturbed and do everything as planned? How to guarantee there is no emergent requirement and technical challenges in a sprint?

You can still insist on taking out the Scrum Master from a mature and Professional Scrum team for whatever reasons, just the result is not Scrum.

Photo by Jannik Skorna on Unsplash

星期五,9月3日03:51:56 +0000 肯关颖珊 / /博客/ do-we-still-need-scrum-master-mature-scrum-team资源
Sprint本身如何支持检查 - 回到Scrum框架的基础(16) //www.aspasp2011.com/resources/blog/how-sprint-itself-supports-inspection-back-foundations-scrum-framework-16 在每次Scrum活动期间,以及整个Sprint本身,Scrum团队和涉众都基于共同的理解进行检查。没有这种透明度,就不能进行有价值的检查。

检查是关于在朝着商定目标的进展中发现不希望发生的差异。

到目前为止,我们已经涵盖了Sprint计划、每日Scrum、Sprint回顾和Sprint回顾。那么Sprint本身呢?

注意,每个事件都是检查和适应的正式机会。

这确实意味着在整个Sprint本身中有这样做的非正式时刻。

因此,我希望我们在每个事件中执行的检查也能根据需要在整个Sprint中得到维护。

因此,作为一个团队,如果我们感到有不希望的方差,我们可以立即采取必要的行动。

团队在做决定之前需要有足够的洞察力。 Do not underact. Or you might loose important opportunities for reaching your goals.

As a team understand when it is needed to take a closer look at a progress, processes, tools, interactions, and the Definition of Done. Or when you better wait until the foreseen Scrum Event.
A delicate balance.

Summary:

"During the entire Sprint the Scrum Team keeps watching out for undesired variances on any aspect of its progress and effectivity. Do you?"

Tweet

Prompt: With your entire team evaluate whether some checks for finding undesired variances (i.e. inspecting) would better be done at a higher frequency than the Scrum events allow for.
Note that this might also be an indication for shortening your Sprint duration.

We hope you will find value in these short messages and if you are looking for more clarifications, feel free to take contact.

PS. Next week we'll look at the Product Backlog and Inspection.

If you want to take a deeper dive into the core concepts we are covering in this blog series, then surely check out our Professional Scrum Mastery workshop.
Don't want to miss any of these? Have the professional Scrum foundations series weekly in your mailbox.

How the Sprint supports Inspection

周四,02 Sep 2021 22:00:00 +0000 史蒂文Deneir / /博客/ how-sprint-itself-supports-inspection-back-foundations-scrum-framework-16资源
回到Scrum框架的基础(16)——Sprint本身是如何支持检查的 //www.aspasp2011.com/resources/blog/back-foundations-scrum-framework-16-how-sprint-itself-supports-inspection Scrum是建立在经验过程控制的基础上的,检验是三大支柱之一。

在每一个Scrum事件期间,以及整个Sprint本身,Scrum团队和涉众基于共同的理解进行检查。没有这种透明度,就不能进行有价值的检查。

检查是关于在朝着商定目标的进展中发现不希望发生的差异。

到目前为止,我们已经涵盖了Sprint计划、每日Scrum、Sprint回顾和Sprint回顾。那么Sprint本身呢?

注意,每个事件都是检查和适应的正式机会。

这确实意味着在整个Sprint本身中有这样做的非正式时刻。

因此,我希望我们在每个事件中执行的检查也能根据需要在整个Sprint中得到维护。

因此,作为一个团队,如果我们感到有不希望的方差,我们可以立即采取必要的行动。

The team needs sufficient insight before taking decisions. Do not underact. Or you might loose important opportunities for reaching your goals.

As a team understand when it is needed to take a closer look at a progress, processes, tools, interactions, and the Definition of Done. Or when you better wait until the foreseen Scrum Event.
A delicate balance.

Summary:

"During the entire Sprint the Scrum Team keeps watching out for undesired variances on any aspect of its progress and effectivity. Do you?"

Tweet

Prompt: With your entire team, have a conversation about the Sprint Goal, where you expected to be, where you are now, and what the variance is between these latter two.

I hope you find value in these short articles and if you are looking for some clarifications, or if this raises a number of questions, feel free to take contact at steven @ boostyourscrum . com

PS. Next week we'll look at Inspection and the Product Backlog.

Don't want to miss any of these? Have the professional Scrum foundations series weekly in your mailbox.

