原创连载译文 Fixing Your Scrum (转载请联系捷伴行)
Chapter 3 第3章
Breaking Bad Scrum with a Value-Driven Approach 以价值驱动的方法破除不良的Scrum
Knowing what we value is important. Bad Scrum thrives in environments where intent isn’t clear, values are implicit instead of explicit, and old ways of working take precedence over innovation. But if you don’t know the Scrum values, how can you begin to fix your Scrum? Simple: you can’t. So let’s take a quick tour of the Scrum values to make sure they’re fresh in your mind.
了解我们的价值观很重要。在意图不清晰,价值观是隐性而非显性的环境中,不良的Scrum蓬勃发展,而且旧的工作方式凌驾于创新之上。 然而,如果不了解Scrum价值观,怎么能开始修复Scrum? 很简单:不能。 因此,让我们快速浏览一下Scrum价值观,这样可以确保Scrum价值观在你的意识中还记忆犹新。
Reviewing the Scrum Values 重审Scrum价值观
Scrum is a simple framework. There are three roles, five events, and three artifacts. Teams can get up and running very quickly. But software development is complex and so are people. When things are going well, the complexity seems manageable. But when stuff starts hitting the fan, bad things can and do happen. These difficult moments are why we need the Scrum values.
Commitment, focus, openness, respect, and courage are the five Scrum values. Understanding them can lead to better decisions, higher-quality work, and a truly collaborative environment.
These values are critical to understanding the “why’’ of Scrum. They act as guideposts when your team gets lost. More importantly, they drive the decisions that impact your daily work. Failing to understand them prevents your team from improving their ability to deliver value.
Scrum是一个简单的框架。 有三个角色,五个活动和三个工件。 团队可以非常快速地启动并运行。 但是软件开发很复杂,人也是如此。 当事情进展顺利时,复杂性似乎可以控制。 但是,当事情开始扑朔迷离时,坏事就可能确实发生。 这些困难时刻是我们需要Scrum价值观的原因。
承诺,专注,开放,尊重和勇气是Scrum的五个价值观。 理解它们可以导致更好的决策,更高质量的工作以及真正的协作环境。
这些价值观对于理解“为什么”是Scrum至关重要。 当团队迷路时,它们就充当了路标。 更重要的是,它们推动了影响日常工作的决策。 不理解它们会阻碍团队提高其创造价值的能力。
Here’s why each value is so vital:
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Commitment can transform a team. It’s a promise to yourself, your teammates, and your organization to do the very best work you can. If everyone on your Scrum team is committed to delivering a done increment of valuable product each and every sprint, you can accomplish great things together.
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Focus allows us to do our very best. Valuing focus means that we give people the time they need to think about their work. After all, creativity is hard enough without being constantly interrupted. Allowing development team members to focus just on one product, the current sprint, and the current sprint goal gives them the best chance of succeeding. Encourage the product owner to focus on the future value of the product while you, the Scrum master, focus on upholding Scrum.
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Openness is the core of transparency, which is what makes Scrum work. If the members of your Scrum team (and the people who work with your team) aren’t open with each other and the wider organization, they can’t solicit honest feedback or adapt their work accordingly. You need to be open and honest, even when you’re struggling or there’s a tough issue to address. If you aren’t, transparency will suffer.
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Respect creates a feeling of safety. Being open with others can be scary and admitting when you’re stuck is hard, but respect makes these actions easier. A high-performing Scrum team is built on mutual respect, and honest discussions create the safety needed to tackle difficult issues. Respect helps a team gel, grow, and learn together.
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Courage is the linchpin of the other Scrum values. It takes courage to commit, to focus amid distractions, and to be open to new ideas. And it takes courage and faith in your teammates to count on having respectful interactions when you need to discuss problems.
