2021-05-19敏捷发布火车

2021-05-19敏捷发布⽕车译者：单冰从事项⽬管理⼗⼏年，先后管理传统型项⽬团队及敏捷创新型团队。负责京东AI事业部敏捷创新、团队⼯程效率改进及敏捷教练⼯作。曾经负责⼿机端京东App项⽬管理⼯作5年，带领千⼈团队实施敏捷转型⼯作，版本发布从2个⽉提升为2周版本。⼤型互联⽹企业敏捷项⽬管理实战经验丰富，擅长团队创新、敏捷转型、系统化思维、Scrum⽅法、KANBAN⽅法等。敏捷之旅北京站组织者，参与敏捷⼤会分享活动，敏捷之旅讲师，2018Tid⼤会讲师，2018全球技术周讲师。参与翻译SAFe案例及《SAFe4.5参考指南》。专业认证：CSP-SM、A-CSM、CSM、LeSS、SAFe4.5认证SA、管理3.0认证、PMP。正⽂Themorealignmentyouhave,themoreautonomyyoucangrant.Theoneenablestheother.—StephenBungay,AuthorandStrategyConsultant更多的⼀致性，能给予更多的动。⼆者相互使能。——史蒂芬·邦吉，作家和战略顾问敏捷发布⽕车AgileReleaseTrainTheAgileReleaseTrain(ART)isalong-livedteamofAgileteams,which,alongwithotherstakeholders,incrementallydevelops,delivers,andwhereapplicableoperates,oneormoresolutionsinavaluestream.敏捷发布⽕车(ART)是⼀个由敏捷团队组成的长期团队，它与⼲系⼈⼀起，增量开发、交付，适⽤的情况下运营，在价值流中实现⼀个或多个解决⽅案。详情DetailsAgileReleaseTrainsalignteamstoacommonbusinessandtechnologymission.Eachisavirtualorganization(typically50–125people)thatplans,commits,developsanddeploystogether.ARTsareorganizedaroundtheenterprise’ssignificantValueStreamsandexistsolelytorealizethepromiseofthatvaluebybuildingSolutionsthatdeliverbenefittotheenduser.敏捷发布⽕车将团队的共同业务任务与技术任务对齐起来。每个虚拟的组织(通常有50-125⼈)，他们⼀起做计划、⼀起提交代码、⼀起开发和部署。敏捷发布⽕车是围绕企业的重要价值流组织起来的，它的存在是为了通过构建实现解决⽅案来实现对价值的承诺，从⽽为最终⽤户带来利益。ARTsarecross-functionalandhaveallthecapabilities—software,hardware,firmware,andother—neededtodefine,implement,test,deploy,release,andwhereapplicable,operatesolutions.AnARTdeliversacontinuousflowofvalue,asshowninFigure1.敏捷发布⽕车组成是跨职能的团队，具有定义、实现、测试、部署、发布和操作解决⽅案所需的所有能⼒(包括：软件、硬件、固件等能⼒)。敏捷发布⽕车交付的是⼀个持续的价值流，如图1所⽰。ARTsoperateonasetofcommonprinciples:Thescheduleisfixed–Thetraindepartsthestationonaknown,reliableschedule,asdeterminedbythechosenPIcadence.IfaFeaturemissesatimeddeparture,itcancatchthenextone.Anewsystemincrementeverytwoweeks–Eachtraindeliversanewsystemincrementeverytwoweeks.TheSystemDemoprovidesamechanismforevaluatingtheworkingsystem,whichisanintegratedincrementfromalltheteams.ThePItimeboxisfixed–AllteamsonthetrainaresynchronizedtothesamePIlength(typically8–12weeks)andhavecommoniterationstart/enddatesandduration.Thetrainhasaknownvelocity–Eachtraincanreliablyestimatehowmuchcargo(newfeatures)canbedeliveredinaPI.AgileTeams–AgileTeamsembracethe‘AgileManifesto’andtheSAFevaluesandprinciples.TheyapplyScrum,ExtremeProgramming