scrum敏捷开发-uperform scrummaster training-项目成功率统计

BillCoreScrum敏 BillUPerformYourAgileandProjectPerformanceWarmUPerformYourAgileandProjectPerformanceQuestionParkingUPerformYourAgileandProjectPerformanceBillLi UPerformYourAgileandProjectPerformanceProjectSuccess

ChaosReportTheStandishUPerformYourAgileandProjectPerformanceUPerformYourAgileandProjectPerformanceZimmermanmodifiedStacey /edgeware/archive/think/mainaides3.htmlStacey,R.D.(2001)ResponsiveProcessesinOrganisa/ons:LearningandKnowledge UPerformYourAgileandProjectPerformanceTwodifferentwayswetrytoresolveDefinedvs.EmpiricalCommandandControlPlanindetailsEnforcetheplan“Control” “控制”

LearnaswegoChangehappens •EmbracechangeInspect pt“Whentheprocessistoocomplicatedfortheapproach,theempiricalapproachistheappropriate-‐ProcessDynamics,Modeling,andOgunnaike&Ray,OxfordUniversityPress,UPerformYourAgileandProjectPerformanceWhatisAgileIt’sNOTaprocess,orUPerformYourAgileandProjectPerformanceValues(Agile价值观（敏 IndividualsandinteractionsoverprocessesandWorkingsoftwareover CustomercollaborationovercontractRespondingtochangeoverfollowinga UPerformYourAgileandProjectPerformanceAgileOurhighestpriorityistosatisfythecustomerthroughearlyandcontinuousdeliverofvaluable echangingrequirements,evenlateindevelopment.Agileprocessesharnesschangeforthecustomer’scompetitiveadvantage.Deliveryworkingsoftwarefrequently,fromacoupleofweekstoacoupleofmonths,withpreferencetotheshorterBusinesspeopleanddevelopersmustworktogetherdailythroughouttheBuildprojectsaroundmotivatedindividuals.Givethemtheenvironmentandsupporttheyneed,andtrustthemtogetthejobdone.Themostefficientandeffectivemethodofconveyinginformationtoandwithinadevelopmentisface-to-faceWorkingsoftwareistheprimarymeasureofAgileprocessespromotesustainabledevelopment.Thesponsors,developers,andusersshouldbeabletomaintainaconstantpaceindefini ContinuousattentiontotechnicalexcellenceandgooddesignenhancesSimplicity–theart izingtheamountofworknotdone–isThebestarchitectures,requirements,anddesignsemergefromself-organizingAtregularintervals,theteamreflectsonhowto emoreeffective,thentunesandadjustsitbehavioraccordingly.UPerformYourAgileandProjectPerformance 在团 UPerformYourAgileandProjectPerformanceUPerformYourAgileandProjectPerformanceAgileisaState从产出来看(fromdelivery UPerformYourAgileandProjectPerformanceClassProject课程项 onPaper”orothersimilar onPaper”,或者你找到的其他类似工具UPerformYourAgileandProjectPerformanceScrum(the UPerformYourAgileandProjectPerformanceScrumisanagileprocessthatallowsustofocusondeliveringthehighestbusinessvalueintheshortestEmeItisiteraEveandUPerformYourAgileandProjectPerformanceREADY?UPerformYourAgileandProjectPerformanceScrumisaFrameworkScrum3ScrumRoles,角Product5ScrumEvents,事SprintDailySprintSprint

3ScrumArtifacts,资ProductSprintUPerformYourAgileandProjectPerformanceCourage,Openness,Focus,Commitment,UPerformYourAgileandProjectPerformance :石头的寓言（采 (TheParableofStones)bySteveJobsScrumRoles,ProductDevelopment

ScrumArtifactsProductSprintScrumEventsSprintDailySprintSprint

ScrumValues,价值UPerformYourAgileandProjectPerformanceTheDevelopmentTeam-59 59人(7Allskillsetindifferentfunc/onalareas;Differentmaturitylevels;“T TMembershipchangesonlybetweensprintssprintsNomanagementtle;Teamdecideshowtowork;WholeteamaccountabilityTeamtakesmostofthemicromanagementwork;