How the Daily Scrum supports Inspection

周四,02 Sep 2021 22:00:00 +0000 史蒂文Deneir / /博客/ back-foundations-scrum-framework-16-how-sprint-itself-supports-inspection资源
为什么善良很重要 //www.aspasp2011.com/resources/blog/why-kindness-matters

<跨度> <跨度> <跨度> <跨度> <跨度> <跨度> “图片两个孩子共享一个冰淇淋”

<跨度> 我的祖母是我生命中的一个关键部分成长。其实,我跟她生活,直到我11岁。祖父母往往似乎有尤达型质量。他们拿出一点的说法,当你正在处理的问题。而我的大是著名的小说法。一个说她会用定期进行,“今天样,它是免费的”。我总是由价值和善良,我的大将使用之间的连接袭击。作为一个孩子,我记得当时我想,当然,它是免费的,你没有得到任何东西。不喜欢漫画,糖果,无足轻重贴纸。 They cost money because you get something. But actually, my Gran was sharing something that is fundamental about kindness. It is free, and you do get something in return!

Kindness is a hugely valuable thing that when you are kind can benefit you, the team, and actually the endeavor you are on. When dealing with complex problems and working with people, kindness can be the glue that helps you not only survive the experience but also flourish. Oh, and we have scientific data to support it!

First, let’s remind ourselves what context agility works within. Agility is a response to complicated, sometimes complex situations where we have more unknowns than knowns. And things change. Maybe that is because our understanding is changing as we learn about the problem, or the world is really changing as we try and deliver a solution. In the case of Scrum (and honestly most situations) a team of people is working together on something and trying to deliver on some sort of goal (quick shout out to the Product Goal). Ok, I can see many people thinking of mission control on the ill-fated Apollo 13 mission. Lots of tension, shouting, anger, and someone taking control. But actually, most high-performing teams’ leadership is distributed. Yes, there are decision-makers, but everyone is contributing, everyone is part of the solution. When Google studied their high-performance teams they found that physiological safety was a major contributing factor and much more important than where the team members went to school or how smart they were (I am sure all of the team members had super high IQs as well). But physiological safety is influenced by many factors but especially trust. Trust and physiological safety are not the same things, but they contribute to each other. A high amount of physiological safety leads to trust and vice versa.

High-performing teams benefit greatly from being in an environment that is physiologically safe. But is kindness required to build that safety?

Let’s look into what kindness is and what it is not. The Oxford dictionary defines kindness as “the quality of being friendly, generous and considerate.” So, kindness is actually 3 things.

  1. Friendly - caring about people.
  2. Generous - giving more than is expected.
  3. Considerate - considering the impact on others.

Kindness is often confused with being nice. And of course, the words can be used interchangeably, but I like to think of being nice as a focus on the pleasantness of the environment rather than the impact and outcomes on the people. It seems that niceness is a baseline to being kind because without a pleasant environment it is very difficult to believe that the person cares about you, is giving something more, or is considering the impact on others. Of course, there are situations where this is not true. For example, in situations that require rapid action. But those situations still often require a discussion afterward to explain why you were “not very nice”, otherwise the environment will continue to be toxic or “not nice”.

Interestingly there is a physical impact of being kind with the release of Oxytocin, Dopamine, and Serotonin. Oxytocin is described as the “love hormone” with it playing a key role in the creation of bonds between people and how they trust one another. Dopamine provides the body with a nice high from being kind, thus encouraging us to do it again. And, Serotonin calms our mood which in turn allows us to be more creative and imaginative. It is true that high-stress situations can make you do amazing things, but those things tend to be associated with running away or fighting things rather than solving a complex problem or working with a team. Now I know why my exam results were always lower than I expected, but also why I could write quicker in those horrid exam halls! So, kindness helps create trust, and gets the mind ready to do creative work, and is addictive. That sounds like the perfect combination for a Scrum Team that thrives on psychological safety. And I am not the only one that thinks that.

Bill Taylor in his HBR article “Making Kindness a Core Tenet of your Company” describes kindness as contagious, creating unknown impacts as it infects more and more individuals. Bill discusses a key transformation at Mercedes-Benz USA and how they found that improved business outcomes for their service and sales organization were actually tied to the level of kindness shown as customers encountered many different people that represented the brand. That case study reminded me of retail chain Trader Joe’s and how they built a great brand through employee engagement, which in turn resulted in customer satisfaction. I remember an example of an employee spending over an hour with a customer to find a particular product. That generosity (one element of kindness) resulted in a feeling of kindness and resulted in Trader Joe’s is one of the most profitable stores in America.