(XP),Kanban,andotherBuilt-InQualitypractices.Dedicatedpeople–MostpeopleneededbytheARTarededicatedfulltimetothetrain,regardlessoftheirfunctionalreportingstructure.Face-to-facePIPlanning–TheARTplansitsworkatperiodic,largelyface-to-facePIPlanningevents.InnovationandPlanning(IP)–IPiterationsprovideaguardband(buffer)forestimatingandadedicatedtimeforPIplanning,innovation,continuingeducation,andinfrastructurework.InspectandAdapt(I&A)–AnI&AeventisheldattheendofeveryPI.Thecurrentstateofthesolutionisdemonstratedandevaluated.Teamsandmanagementthenidentifyimprovementbacklogitemsviaastructured,problem-solvingworkshop.DeveloponCadence.ReleaseonDemand–ARTsapplycadenceandsynchronizationtohelpmanagetheinherentvariabilityofresearchanddevelopment.However,releasingistypicallydecoupledfromthedevelopmentcadence.ARTscanreleaseasolution,orelementsofasolution,atanytime,subjecttogovernanceandreleasecriteria.敏捷发布⽕车是建⽴在⼀系列共同原则上的:时刻表是固定的——⽕车按照已知的、可靠的时刻表出站，由所选择的PI节奏决定。如果⼀个功能错过了当前固定的发布时间，它可以赶下⼀个发布时间发布。每两周产⽣⼀个系统增量——每两周每列⽕车交付⼀个系统增量。集成来⾃所有团队的增量并进⾏系统演⽰，这提供了⼯作系统的评估机制。PI的时间盒是固定的——敏捷发布⽕车上的所有团队都同步相同的PI长度(通常是8-12周)，并且有共同的迭代开始/结束⽇期和持续时间。列车的交付速度是已知的——每列⽕车可以可靠地估算有多少货物(新功能)可以在PI中交付。敏捷团队——敏捷团队尊崇“敏捷宣⾔”和SAFe的价值观和原则。团队采⽤Scrum、极限编程(XP)、KANBAN和其他内建质量等⽅法的敏捷实践。固定的团队——敏捷发布⽕车，需要⼤多数⼈都是全职投⼊到发布⽕车上，不管他们的职能汇报关系如何。⾯对⾯的做PI计划会议——敏捷发布⽕车的计划会是定期做的⼯作，主要是⾯对⾯的做PI计划会议这件事。创新和规划(IP-InnovationandPlanning)——迭代中的创新和规划为团队预估⼯作、开展定时的PI计划会、做创新、持续学习和基础架构建设提供了⼀个保护(缓冲)的条件。检查和调整(I&A-InspectandAdapt)——I&A活动在每⼀个PI的结尾进⾏。对解决⽅案的当前状态进⾏⽰和评估。团队和管理层通过⼀个结构化的并且解决问题的研讨会，来确定改进计划。按节奏开发，按需要发布——敏捷发布⽕车应⽤同步和节奏开发来帮助管理原本的易变的开发需求。然⽽，发布通常要与开发节奏解耦。通过规范发布标准，敏捷发布列车可以在任何时候发布解决⽅案或者⽅案中的某个元素。Additionally,inlargervaluestreams,multipleARTscollaboratetobuildlargersolutionsviaaSolutionTrain.SomeARTstakeholdersparticipateinSolutionTrainevents,includingtheSolutionDemoandPre-andPost-PIPlanning.此外，在更⼤的价值流中，多个敏捷发布⽕车协作构建更⼤的解决⽅案⽕车。有⼀些ART的⼲系⼈参与解决⽅案⽕车的活动（会议），包括解决⽅案⽰活动和PI计划会前后的计划活动。组织OrganizationARTsaretypicallyvirtualorganizationsthathaveallthepeopleneededtodefine,deliver,andoperatethesolution.Thisneworganizationbreaksdownthetraditionalfunctionalsilosthatmayexist,asshowninFigure2.敏捷发布⽕车是⼀个典型的虚拟组织，它拥有定义、交付和执⾏解决⽅案所需的所有⼈员。这个新的组织打破了之前可能会存在的传统职能筒仓现象，如图2所⽰。