UPerformYourAgileandProjectPerformanceTheDevelopmentTeam-DeliverProductIncrementsResponsibleforHOW&qualityofdelivery对“怎样做”和交付质ParEcipateinSprintevents参与SprintManageSprintbacklogandtracktheprogress管理Sprint Figureoutthebestwaytoworktogetherasateam找到团队内CollaboratewithotherteamsandparEes与其他团队及相关MakeconEnuousselfimprovementsUPerformYourAgileandProjectPerformanceTheProductOwnerCharacteristicsProductOwner-特征 playingtherole;一”AuthorizedtomakedecisionsonWHAT;被授与产品（“Drivesproductsuccess;驱动产 成Provideleadershiponproduct; RepresentprojecttothestakeholdersRepresentstakeholderstotheteam;Collaborateswitheveryone;UPerformYourAgileandProjectPerformanceTheProductOwnerMissionTheProductOwner-使命CreatestheProductVision;建立产品Startwith“Why”;从“为什么”Definesthefeatureoftheproduct(the“What”);定义产品功能（“做什么ResponsibleforReturnofInvestment(ROI);负责最大化投资品Backlog排定顺序／优先DecidesonReleasedateandcontent;决定版本发布日期和AdjustProductBacklog/priorityaccordingtothefeedback;根据反馈调整产品或优Par/cipatesinSprintevents参与SprintAccept/rejectworkresults;接受或退回工作UPerformYourAgileandProjectPerformanceTheScrumMasterCharacteristicsTheScrumMaster-特征Representsprojecttothemanagement;面向管理层代表团Representsmanagementtotheteam面向团队代表管理NotatradiEonalprojectmanagerorteammanager;不是一个传统的项目经或团队经NomanagementEtleCANNOTmakedecisionsonbehalfoftheteam;没有管头衔不代表团队做出决Isaservantleader;是一个仆人式 的‘牧羊犬Coachingtheteamratherthanbeingaplayer更像一ChangeagentofteamandorganizaEon团队和组织谋求变化GoodtechniquesonfacilitaEonetc.;具备良好的引导等技Listens ore UPerformYourAgileandProjectPerformanceTheScrumMasterMissionTheScrumMaster-使命ResponsibleforenacEngScrumvaluesprinciplesandrulesRemoveimpedimentsServestheProductOwnerandteam;为POHelptodeveloptheteam;Protectstheteam; collaboraEon/producEvityWorktoimproveeffecEvenessofScrumintheorganizaEon想办UPerformYourAgileandProjectPerformanceScrumMasterCommonFocusedAreasScrumMaster的关注领域CeremoniesandMeeEngs议TeamFacilitaEonLearning&TeamDevelopment学习ProductOwnerandBacklogsteam,uppermanagement...)

ProcessCoachingPerformanceCoachingUPerformYourAgileandProjectPerformanceTheScrumMasterasaTeamCoach-CoreCompetences FacilitaEngSkills;TeachingSkills;MentoringSkills;CoachingSkills;UPerformYourAgileandProjectPerformanceScrumMaster开放心态，积极探索，愿意和帮助他人。经历过或至少了解组织政治生DifferentScrumrolesi eteamUPerformYourAgileandProjectPerformanceScrumRolesProductDevelopment

ScrumArtifactsProductSprintScrumEvents,SprintDailySprintSprint

ScrumValues,价值UPerformYourAgileandProjectPerformanceRequirementisallaboutUPerformYourAgileandProjectPerformanceCapturingRequirementsspecifications,Softwarerequirementsspecification(SRS),Use-cases,Features,UserStories,etc.WelikeUserUPerformYourAgileandProjectPerformanceUser（卡片，交流，确认UPerformYourAgileandProjectPerformanceUserAsa[auserrole],Iwantto[ plisharesult],Sothat[businessvalue].作为［用户角色［实现一个结果因为