这里就是每个价值观如此重要的原因:
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承诺可以转变团队。这是对自己,团队成员和组织的承诺,我们将竭尽所能地工作。如果Scrum团队中的每个人都致力于在每一个Sprint中交付完成的有价值的产品增量,我们就可以一起完成伟大的事。
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专注使我们能够做到最好。重视专注意味着我们给人们时间来思考他们的工作。毕竟,创造是很辛苦的,更不要说被不断打扰了。使开发团队成员仅关注一个产品,当前的Sprint和当前的sprint目标,可以为他们提供最大的成功机会。鼓励产品负责人将精力集中在产品的未来价值上,而你,Scrum Master则专注于做好Scrum。
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开放是透明性的核心,这正是Scrum发挥作用的原因。如果Scrum团队成员(以及与团队一起工作的人)与彼此以及整个组织不开放,他们将无法征求诚实的反馈或相应地调整他们的工作。即使在苦苦挣扎或遇到棘手的问题,也需要保持开放和诚实。如果不这样做,透明性会受到损害。
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尊重会带来安全感。与他人保持开放可能会令人恐惧,而在陷入困境时也难以承认,但是尊重会使这些变得容易。高绩效的Scrum团队建立在相互尊重的基础上,诚实的讨论为解决棘手的问题提供了安全保障。尊重可以帮助团队凝聚,成长和共同学习。
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勇气是其他Scrum价值观的关键。是勇气促成了承诺,在诸多事务中保持专注,并对新思想持开放态度。当需要讨论问题时,团队成员的勇气和信念会促成相互尊重的互动。
The Scrum values can guide you through the many obstacles and difficult situations that inevitably arise during software development projects. Without these values, your practices become rote and collaboration feels forced and mechanical. Don’t let that happen to your team.
Let’s think about specific ways to use the Scrum values to keep your team on track.
Scrum价值观可以指导解决在软件开发项目中不可避免出现的许多障碍和困难情况。没有这些价值观,实践将变得枯燥无味,协作将变得无精打采。 不要让您的团队遇到这种情况。
让我们思考一下特定方法,可以用Scrum价值观让团队稳步向前。
Using the Scrum Values Every Step of the Way 一路随行Scrum价值观
A central theme of this book is how to apply the Scrum values during the many complicated situations you’ll face while playing the game of Scrum. But what do the values mean to you both as an individual and as part of a team?
When your organization first adopts Scrum, the folks on your team may have a wide range of feelings about that change. For example, someone who’s used to being a hero coder may have a hard time adjusting to being equal to all the other developers. And someone who was formerly a project manager (and is now the product owner) may feel like the skills they’ve spent years honing may be irrelevant in Scrum. But hopefully, a lot of your team members will be enthusiastic about the many benefits that Scrum offers and will be excited to start working as a lean, mean software development team.
本书的中心主题是如何在玩Scrum游戏时遇到的许多复杂情况下应用Scrum价值观。 然而,无论对于个人还是团队,价值观对你意味着什么?
当组织首次采用Scrum时,团队中的人们可能会对这种变化产生各种各样的感觉。 例如,一个曾经的英雄编码者可能会有段艰难的时间去适应与所有其他开发人员共同工作。 而以前是项目经理(现在是产品负责人)的人可能会觉得,他们花了多年磨练的技能可能在Scrum里没有用武之地了。 单元很多团队成员会对Scrum给到的诸多好处充满热情,并为成为一个精益,均衡的软件开发团队而感到兴奋。
The Scrum values give Scrum teams a core set of values that they hold to and live by. Living these values helps team members bring their authentic selves forward and creates the alignment needed for them to do their best work. But for many teams, adopting the Scrum values isn’t quick or automatic. It takes dedication and hard work for a team to establish its own identity and to embrace the Scrum values in a way that works for them.
As Scrum masters, part of our role is to help teams discover what they value and how they internalize the Scrum values. Make a point of having your team reflect on the Scrum values during sprint retrospectives or at some other time. The important thing is that these discussions happen.
Scrum价值观为Scrum团队提供了一套他们赖以生存的核心价值观。 践行这些价值观可以帮助团队成员发扬自己的热情,并为他们做好工作提供必要的对齐标准。 但是对于许多团队来说,采用Scrum价值观并不会很快或自动的发生。 团队要建立自我认同并以对他们有用的方式拥抱Scrum价值观,需要积极投入和艰苦的努力。
作为Scrum Master,我们的部分职责是帮助团队发现他们所重视的价值以及如何将Scrum价值观内化。 强调在Sprint回顾期间或其他时候让团队反思Scrum价值观。 重要的是让这些讨论发生。
Here are a few powerful questions to ask the team as they explore the Scrum values:
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Why do courage, commitment, focus, respect, and openness matter? Ask people to give examples of situations where specific values helped them.
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How do we act on the Scrum values? If your team members aren’t using the values to guide their actions, they risk performing uninspired, mechanical Scrum.
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What happens when the Scrum values aren’t present on our team? One example: without respect, team members may lack the courage to be open with one another.
在团队探索Scrum价值观时,有一些强有力的问题要问团队:
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为什么勇气,承诺,专注,尊重和开放很重要? 要求人们举例说明特定价值观对他们有帮助的情况。
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我们如何按Scrum价值观做事? 如果团队成员没有使用这些价值观来指导他们的行动,那么他们可能会去冒险做呆板而有无趣的Scrum。
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当我们的团队中没有体现Scrum价值观时会发生什么? 一个例子:在没有尊重的情况下,团队成员可能缺乏彼此开放的勇气。
Once you feel that your team is aligned on the Scrum values, you can use the values as a decision-making tool. Teams inevitably get stuck. Decisions about a process, tool, architecture, or team practice can get complicated quickly. As the Scrum master, try to recognize when the team is stuck and use these powerful questions to help focus the discussion and reach a consensus.