Insuchafunctionalorganization,developersworkwithdevelopers,andtestersworkwithothertesters,architectsandsystemsengineersworkwitheachother,andoperationsworkbythemselves.Whiletherearereasonswhyorganizationshaveevolvedthatway,thevaluedoesn’tflowquickly,asitmustcrossallthesilos.Thedailyinvolvementofmanagersandprojectmanagersisnecessarytomovetheworkacross.Asaresult,progressisslow,andhandoffsanddelaysrule.在这样的全职能组织中，功能团队的开发⼈员与其他开发⼈员在⼀起⼯作，功能团队的测试⼈员与其他的测试⼈员⼀起⼯作，架构师和系统⼯程师也和他的团队在⼀起⼯作，⽽实际的⼯作由他们⾃⼰完成。虽然有⼀些原因可以解释为什么组织会以这种⽅式发展，但是这种情况下业务的价值不会很快速地流动，因为它必须跨越所有的竖井。⽇常参与⼯作的职能经理和项⽬经理穿插于各种⼯作之间也是必须的。因此，⼯作进展的过程会是缓慢的，并且信息传递和延迟也是很正常的。Instead,theARTappliessystemsthinking(SAFePrinciple#2)andbuildsacross-functionalorganizationthatisoptimizedtofacilitatetheflowofvaluefromideationthroughdeploymentandrelease,andintooperations,asFigure3illustrates.相反，敏捷发布⽕车应⽤了系统思考(SAFe原则#2)，并构建了⼀个跨职能的组织，该组织经过优化来促进价值流动，从想法到部署、发布，再应⽤于实践操作。如3所⽰。Together,thisfullycross-functionalorganization—whetherphysical(directorganizationalreporting)orvirtual(lineofreportingisunchanged)—haseveryoneandeverythingitneedstodefine,deliver,andoperatesolutions.Itisself-organizingandself-managing.Thiscreatesafarleanerorganization;onewheretraditionaldailytaskandprojectmanagementisnolongerrequired.Valueflowsmorequickly,withaminimumofoverhead.总之，这个完全跨职能的组织⽆论是物理的(直接的组织汇报关系)还是虚拟的(汇报线不变)——他们是进⾏定义、交付和运营解决⽅案所需的⼈和事。他们是⾃组织和⾃管理的。这样就产⽣了⼀个更精简的组织;不再需要传统的⽇常任务分配和项⽬管理。让价值流动得更快，开销最⼩。敏捷团队推动发布⽕车执⾏AgileTeamsPowertheTrainARTsincludetheteamsthatdefine,build,andtestfeaturesandcomponents,aswellasthosethatdeploy,release,andoperatethesolution.IndividualteamshaveachoiceofAgilepractices,basedprimarilyonScrum,XP,andKanban.Softwarequalitypracticesincludearchitecture&designquality,codequality,systemsquality,andreleasequalitypractices(seeBuilt-InQuality).Hardwarequalityissupportedbyexploratoryearlyiterations,frequentsystem-levelintegration,designverification,modeling,andSet-BasedDesign.Agilearchitecturesupportssoftwareandhardwarequality.敏捷发布⽕车包括定义、Scrum、XP和KANBAN。软件质量的实践包括架构和设计的质量、发、频繁的系统级集成、设计验证、建模和基于底层的设计⽀持硬件质量。敏捷架构系统⽀持软件和硬件质量。构建和测试特性或组件的团队，以及部署、发布和实施解决⽅案的团队。各个团队可以选择不同的敏捷实践，主要基于代码质量、系统质量和发布质量实践(参见内建质量)。早期的探索性迭代开EachAgileteamhasfivetoelevendedicatedindividualcontributors,coveringalltherolesnecessarytobuildaqualityincrementofvalueforaniteration.Teamscandeliversoftware,hardware,andanycombination.Andofcourse,AgileteamswithintheARTarethemselvescross-functional,asshowninFigure4.