HowaboutStartConcisewrieendescripEonofapieceoffuncEonalityvaluedandverifiablebytheuser UPerformYourAgileandProjectPerformanceExerciseCreateCreateatleast10userstoriestheClassProject为课程项目创建至少10个用户故(RememberTake10minuteswithyourteamtowritedownandposttheUserUPerformYourAgileandProjectPerformanceINVESTIndependent独立的Negotiable可商议 有价 UPerformYourAgileandProjectPerformanceTraditionalvs.AgileHorizontalvs.Vertical传统vs.敏捷横切vsUPerformYourAgileandProjectPerformanceProductBacklog产品aIwa

aIwa

aIwaa[soIwAsaa[soIwanttofilejobsothatapplicantscanseejUPerformYourAgileandProjectPerformanceUPerformYourAgileandProjectPerformanceProductBacklog产品Adynamiclistoffunc/onalitytheproductmightAndotherworkprovidingvaluetotheAhealthyproductbacklogmustbeDetailed Opentoallbut ygroomedbythePO对所有人开放但最终由FocusonWHATbringsusersthebiggestvalue关注于“什么“带给用户大的价ThebestProductOwnerstartswithWHY最优秀的PO从“为什么”开UPerformYourAgileandProjectPerformanceProductBacklog产品BacklogitemEstimateAllowaguesttomakeareservation3AsaguestIwanttocancelareservation5Asaguest,Iwanttochangethedatesofareservation3Asahoemployee,IcanrunRevPARreports(revenue-per-available-room)酒店雇员可以生成RevPAR报表8UPerformYourAgileandProjectPerformanceExamplesUPerformYourAgileandProjectPerformanceExerciseWhattypesofitemsmightbeincludedintheProductUPerformYourAgileandProjectPerformanceUserNotallUserStoriesarecreated创建用户故事时可能大小不AsarecruiterIwanttousetherecruitingwebsitetofindcandidatesforopenpositions.AsarecruiterIAsarecruiterIwanttousetherecruitingwebsitetofindcandidatesforopenpositions.AsarecruiterIwanttobeabletoviewtheresumesofpeoplewhohaverespondedtoajobAsAsarecruiterIwanttobeabletocreateajobposting.AsarecruiterIwanttobeabletosearchthedatabaseforcandidatesbyskill.UPerAsarecruiterIwanttobeabletosearchthedatabaseforcandidatesbyskill.UserStoriesPriorityHighPriority

ImplementableUserStoryImplementableUserImplementableUserStoryImplementableUserStoryImplementableUserStoryImplementableUserStoryLargeUserLargeUserLargeUser} Sprint}Mediumgraineding}Coursegrained}DistantLow

UPerformYourAgileandProjectPerformanceAsawebIwanttosigninthesystem,sothatIcanaccessthelandingpage作为网页用户 登陆

IfIenterthecorrectIshouldlogintothelandingpage时

Ifmypasswordisnotcorrect,IshouldbenotifiedsothatIcantryagain. 不正确时Ifmyusernameformatisnotcorrect,Ishouldbenotifiedwithoutpagebeing当用户名格式不对时

IfIenteredincorrectpassword3times,asecondsign-inverificationshouldbe 错误3次时...二UPerformYourAgileandProjectPerformanceesAsawebIwanttosigninthesothatIcanaccesslanding AsawebIwanttoentermycredentialonawebUI,

AsawebIwanttobenotifiedmycredential I If I

no IfIenteredpassword3times,secondsign-inverificationshouldbe

sothatmyaccesstothesystemcanbeacceptedorrejected AsawebIwanttobenotifiediftheformatofmyinputisincorrect,sothatIdon’tneedto作为网页用户