We also have many role models or even heroes that are famously not kind. Steve Jobs and Elon Musk are famous for being not very nice or kind. But you can not argue that their organizations delivered amazing products in spite of their personalities. Sara Sabin talks about this in her article “A counterintuitive approach to business success? Being kind”. She cites Jim Stengel’s work on tracking 50 companies that valued kindness and how they ultimately outperformed the S&P 500 by over 400%. She goes on to describe how innovation is connected to kindness and highlights the relationship between trust, safety, and kindness.

I guess at the end of the day there are very few Musks and Jobs, so the rest of us need to work together to solve hard problems and deliver amazing results. And as the problems become more and more complex requiring more diverse teams, the value of kindness is only increasing in importance.

So, maybe my Gran was onto something. Be kind… It is after all free but can give you amazing returns :-)

Thu, 02 Sep 2021 15:09:03 +0000 戴夫西 /资源/博客/为什么善待
Scrum Master技巧-第一天的工作 //www.aspasp2011.com/resources/blog/scrum-master-tips-first-day-job

很难成为一个好的scrum大师。这是一个伟大的scrum大师甚至更难!那么,你应该做些什么样的事情来伟大?以下是一些scrum主提示,以帮助您在一天中开始新作业。

”许多潜在的scrum主提示之一

Scrum掌握

的挑战 scrum master 如果之前从未完成过,则似乎压倒了。应该没有的剧本应该完成什么或者它应该如何完成。Scrum大师留下了很多东西来为自己锻炼,很容易看出它是如何快速出错的。

如果您刚刚开始新作业作为scrum大师,这更为挑战。你如何在右脚开始? Here are some Scrum Master tips for day one.

Scrum Master Tips for Day One

Your first day can be a mental whirlwind so this advice is short and sweet. Something you can easily remember and centre yourself on:

Do watch, listen, and then ask questions

Don't offer solutions or make snap judgements

Here's some more detail on what I mean:

Do These Things

  • Do Watch
    • It's surprising just how much you can learn from observing others. This was a trick I learned in policing. I could almost tell at a glance whether something was amiss and it's easy to practice the skill and learn
  • Do Listen
    • Don't underestimate this one. While people will be very curious to find out more about you, your job is to find out more about the people, the team(s) and the work that they do. It's not about you, it's about them. Find out what motivates them, what excites them, what bothers them, what challenges they face.
  • Do Ask Questions
    • Listening is great but it will only get you so far. You may need to elicit more information than is being offered. Below are some questions that I have found useful. I'm sure you can think of others:
      • Who is/are the Product Owner(s)?
      • Do we have a Product Vision?
      • How many teams are working on the Product?
      • How many Product(s) are the Team(s) working on?
      • What time(s) are the Daily Scrum(s) (because you should attend)
      • Where is the Product Backlog?
      • What's our Velocity?
      • Do we have a Definition of Done?
      • Do we have an Impediment Backlog?
      • Are we applying Scrum by the book?
      • What is the biggest challenge we're facing today?
      • What is the biggest benefit we're getting from the way we're working today?
      • Do we have any metrics we currently use?
      • How can I help?

Don't Do These

  • Don't Offer Solutions
    • If you've just started, it's probably best not to jump to conclusions or solutions. While you may be aware of a great trick that may help your team, that comes later. For now, just collate your ideas and collect information.
  • Don't Make Snap Judgements
    • This can easily happen, especially after asking some of the questions I've listed above. While it's great to see some potential improvements, give yourself time to collate as much information as possible and apply your mind to the issues

Make Notes

By the end of your first day, your head will be buzzing. If you didn't take notes at the time, do so now. I've often been surprised when, some months down the road, I look back at these initial notes and see just how accurate they were. These notes are the start of your plan to help your Scrum Team(s). How you do that, well, that's the subject of other posts.

Thu, 02 Sep 2021 08:34:50 +0000 德里克·戴维森 / /博客/ scrum-master-tips-first-day-job资源
如何混合瀑布和Scrum //www.aspasp2011.com/resources/blog/how-hybridize-waterfall-and-scrum

你已经见过许多具有有趣名字的敏捷混合体,如Water-Scrum-Fall等等。但是这些混血儿有用吗?通常不是因为它们不能降低风险,不能尽早交付价值,甚至不能让您快速改变方向。

在这个视频中,响应顾问的Robb Pieper将介绍你如何能够成功杂交两者。真的只有一个办法!