每个敏捷团队有5到11个专职⼈员全⼼投⼊，涵盖了所有构建迭代增值和内建质量所需要的所有⾓⾊。团队有能⼒交付软件、硬件和任意的组合。当然，敏捷团队在敏捷版本⽕车中本⾝就是跨职能的团队，如图4所⽰。CriticalTeamRoles(关键的团队⾓⾊)EachAgileteamhasdedicatedindividualcontributors,coveringalltherolesnecessarytobuildaqualityincrementofvalueforaniteration.MostSAFeteamsapplyaScrumXPandKanbanhybrid,withthethreeprimaryScrumroles:ScrumMaster–TheScrumMasteristheservantleaderfortheteam,facilitatingmeetings,fosteringAgilebehavior,removingimpediments,andmaintainingtheteam’sfocus.ProductOwner–TheProductOwnerownstheteambacklog,actsastheCustomerfordeveloperquestions,prioritizesthework,andcollaborateswithProductManagementtoplananddeliversolutions.DevelopmentTeam–TheDevelopmentTeamhasthreetoninededicatedindividualcontributors,coveringalltherolesnecessarytobuildaqualityincrementofvalueforaniteration.每个敏捷团队都有全职投⼊的员⼯，覆盖为每个迭代构建符合质量要求的价值增量所需的所有⾓⾊。⼤多数SAFe的团队采⽤ScrumXP和KANBAN的混合⽅法，三个Scrum⾓⾊:ScrrumumMMasteraster——ScrumMaster是团队的仆⼈式领导，引导会议，培养团队的敏捷⾏为习惯，为团队消除障碍，保持团队的专注，不受外界⼲扰。产品品负责⼈负责⼈——产品负责⼈掌握团队的待办事项列表，站在客户的⾓度处理开发⼈员提出的问题，负责确定⼯作优先级，并与产品管理层共同完成计划和交付的解决⽅案。开发发团团队队——开发团队有3到9个专职⼈员投⼊，涵盖了迭代创造有质量保证的价值增量所需的所有⾓⾊。CriticalProgramRoles(关键的项⽬⾓⾊)InadditiontotheAgileteams,thefollowingprogram-levelroleshelpensuresuccessfulexecutionoftheART:ReleaseTrainEngineer(RTE)isaservantleaderwhofacilitatesprogram-levelexecution,impedimentremoval,riskanddependencymanagement,andcontinuousimprovement.ProductManagementisresponsiblefor‘whatgetsbuilt,’asdefinedbytheVision,Roadmap,andnewFeaturesintheProgramBacklog.TheyworkwithcustomersandProductOwnerstounderstandandcommunicatetheirneeds,andalsoparticipateinSolutionvalidation.SystemArchitect/Engineerisanindividualorteamthatdefinestheoverallarchitectureofthesystem.TheyworkatalevelofabstractionabovetheteamsandcomponentsanddefineNonfunctionalRequirements(NFRs),majorsystemelements,subsystems,andinterfaces.BusinessOwnersarekeystakeholdersoftheARTandhaveultimateresponsibilityforthebusinessoutcomesofthetrain.Customersaretheultimatebuyersofthesolution.除了敏捷团队之外，下⾯的项⽬群级⾓⾊有助于成功的执⾏敏捷发布⽕车:发布⽕⽕车⼯程师(RTE)车⼯程师(RTE)作为仆⼈式领导，负责引导项⽬群级的执⾏、负责移除障碍、控制风险和解决依赖关系管理，以及持续改进。产品品管理者管理者负责“构建什么样的产品”，这是通过定义版本计划、产品路线图、在需求列表中定义新的特性功能⽽得到的。他们需要与客户、产品负责⼈⼀起理解和沟通需求，并参与验证解决⽅案。