passIcanre-entermy作为网页用户 AsawebIwanttocondu verificationaftermultipleattemptsoffailedsothatIcanensure作为网页用户 UPerformYourAgileandProjectPerformanceBreakDownRequirements UserRoles从用户角色细 UserOperations从用户操作细 DataObjects从数据细 WorkFlows从工作流程细 BusinessLogics从业务逻辑细 plicatedScenariosorRules从简单／复杂情景或规则细 Functional -Functional从功能性及非功能性细 Essential,Flexibility, 从必要性、灵活性、全性……细UPerformYourAgileandProjectPerformancePrioritizationUPerformYourAgileandProjectPerformanceDefinitionofReadyUPerformYourAgileandProjectPerformanceProductBacklog产品BacklogPurposeWhentodo什么时候做WhotodoMax10oftotalSprintefforts最多花10％的SprintUPerformYourAgileandProjectPerformanceSprintExtensionandsubsetoftheproduct产品Backlog的延伸和子ThesetofworktoachievetheSprint为实现Sprint目标所要完成的工作JIT(JustInTime)designin涵盖‘恰到好处’的设将大块的工作分解为更小的单元(PBIStarttofocuseson‘HOW’teamisgoingtogettheworkdoneanddeliverthevalue e开始关注于“怎么做”的问题：如何在一个sprint内完成工作以交OwnedbytheDevelopment被开发团队拥Teamselectsitemsfromtheproductbacklogtheycancommittocomple/ngandcreatesthesprintbacklog团队从productbacklog中选取他们可以承诺完成的项目并创建sprintCollabora/vely,notdonealonebythe协作完成，不是由ScrumMasterAvisibletoolfortheteamtomanageitselfduringthe一个可视化的工具让团队在 自我管UPerformYourAgileandProjectPerformanceManagingSprintBacklogTaskboardisacommonvisibletooltomanagesprint posesPBIto团队一起将PBI分解为TeamdecidesSBI合适的SBI颗粒Workisnot没有一个人主导任务的分Signupfornewworkaheroneworkis完成一项任务才认领另外一项任BasedonpriorityandtrytoreachfullyDONEona按照优先级，努力使一个PBI尽早完全完

SSTeamtracksremainingworkoftheSprint,团队每 Anyteammembercanadd,deleteorchangethesprintbacklogitem(SBI)(taskWork(taskitems)forthesprintmayUPerformYourAgileandProjectPerformance©ScottAdams,Inc./Dist.byUFS,UPerformYourAgileandProjectPerformancePotentiallyShippableProductIncrement潜在可交付产品增UPerformYourAgileandProjectPerformanceThesumofalltheProductBacklogitemscompletedduringaSprintandallpreviousSprints当前Sprint以及所有已完成Sprint内，已完成的ProductBacklog项的和PotenEallyshippableandmeettheDefiniEonof潜在可交付，并符合完成的定MustbeinuseablecondiEonregardlesswhethertheProductdecidestorelease必须是可用的产品，不管PO是否决定对外发UPerformYourAgileandProjectPerformanceDefinitionofDone UPerformYourAgileandProjectPerformanceSprintBurndownSprintRepresenttheamountofworkremaining，度量SprintDifferentapproachestocreaEngburndownchartsEsEmatedremainingeffortsTracking Possible