对于即将在芝加哥,洛杉矶(LA),纽约(NYC),西雅图,甚至你的虚拟的专业Scrum课程:https://responsiveadvisors.com/upcoming-scrum-classes/

查看我们的网站https://responsiveadvisors.com/ < a href = " https://responsiveadvisors.com/ " > < / > < / p > < p >软件的人一边Meetup(芝加哥)https://www.meetup.com/The-People-Side-of-Software/ < a href = " https://www.meetup.com/The-People-Side-of-Software/ " > < / > < / p > < p >的人一边软件Meetup(纽约) https://www.meetup.com/The-People-Side-of-Software-NYC/ < / > < / p > 星期三9月1日12:00:00 +0000 罗伯特·派普 / /博客/ how-hybridize-waterfall-and-scrum资源 这是problème综合体吗? //www.aspasp2011.com/resources/blog/vlog-cest-quoi-un-problebe-complexe.

周三,01年9月2021日09:36:54 +0000 Fabio Panzavolta. / /博客/ vlog-cest-quoi-un-probleme-complexe资源
如何在5分钟或更少的时间内开始管理基于证据的敏捷的结果! //www.aspasp2011.com/resources/blog/how-start-managing-outcomes-evidence-based-agility-5-minutes-or-less < img alt = "如何开始管理结果与基于证据在5分钟或更少的灵活性!”data-entity-type = data-entity-uuid“文件”=“e995eb86 - 40 - c8 - 47 - d5 a899 - 99 dab0d15e44“src = " https://scrumorg网站- prod.s3.amazonaws.com/drupal/inline images/istock - 810147598. - jpg”类=“居中对齐”宽度= = " 3139 "加载= " 4710 "高度"懒惰" / > < p >想象,< a href = " https://smoothapps.com/2020/07/the-professional-scrum-product-owner-a-starter-job-description/ " target = "平等" >专业Scrum产品所有者< / >谁相信使用< a href = " //www.aspasp2011.com/resources/evidence-based-management " target = "平等" >证据管理< / >优化可持续的基础上,可衡量的业务结果(不是像速度这样的活动)。他们得到了理论。他们急于开始。但他们被一些未回答的问题所阻止……

  1. FOCUSSED:他们应该关注什么领域?他们应该管理哪些具体指标?
  2. BALANCED:他们如何创造领先和滞后措施的平衡组合?
  3. engagement:他们如何创建一个简单的、引人注目的记分牌,对所有需要参与改善业务结果的人都是有帮助的、可理解的和有吸引力的?
  4. ACTIONABLE: How might they design an approach that is NOT so complex and overwhelming that it either becomes a full-time job in itself or terrifies them so much that they don't even start?
  5. PRACTICAL: How might they get started in 5 minutes or less?

If this sounds like you or someone you would like to help, watch this video and let me know what you think...

星期二,8月31日2021年14:26:17 +0000 拉维时 / /博客/ how-start-managing-outcomes-evidence-based-agility-5-minutes-or-less资源
使用SCRUM和基于证据的管理使用OKRS //www.aspasp2011.com/resources/blog/using-okrs-scrum-and-evidence-based-management “进球帮助的目标清晰”

的OKR用于设置目标的一个大的框架。设置高品质的目标,目标清晰,自我管理,积极影响团队绩效[3]。这增加了生产效率和显著影响的结果的感知,尤其是与虚拟团队[2]。当与Scrum和所述证据基于价值的度量使用了基于管理(EBM)框架,该检查和为了满足颠覆性的改变增加既有针对性和结果由Scrum的经验主义所支持的OKR带来的新挑战调整其方案的能力,为企业。

使用带的OKR证据的管理(EBM)

EBM的价值度量提供一个框架,[1]为铰接的OKR目标是否将创建特定的企业,利益相关者和客户的结果:

  • <强>通过改善电流值的递送或递送的未满足的需要降低客户的满意度的差距。
  • <强>构建内部的创新能力或提高的时间来提供价值。

    重要的是,提供EBM基于价值的度量与密钥值区(KVAS)来使用,以帮助管理人员避免的陷阱:

    • 度量下放至交货的里程碑。
    • 是任务和基于活动的度量。

      :当的OKR配对与EBM的经验做法演变避免的基于任务的目标,从高管的瀑布级联到个人。它加强了重点的高管是提供团队提供了清晰,逼真,audatious具有目标 measurable, tangible impact that will drive improved performance for both stakeholders as well as the teams.

      Mapping OKRs to EBM

      Embedding OKRs into Scrum's Inspect/Adapt Cadence

      Evolving the Sprint Review to inspect OKR metrics

      Scrum's ability to provide executives with an ability to inspect real progress based on product increments, and then adapt, underpins a superior operating model to the predictive, large batch planning and execution model of Waterfall. When OKRs are embedded into the inspect and adapt process, the Sprint Review provides a unique opportunity to inspect steps toward Objectives by assessing movements in Key Result Areas, i.e., EBM measures such as:

      • Lead time from idea to delivery to market.
      • Customer sentiment, e.g. Net Promoter Score.
      • Revenue per employee.
      • Customer usage index.