一旦你觉得团队在Scrum价值观上保持一致,就可以将这些价值观用作决策工具。 团队难免陷入困境。 有关流程,工具,体系结构或团队实践的决策可能会很快变得复杂。 作为Scrum Master,尝试发现当团队陷入困境时刻,并使用这些有力的问题来帮助集中讨论并达成共识。
Often, the team will make a decision based on the Scrum values and move forward with its work. But sometimes, problems will arise that truly challenge the team. Your Scrum team will ignore past agreements, violate the Scrum values, and not meet their commitments. This is normal, but when it happens, you need to take the opportunity to inspect and adapt the team’s practices based on this experience.
通常,团队会根据Scrum价值观做出决定,并继续进行工作。 但是有时会出现真正挑战团队的问题。 Scrum团队将忽视过去的协议,违反Scrum价值观,并且无法兑现承诺。 这是正常现象,但是一旦发生,需要趁此机会根据这种经验来检查和调整团队的实践。
The sprint retrospective, which we discuss in detail in the last chapter of this book, is a great opportunity to explore how to help a team that’s struggling with the Scrum values. This work can be difficult, but it’s important to help team members come together and align toward a common goal.
我们将在本书的最后一章中详细讨论了Sprint回顾,这是探讨如何帮助陷入Scrum价值观困境的团队的很棒的时机。 这项工作可能很困难,但重要的是要帮助团队成员团结一致并朝着共同的目标迈进。
After your team hits a rough patch, ask the following questions (or ones like these) during the sprint retrospective, as your team works to regain alignment and adapt its understanding of the Scrum values:
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When is it difficult to live the values of courage, commitment, focus, respect, or openness?
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What gets easier when we embrace the Scrum values?
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Which Scrum value(s) helped us the most this sprint?
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Is there a specific value that you think we especially need to work on within the team?
当团队遇到困难时,请在Sprint回顾期间提出以下问题(或类似的问题),让团队将努力恢复一致并适应对Scrum价值观的理解:
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何时难以体现出勇气,承诺,专注,尊重或开放的价值观?
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当我们接受Scrum价值观时,什么会变得更容易些?
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哪个Scrum价值观最有助于我们完成本次Sprint?
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你认为我们团队中需要特别重视的特定价值观吗?
After this important discussion, you need to turn the insights you glean from it into actionable product backlog items for continuous improvement. That will help the team be accountable for their culture and the way they work together. Improving on how we embrace the Scrum values and making the improvements actionable is how we grow as both individuals and as a team. So let’s discuss some ways to turn your insights into actions.
这个重要的讨论之后,我们需要将从中获得的见解转化为可行的产品待办事项,用以进行持续改进。 这将有助于团队对他们的文化和合作方式负起责任。 提高我们对Scrum价值观的接受程度,以及我们如何以个人和团队的方式成长使之付诸实践。 因此,让我们讨论一些将见解转化为行动的方法。
The Scrum Values in Action 实战Scrum价值观
“I wish we could talk about our small failures instead of having to wait until they’re major issues.”
These memorable words came from a colleague of Ryan’s a number of years ago, and they still resonate with Ryan today. We were working with Scrum teams, but this colleague didn’t feel safe discussing small failures with anyone.
Large issues, on the other hand, were no problem. When a big, obvious problem reared its ugly head, leadership would rally the troops and teams would work late nights and into the weekends to solve them. At the end of one of these “fire drills,” the managers would talk about the team’s great effort, and leadership would be pleased with the team’s commitment to delivering what they promised.
“我真希望我们之前可以谈论我们的小小的失败,而不必等到它们成为大大的问题。”
这些令人难忘的话来自几年前瑞恩(Ryan)的一位同事,直到今天仍然引起瑞恩(Ryan)的共鸣。 我们当时正在与Scrum团队合作,但这位同事与任何人讨论小失败的时候都会感到不安全。
另一方面,大问题不是问题。当一个大而明显的问题浮出水面时,领导层将召集部队,并在深夜和周末工作以解决问题。 在这些“消防演习”之一结束的时候,经理们将谈论团队的巨大努力,而领导层将对团队对兑现承诺的投入感到满意。
The lesson: Mentioning small mistakes could get you reprimanded or blamed for causing them, whereas working late to solve major issues could get you promoted (even though these big problems could have been avoided altogether if they had been fixed when they were still small issues…)
This approach (not being transparent when small issues arise) isn’t Scrum—not even a little. But it’s still common, even on Scrum teams.