Possible

thisvelocityfornextUPerformYourAgileandProjectPerformanceVisibletotheworld，对全世界可UpdateinrealEme，随时更RepresentsthecurrentprogresstowardtheSprint直观展示Sprint目标完成的进Workvisibilitymanagementtoolfortheteam,团队工作可视化管理的具UPerformYourAgileandProjectPerformanceReleaseBurndown&发布（版本）fromfrom UPerformYourAgileandProjectPerformance:TheIDEO ：IDEOPleaseobservehowtheyenactthe5Scrumvalues,andtheproject’sprocessandothercharacteristics,andtheteam’sworkingagreementetc.)UPerformYourAgileandProjectPerformanceAgileUPerformYourAgileandProjectPerformanceEstimating-Hoursvs.Storynumberwitha‘unit’,likeMD/Hours,LineofCodenumberWITHOUTaunit:numberoftimeswecompareoneagainstUPerformYourAgileandProjectPerformancePlanningUPerformYourAgileandProjectPerformanceExerciseUseUseRelativeEstimationtomeasuretheeffortweanimalsusingLegoLadybug,Frog,Chicken,Cat,Dog,TigerandUPerformYourAgileandProjectPerformanceProductBacklogExerciseProductBacklogPlayPlayplanningpokertoestimatetheeffortrequiredtoimplementyourProductBacklogitems UPerformYourAgileandProjectPerformanceVelocity ‘UPerformYourAgileandProjectPerformanceProjectManagementTriangleFixed固 ValueWorkingSoftwareQualityPlan UPerformYourAgileandProjectPerformancevs.vs.Plansarenothing;planningiseverything–DwightD. UPerformYourAgileandProjectPerformancePlanningProductBacklogprioritizedbyProductProductOwner为ProductBacklogStoriesareestimatedbyJust-in-time刚刚好（不多不少PlanningonionUPerformYourAgileandProjectPerformanceReleaseUPerformYourAgileandProjectPerformanceReleaseInScrumreleaseplanningisasimplemathgameTotal#ofStoryPointsLowHighHowmanySprintswillbeneededtodeliverallUserWhataboutFixedTimeUPerformYourAgileandProjectPerformance多阶段发布计划 式：使用故事图谱（StoryEpic Epic2 Epic3 Sprint版本

Theme Theme2 Theme3 Theme4 SSS

Theme

Theme

Theme SS

S

SprintS S SSSSS版本

Sprint

ScrumRoles,ProductDevelopment

ScrumArtifactsProductSprintScrumEvents事SprintDailySprintSprint

UPerformYourAgileandProjectPerformanceScrumprojectsmakeprogressinaseriesofScrum项目由一系列“sprint”组ogoustoExtremeProgrammingTypicalduraEonis2–4weeksoracalendarmonthatmost,oreven通常2－4周，最多一个月的日历时间,或者更AconstantduraEonleadstoabeeer通常是定长的，有利于产生更好的交付节只有当时间盒到期时，Sprint结ProductisdevelopedaccordingtoDoDwithina根据DoD定义，全部相关工作在sprint内完UPerformYourAgileandProjectPerformanceChangeNottochangeSprintGoal;不去改变Sprint的目NottochangeSprintlengthduringaSprint;不改变当前运行中Sprint的长UPerformYourAgileandProjectPerformanceCaseOneoftheteammemberscomestotheScrumMaster lshimthattheProductOwnerjustaskedhertoaddanProductBacklogitemtothecurrentSprint.Rightnow,theteamisathirdofthewaythroughthe一个团队成员跑来找ScrumMaster，ProductOwner刚要求他在当前Sprint里增加一个ProductBacklog项。现在UPerformYourAgileandProjectPerformanceCanaSprintbeSprint可以被中止吗可ProductOwnercancanceltheSprintifcircumstancesTeamcandiscusswithProductOwnertoseehowhandle,iftheyareunable plishGobacktoSprintplanning‐anyundoneworkperformedbeputbacktoProduct重新做Sprint计划－所有还未完成的工作放回产品Veryrarely罕有发生UPerformYourAgileandProjectPerformanceExerciseIstheresuchathingasan ysis”SprintwhererequirementspulledIstheresuchathingasa“testing”Istheresuchathingasa“stabilization”SprintandwhatshouldbewithIfaprojectrequiresalotofinfrastructureandarchitectureworkthatwilltakeeightweekstocomplete,shouldthefirstSprintbeeightweekslong?Isthearchitectureanadequatedeliverable?Take5minuteswithyourteamtoUPerformYourAgileandProjectPerformanceClassProject课程项ScrumSimulationStarts!模拟正式开UPerformYourAgileandProjectPerformanceBeforefirst第一个Sprint开始Whatisyourteam’sWorkingAgreement,alsoyoumayincludeyourtoolsandprocessyouwilluse?你的团队的工作约定协议是什么?并可以讨论确定 PerformBacklogRefinementUsingDoRACHowtoDemo)进行一次Backlog（DoR/验收标准怎样演示）WhatisyourSprint’sDoD?你的SprintUPerformYourAgileandProjectPerformanceSprintPlanningPartDefineDefinetheSprintSelecttheProductBacklogItemstheteamcancommittocomple@ng