      Adapting Initiatives / Hypotheses

      Where metrics indicate that no progress is being made by a specific Initiative toward the Objective, Sprint Review provides the opportunity for executives to:

      • Continuing with the existing Initiative - Perhaps the metrics are lagging indicators and it's too early to make any decisions.
      • Is part of the Initiative worth continuing?
      • Do you stop other parts of the Initiative?
      • Consider alternative Initiatives - Are there other solutions or approaches to the solution?

      When an adaptation to an Initiative is required, the engagement with stakeholders at Sprint Review creates a feedback loops to discuss the impacts of changing part of the whole the Initiative, particularly where budget and previous forecasts of roadmap delivery is concerned, and adapt execution immediately next Sprint.

      Adapting the EBM metrics for Key Value Areas

      How do you know if you've chosen the right things to measure? In a complex environment, most assumptions are an experiment, outlining what we expect will happen, but may not necesarily occur. When metrics don't make any movement, it may be because:

      • The metrics are lagging indicators. It will take some time before the Initiative will create any impact or outcome for stakeholders and customers.
      • Metrics are being impacted, but we're not measuring them.

      We may also not have a very complete picture of the impact our Initiative is making. We may need a broader range of metrics to fully understand how the Objective is being realised. When inspecting metrics in Sprint Review, consider:

      • What do the metrics tell us?
      • Are the metrics comprehensive enough?
      • Are we trying to measure too much? We may not be able to see the proverbial forest through the trees if we're measuring everything.
      • Do we need to add or remove metrics?

      EBM and Scrum provides a feedback loop for assessing OKRs and value-based metrics

      Download the OKR with EBM Poster

      Download the Zen Ex Machina (ZXM) OKR with EBM poster

      You can download the OKR with EBM poster from the Zen Ex Machina website today for free.

      Conclusions

      Remote or otherwise, goal clarity is key to business agility. For agile teams who are able to pivot to meet the challenges of disruptive change, and for executives who set objectives, OKRs with EBM can add much needed transparency regarding tangible progress initiatives are designed to deliver.

      About Zen Ex Machina

      Zen Ex Machina is an enterprise agile consultancy specialising in agile transformation. Our mission is to improve the work lives of 1m executives and teams by 2025. Zen Ex Machina's enterprise app, Agile IQ, assesses business agility, reports on coaching activities and helps grow the strength of agile actions and behaviours. Download it today at: agileiq.com.

      - - -

      References

      1. Scrum.org (2020) The Evidence-Based Management Guide. Measuring Value to Enable Improvement and Agility.

      2. Forester, G., and Thomas, P. (2007) Importance of goal setting in virtual project teams. Psychological Reports, 100 (1): 270-4.

      3. Van der Hoek1, M., Groeneveld, S. and Kuipers, B. (2018) Goal Setting in Teams: Goal Clarity and Team Performance in the Public Sector. Review of Public Personnel Administration 2018, Vol. 38(4) 472–493.

      8月31日星期二05:56:13 +0000 马修·霍奇森 / /博客/ using-okrs-scrum-and-evidence-based-management资源 修正你的敏捷指导:编写有价值的用户故事 //www.aspasp2011.com/resources/blog/fixing-your-agile-coaching-writing-user-stories-are-sliced-value

      查看我们最新的“解决你的敏捷指导”讨论,其中Ryan Ripley和Neil kilick讨论了3个层次的故事切片,所有产品负责人都可以使用它来创建伟大的产品待定项,它可以导致一个透明的、易于理解的、以及细化的产品待办事项列表,Scrum团队和涉众可以利用这些待办事项列表对他们构建的产品做出更好的决策。< / p > < div class = " video-embed-field-provider-youtube video-embed-field-responsive-video”> < iframe宽度= " 854 "高度= " 480 "帧边缘= " 0 " allowfullscreen =“allowfullscreen src = " https://www.youtube.com/embed/TJ2aS80OTKg?autoplay=0&start=0&rel=0 " > < / iframe > < / div > < p >的作者是瑞安·里普利和托德·米勒< a href = " https://amzn。修改你的Scrum:常见Scrum问题的实用解决方案。他们是人类敏捷的联合创始人,这是首个Scrum和看板培训组织。

      加入Ryan和Todd的专业Scrum培训课程://www.aspasp2011.com/agile-humans

      星期一,8月30日2021年15:52:38 +0000 Ryan Ripley / /博客/ fixing-your-agile-coaching-writing-user-stories-are-sliced-value资源