系统统架构师/⼯程师架构师/⼯程师是定义整体系统架构的某个⼈或团队。它们在团队和组件级别之上，并定义⾮功能性需求(NFRs)，包括主要的系统元、⼦系统和系统⼝。业务负负责⼈责⼈是敏捷发布⽕车的关⼲系⼈，对发布列车的业务结果负最终责任。客户是解决⽅案的最终的付款⽅。Inadditiontothesecriticalprogramroles,thefollowingfunctionsplayanessentialpartinARTsuccess:ASystemTeamtypicallyassistsinbuildingandmaintainingthedevelopment,continuousintegration,andtestenvironments.SharedServicesarespecialists—forexample,datasecurity,informationarchitects,databaseadministrators(DBAs)—thatarenecessaryforthesuccessofanARTbutcannotbededicatedtoaspecifictrain.除了这些关键的⾓⾊之外，以下功能团队在成功敏捷发布⽕车的⼯作中扮演着重要的⾓⾊:系统团团队队通常协助构建和维护开发、持续集成和测试环境。共享服服务务作作为为专专家家⾓⾓⾊⾊——例如，数据安全、信息架构师、数据库管理员(DBAs)——这是保证敏捷发布⽕车成功所必需的⾓⾊，但不能专门⽤于特定的⼀个发布⽕车。敏捷发布⽕车的定义DefinetheARTTheparametersandboundariesoftheART,aswellasitsstakeholders,andrelationstothevaluestreamscanbecapturedandsummarizedinthe‘ARTcanvas’,asFigure5shows.敏捷发布⽕车的参数和边界，以及它相关的⼲系⼈与价值流的关系可以在“敏捷发布⽕车画布”中获得并进⾏总结，如图5所⽰。开发节奏DeveloponCadenceARTsalsoaddressoneofthemostcommonproblemswithtraditionalAgiledevelopment:Teamsworkingonthesamesolutionoperateindependentlyandasynchronously.Thatmakesitextremelydifficulttointegratethefullsystemroutinely.Inotherwords,‘Theteamsaresprinting,butthesystemisn’t.’Thisincreasestheriskoflatediscoveryofissuesandproblems,asshowninFigure6.敏捷发布⽕车还解决了传统敏捷开发中最常见的⼀个问题：团队⼯作在同⼀个解决⽅案上时，通常是相互独⽴⽽且是异步的开发节奏，这样使常规的系统集成⼯作变得⾮常困难。换句话说，各团队都在做开发冲刺，但没有协调⼀致的系统。这样就会导致发现问题较晚，也增加了发现问题较晚带来的风险，如图6所⽰。Instead,theARTappliescadenceandsynchronizationtoassurethatthesystemissprintingasawhole,asshowninFigure7.相反，敏捷发布⽕车采⽤同步开发节奏来保证整个系统作为⼀个整体共同冲刺发布，如图7所⽰。Cadenceandsynchronizationassurethatthefocusisconstantlyontheevolutionandobjectiveassessmentofthefullsystem,ratherthanitsindividualelements.Thesystemdemo,whichoccursattheendoftheiteration,providestheobjectiveevidencethatthesystemissprinting.节奏和同步确保整个系统的演进和客观的评估始终成为整体关注的焦点，⽽不仅仅关注某个独⽴元素。在迭代结束时进⾏系统演⽰，提供系统快速迭代的客观证据。敏捷发布⽕车的执⾏、DevOps和持续交付ARTExecution,DevOps,andContinuousDeliveryARTsaimtocontinuouslydelivervaluetotheirCustomer.ThisissupportedbyaContinuousDeliveryPipeline,whichcontainstheworkflows,activities,andautomationneededtoprovidetheavailabilityofnewfeaturesrelease.Figure8illustrateshowtheseprocessesrunconcurrentlyandcontinuously,supportedbytheART’sDevOpscapabilities.敏捷发布⽕车的⽬标是不断地为客户交付价值。这是由⼀个连续交付流⽔线来⽀撑的，它包含了提供新功能发布所需的⼯作流、发布活动和⾃动化系统。