PartDecidehowtoachievetheSprintGoalCreatetheSprintDecidehowtoachievetheSprintGoalCreatetheSprintSprintSprintProductUPerformYourAgileandProjectPerformanceSprintPlanningPart参与者:ProductOwner/Development输入HealthyProductBacklog健康的产品输入:Latest 版本的增输入Capacity/VelocityoftheDevelopmentTeamofthisSprint团队这Sprint的产能／速输出SelectedProductBacklogItemsrepresenEngtheSpringGoal代表Part参与者:DevelopmentTeam/[Product输出: howtomeettheSprintGoal(SprintBacklog)如何实Sprint目标的工作计划(Sprint输出MutualagreementontheSprintGoal大家对Sprint目标形成共UPerformYourAgileandProjectPerformanceDailySameEmesameplace,参与者DevelopmentTeamScrumMasterProduct

ThankstoDanielTengfortheInspect&adaptonSprintprogressforSprintGoal,为达致Sprint划NotforspecificproblemdiscussionandsolvingOtherpeoplecanbeinvitedtoobserveOnlyteammembers,ScrumMaster,ProductOwner,canHelpsavoidotherunnecessaryUPerformYourAgileandProjectPerformance3Questions3WhatdidIgetDONE昨天我完成了什么WhatwillIgetDONE今天我要完成什么Arethereanyimpedimentsslowing/blockingmy有什 影 进度吗ThisisNOTstatusfortheScrumMaster,itisbroadcastinfrontofpeersfor不是向ScrumMaster汇报状态，而是向所有组员的广播，属于自管理一部ManytemswillconcludetheDailyScrumbytakealooktogetheronare ngasawhole,sofar,toachievethisSprint’sGoal?很多团队会在每日Scrum例会结束前一起看一下：团队到目前为止，实现当前Sprint的目标，整体上情况如

YourAgileandProjectPerformanceExerciseScenario1:No-show members:It’s9:05,andyourdailyScrumMeetingwassupposedtobeginat9:00,buttheScrumMasterisano-show.Whatshouldtheteamdo? Scenario2WhatTimeIsIt?YouaretheScrumMaster,ateammemberrepeatedlyarriveslatetothedailyScrum,sayingthatherclockindicatesshe’sontime.Ontopofthat,indefianceshewon’tpaythelatefee. Take5minutestodiscusswithyourteamhowyouwouldThankstoPeterBorsellaforthis

UPerformYourAgileandProjectPerformanceSprintSprintInspect&adaptontheProductandProductBacklogTeampresentswhat plishedduringtheTypicallytakestheformofademoofnewfeaturesorunderlyingarchitecture,obtainfeedbackanddiscussonfutureadjustment整NoWholeScrumteamAllstakeholdersandinterestedpar/esare UPerformYourAgileandProjectPerformanceSprintInspect&adaptonhowwework,对我们如何工作进行检视和调,Timebox:3hoursmaxfor1monthSprint时间盒：1个月的Sprint最长小OtherinterestedparEes eby欢迎其他 的受Onepopularformat3QuesEonformat，一个流行的形式：三个问 输出:ImprovementAcEonPlanfornextSprint下一个Sprint的改进行计UPerformYourAgileandProjectPerformanceSprintDiscussion:Discussion:ImproveonUPerformYourAgileandProjectPerformanceCourage,Openness,Focus,Commitment,UPerformYourAgileandProjectPerformanceScalingTypicalteamis7±2典型团队是72组ScalabilitycomesfromteamsofteamsScrum的扩展性－以组代人Scrumoriginatedona 于一个超过500人的项ScalingPO,PO的扩ScalingProductBacklog,产品Backlog的扩ScalingtheIncrement,产品增量的扩UPerformYourAgileandProjectPerformanceScrumofScrumsUPerformYourAgileandProjectPerformanceScalingAgile community/(FromHenrikKnibergandCommitmentsWorkIndependencyRepresentativesOnlineandOfflineCommunications离线工 CompressedCommunicationRhythmandDisciplineQuality敏捷质量文满意(AgilePrinciples(AgilePrinciples#9)童子军原 Boy-Scout破窗原理Broken-Window《黄帝内经.素问》论医AncientChinesestatementmedicalUPerformYourAgileandProjectPerformanceAgiletestingmind-PreventionoverinspectiontoachievequalityTestasearlieraspossibleWholeteamapproachAutomationinsteadmanualAgileProjectUPerformYourAgileandProjectPerformanceThe3legsofempirical试验性过程的3个支TransparencyInspecEonAdaptaEonUPerformYourAgileandProjectPerformanceExerciseHowHowmanyPDCAcyclesyoucanfindineveryUPerformYourAgileandProjectPerformanceScrumAllianceCertifications Foundation-

