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哑巴新娘,第一次写给接触敏捷开发的pm们,修眉

灵敏思想和Scrum,哪个是第一位?

大多数决议走向灵敏开发的公司终究都运用Scrum作为灵敏开发的办法。他们以为在他们大部分的团队里边运用Scrum就可以给他们带来作为一个灵敏开发公司的一切优点,可是这样往往会导致一个令人绝望的结局。最主要的问题是这些公司应该考虑一些其他的方法。在开端Scrum之前,有必要确认的是他们乐意采纳灵敏的思想方法。你可以选用Scrum,可是首要你有必要是灵敏的。

Scrum是否应该处理咱们的问题?

哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉

在我之前柏林的作业中,咱们的团队有一个安稳的流程可是很少有自主权,咱们依靠不同的团队,因而咱们的才能被约束。所以兑购宝咱们以为Scrum可以使咱们变得灵敏,相应的问题也会消失。

所以咱们逐步开端Scrum并开端每天开一次Scrum会议。紧接着,咱们决议将咱们的迭代周期设置为两周,也便是说每两周咱们就应该有一个新发布。所以问题来了,关于其他团队的依靠性导致咱们的Scrum变得一团糟。除了咱们在冲刺完毕的2-3天前预备好咱们的软件外,QA团队并没有满足的时刻来审阅咱们的发布,TechOps团队也没有满足的时刻来布置。以至于咱们依然是每45天乃至更久才发布一个版别。Scrum给咱们带来的仅有一个改动便是增加了一系列的会议,很快这些会议也就失去了荆门社区他们该有的含义。

这使得咱们的发布缩短至每20-30天一次,依然远善于咱们开端拟定的两周一次迭代。公司开展的很快也有了许多新的项目,可是没有新的TechOps工程师,所以他们没有满足的时刻去处理哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉每个人的每件作业。

波兰的救援!

便是在这期间,咱们项目的领导从阿姆斯特丹调到了波兰,新的办理者现已有几年的Scrum经历,他们知道为了改善咱们的功率,咱们需求防止对其他团队的依靠。

咱们新的团队成员现已从开发到布置担任他们的产品一年多的时刻了,在此之前,他们跟咱们遇到过相同的问题。他们有一个很棒的处理计划:将项目迁移到AWS上。所以他们预备了一个很具体的预算,描绘了迁移到AWS所需的费用并展现给了办理者。当他们看到这将会将咱们的运维本钱削减到一半的时分就欣然同意了这个计划。所以,在波兰团队的协助下,咱们可以在脱离对TechOps团队依靠的情况下平等程度的完结咱们的作业。终究,在决议开端Scrum之后的四个月时,总算完成了每两周一个发布的方针。

结语

假如你想变得灵敏,只选用相似Scrum这样的开发结构是不行的,你有必要改动思想方法,而且办理者也有必要改动寻求“满有把握”的观念。公司有必要承当让团队变得跨范畴且更自主所带来危险。假如在办理者和职工之间没有这样的信赖,那么想完成灵敏开发就会变得更杂乱。

咱们很走运有一个思想敞开的办理团队,让咱们担任整个开发进程也愿为此承当危险。假如你也相同走运,不要再等了,从速全面担任你的项目吧,你不会为这个决议懊悔的。

灵敏思想和Scrum哪个是第一位?当然是灵敏思想啦。

英文原文: What came first, Agile or Scrum?

Most compani落魄万梓良现在出场费es that decide to go Agile, end up using Scrum as the highway to agility.吉祥金刚 They think that doing a Scrum process in most of their teams will give them all the benefits of being an agile company. Sadly, this usually ends up in nothing else than disappointment. The main problem is that companies should think the other way around. Before s海报网tart doing Scru觞m, they must be sure that they are willing to adopt the agile尉迟恭 mindset. You can DO Scrum, but first you must BE agile.

地图我国

Scrum should solve our problems, shouldn't it?

On a previous job I had in Berlin, our team had a smooth process but little autonomy. We were dependant on different teams and that was reducing our capacity. Sops是什么意思 we thought that doing Scrum we were going to become agile and this problems were going to disappear.

We started doing Scrum incrementall哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉y and star怪物ted by doing a daily standup meeting. Later on, we decided to time-box our iterations to two weeks. So we decided that every two weeks, we should 小满have a new release. And here is where problems arrived. Dependencies with other teams made our Scrum process a disaster. Besides we had our software ready 2 or 3欧姆龙 days before the end of the sprint, there was never enough time for the QA team to approve our release哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉 and for the TechOps team to deploy it. So instead of releasing every 2 weeks, we were still releasing every 45 days or more. The only thing that Scrum did to our process was introducing a bunch of meetings which lost their sen微信红包群se very quickly.

Developer?It doesn't mean you can't test

So the first step was trying to get rid of the QA team dependency. And the way we decided as a team to solve it was by asking the company for a TDDtraining. We thought that by incrementing ouwwwwwwr test coverage and presenting it nicely to management they would be convinced that we could do the QA job. After this we started h哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉aving releases with 80% test coverage, and we were happy doing it. We felt that ownership of the project started to become ours. We convinced management that we could do the development and also the testing. The only thing the QA team should do was checking the c广ontinuous integration platform before every release and confirm that everything was green there.

This improved our process by releasing every 20-30 days. Still far from the two weeks cycle we pretended when we decided to do Scrum. The company was growing a lot and there were many 哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉new projects, but not many new TechOps engineers, so they had no time to handle everything for everybody.

Poland to the rescue!

It was during this time, that the leadership of our project was moved from Amsterdam to ?ód?(Poland). The new management had already a few years working with Scrum, and they knew that in order to improve our performance we needed to remove any dependencies with external teams.

Our new team members had already more than 1 year being fully responsible for their product, from development to deployment. Before that, they had the same issues we had. So their smart move was to create a plan to move their project to Amazon's cloud (AWS). So they prepared a垫下巴 detailed budget report of how much would it cost to host all their environments in AWS and presented it to management. And when management saw that the numbers would reduce operations cost by the half, guess what? Approved! So with the 哑巴新娘,第一次写给触摸灵敏开发的pm们,修眉polish team help, we could do the same thing and finally removed our dependency with TechOps. And around 4 months after deciding to do Scrum, we achieved our “one release every two weeks” goal.

The Learning

If you want to become agile, it's not enough to just use an agile framework like Scrum.百萃春 You MUST change your mind and management MUST change their “failure safe简筑翎”way of thinking. The company must take the risk of letting teams to be multidisciplinary and self-organised. If there is no trust between management and employees, becoming agile gets very complicated.

We were lucky to have an open minded management team which decided to take the risk and let us be fully responsible for the whole development process. So if you have the same luck, don't waste your time and take full ownership of your project, you'll never regret that decision.

What came first then, Agile of Scrum? Agile for sure.

本文作者Mauricio Payetta是点融网首席软件开发工程师,原Lending Club工程师,关于灵敏开发有着深化的研讨。翻译水平有限,假如有不精确的地方请我们纠正。

本文由 @Mauricio Payetta 原创发布于人人都是产品司理 ,未经许可,制止转载。

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