图8说明了这些流程如何在敏捷发布⽕车的DevOps功能的⽀持下同步并发和连续地运⾏。EachARTbuildsandmaintains(orshares)apipelinewiththeassetsandtechnologiesneededtodeliversolutionvalueasindependentlyaspossible.Thefirstthreeelementsofthepipelineworktogethertosupportthedeploymentofveryofsmallbatchesofnewfunctionality,whicharereleasedasthemarketdemands.ContinuousExplorationistheprocessofconstantlyexploringmarketanduserneeds,anddefiningaVision,Roadmap,andsetofhypothesestoaddressthoseneeds.ContinuousIntegrationistheprocessoftakingfeaturesfromtheprogrambackloganddeveloping,testing,integrating,andvalidatingtheminastagingenvironmentwheretheyarereadyfordeploymentandrelease.ContinuousDeploymentistheprocessthattakesvalidatedfeaturesfromcontinuousintegrationanddeploysthemintotheproductionenvironment,wherethey’retestedandreadiedforrelease.ReleaseonDemandistheprocessofdeliveringthevaluetotheenduser,measuringtheresultsofthehypothesesandlearningfromthem,aswellasoperatingthesolutions.每个敏捷发布⽕车会构建和维护(或共享)⼀个发布流⽔线系统，它包括尽可能独⽴地交付解决⽅案价值所需的资产和技术。流⽔线系统的前三个元素协同⼯作，完成根据市场需求发布的⼩批量的新功能的部署。持续探索是⼀个不断探索市场和⽤户需求的过程，并且定义⼀个版本、路线图和⼀些假设来完成。持续集成是这样的⼀个过程，它从产品待办列表进⾏计划安排，选取功能进⾏开发，并在准备部署和发布的环境中进⾏开发、测试、集成和验证。持续部署是从持续集成中获得完成验证的功能，并将其部署⽣产环境中的过程，在⽣产环境中对这些新功能进⾏测试并准备发布。按需发布是将价值交付给最终⽤户的过程，衡量预计的结果并且从中不断学习，同时实施解决⽅案。DevelopmentandmanagementofthecontinuousdeliverypipelinearesupportedbyDevOps,acapabilityofeveryART.SAFe’sapproachtoDevOpsusestheacronym‘CALMR’toreflecttheaspectsofCulture,Automation,Leanflow,Measurement,andRecovery.采⽤DevOps来⽀持持续交付管道的开发和管理，这是每⼀个敏捷发布⽕车具有的能⼒。SAFe的SAFe的DevOps⽅s⽅法使法使⽤⽤缩写“缩写“CALMRCALM”R”来来体体现：企业⽂化、⾃动化、精益流程、度量、修复。Flowthroughthesystemisvisualized,managed,andmeasuredbytheProgramKanban.系统中的流程通过开发KANBAN来实现可视化、管理和度量。敏捷发布⽕车负责交付全部或部分的价值流ARTsDeliverAllorPartofaValueStreamTheorganizationofanARTdetermineswhowillplanandworktogether,aswellaswhatproducts,services,features,orcomponentsthetrainwilldeliver.OrganizingARTsispartofthe‘art’ofSAFe.ThisiscoveredextensivelyintheImplementationRoadmaparticleseries,particularlyin‘IdentifyValueStreamsandARTs‘and‘CreatetheImplementationPlan.’敏捷发布⽕车的组织决定了谁和谁将⼀起计划和⼯作，以及⽕车将交付什么样的产品、服务、特性功能或组件。敏捷发布⽕车组织是SAFe的⼀种“艺术”。特别是在“确定价值流、敏捷发布⽕车”和“创建实施计划”⽅⾯，在实施路线图⼀系列的⽂章中对此进⾏了⼴泛的讨论。Oneprimaryconsiderationissize.EffectiveARTstypicallyconsistof50–125people.Theupperlimitisbasedon