Guide-UPerformYourAgileandProjectPerformanceUPerformYourAgileandProjectPerformance可 我们定期更新的列单 ScrumMasterChecklistbyMichaelJames（有中文版ScrumChecklistbyHenrikKniberg（有中文版UPerformYourAgileandProjectPerformanceOtherFollowingContentforFurther以下内容供进一步参UPerformYourAgileandProjectPerformanceTestingAgileprocessesplaceverystrongemphasisonqualityandverificaEonQuality,andtesEng,startswithrequirements–Lookatthe“T”inINEST中的AnacEvityisnevercompleteunlessthereisatestforUPerformYourAgileandProjectPerformanceCreatetests,thencreateworktopassthe先创建测试，再添加开发工作以通过测验收测试驱动开测试驱动开Testsguideandconstrainworkandprovideasafetynetfor测试指导、约束工作，是未来开发的安全Noworkshouldbedoneifthereisnotesttovalidate没有测试验证，没有工作可以“完成Testsimplyanddrivedesign–testingisalsoadesignUPerformYourAgileandProjectPerformanceBenefitsVeryhigh(perfect)testcoverage100passrates，100HighqualityTheabilitytomoveveryquicklyBetterdesignConfidencetorefactorLowaccumulationofTechnicalDebtUPerformYourAgileandProjectPerformanceSelf-organizedPleaseallowittohappen！UPerformYourAgileandProjectPerformance ，不干扰，观察，支持，创造环境。先要不管！（Leadingnot 忍受错误及阵痛学习 把问题带给团 培养积极主动的行动文化。问一下每一位员工你为什么来这里工 从招聘开始，寻 的人,愿意不断学习，对本公司及技术充满热情，充满好奇心愿意做不同事情的 打造多面手或专才多用，实现任务分配的拉动系统（按优先级别 团队共同对目标作出承诺，从实现目标获得成就 没有个 ，只有团 简单的可视的，即时更新的工 充分利用团 互相汇报机制，如计划会议及每日例会全体参 成员并置坐在一 多做结 简单的团队约定规则，包括DoD 不断的审视团队有没有 引导团队充分利用回顾会议来做持续改 避 经常更UPerformYourAgileandProjectPerformance清晰了解我们 的原生产力提高质频密交付可用软件深度协自管理（团队工作协议跨职能发保持信息可见性和透明UPerformYourAgileandProjectPerformance 不是传统的项目经为团队工作 力管理层的代表；团队的具有牧羊犬的特与旧思维战传统瀑布式方法对命令与控制的幻相不透明性的时非常难当，但超级重不是任何人都可以UPerformYourAgileandProjectPerformanceScrumMasterScrumMaster好的建导者一个向导，不 者(atrue开放思维，愿意改变(Thinkoutsidethe如果有技术的经验更懂得处关注工作本身，而非职一个鼓舞 聆 使 式的提 使用有力的提问（Powerful不管好消息或者坏消息都能面对管理关键处坚持，其他处自由宽当为团队战斗时很UPerformYourAgileandProjectPerformanceScrumMasterResponsibilitiesScrumMaster责任Removesimpediments移 ontheRulesofScrum指导团队使用SupportstheTeam支持和服务团Assis