Ironically, being able to respond to small failures is often what makes the overhead and expense of adopting Scrum worth the cost and time it takes to get good at Scrum. But organizations where people don’t feel safe discussing small issues miss out on this huge benefit. Let’s use Scrum and the Scrum values to frame this idea a little more clearly.
教训:提及小错误可能会导致受到谴责或责备,而后期解决重大问题则可以得到提拔(即使这些大问题在它们还是小问题的时候如果得到解决,其实是可以完全避免的。)
这种方法(出现小问题时不透明)不是Scrum,完全不是。 但是,即使在Scrum团队中,仍然很常见。
具有讽刺意味的是,能够对小失败做出响应通常会产生采用Scrum的开销和费用,即熟练掌握Scrum所需的成本和时间。但是,在人们讨论小问题时会感到不安全的组织就会错失这种巨大的好处。 让我们用Scrum和Scrum价值观来更清晰地阐述这一点。
Sprint planning, which we cover in Chapter 10, Sprint Planning, is about figuring out which product backlog items can fit into a sprint, and then decomposing the first few stories into smaller pieces. You’re intentionally making your work small so that if you do make a mistake, miss a dependency, make the wrong assumption, or flat out mess up, it’s small and correctable.
The daily scrum, which we discuss in Chapter 12, Reclaiming the Daily Scrum, is for coordinating a day’s worth of work to make sure that the development team is on track to deliver on their sprint goal by the end of the sprint. This micro-planning event is all about exploring opportunities and delivering on them early, to keep the project moving forward.
During the sprint review, which is the subject of Chapter 14, The Sprint Review, the Scrum team collaborates with stakeholders to inspect the latest increment of working software against the product backlog to see if any changes are needed, based on what the team learned during the preceding sprint. Delaying (or not holding) this event can cause the team to continue down an incorrect path.
我们将在第10章“ Sprint规划”中介绍Sprint规划,它涉及确定哪些产品待办事项可以放入Sprint,然后将前几个故事分解为较小的部分。我们有意将工作拆分得很小,这样一来,如果确实犯了一个错误,错过了一个依赖项,做出了错误的假设,或者弄得一团糟,它很小,很容易纠正。
我们将在第12章“收获每日Scrum”中讨论每日Scrum,它是为了协调一天的工作量,以确保开发团队能够在Sprint结束之前实现其Sprint目标。这项微计划活动的目的是探索机会并尽早交付,以保持项目的进展。
在第14章“Sprint评审”的Sprint评审过程中,Scrum团队与利益相关者合作,根据产品待办清单检查最新的可工作软件增量,根据团队的在前一个Sprint中情况,查看是否需要变更。延迟(或不举行)这个活动可能导致团队沿着错误的方向继续前进。
The sprint retrospective is the perfect opportunity for the team to inspect how they did their work and come up with experiments that can help them improve in future sprints. During this event, it’s essential for everyone to be able to talk about small failures and ways to improve, so that the team can advance its Scrum practices.
Scrum is designed to keep failures small and manageable, making risk management a built-in feature of the framework. If your team can’t talk about its small failures openly, that increases the risk that big troubles are around the corner.
This is why openness, courage, and commitment are essential for Scrum teams. Being open about what’s going on, having the courage to speak the truth to management, and being committed to delivering high-quality products are all vital to catching problems early—while they’re still small.
Take time to discuss small failures with your team and encourage the great learning opportunities that they can bring. After all, these opportunities are one of the major rewards of adopting Scrum.
Sprint回顾是团队检查自己的工作方式并进行实验以帮助他们改进未来冲刺的绝佳时机。在这个活动中,每个人都必须能够谈论小失败和改进方法,以便团队可以改进Scrum实践。
Scrum旨在将失败保持在较小范围内并且易于管理,从而内建使风险管理于框架之中。如果团队无法公开谈论其小失败,那将增加大麻烦来临的风险。
这就是为什么开放,勇气和承诺对于Scrum团队至关重要。 畅所欲言,勇于向管理层讲真话,并致力于提供高质量的产品,对于尽早发现问题(当它们还很小的时候)至关重要。
花一些时间与团队讨论小失败,并鼓励他们推动巨大的学习机会。毕竟,这些机会是采用Scrum的主要回报之一。
Coach’s Corner 教练园地
Given the importance of the Scrum values, you should make a point to coach your team on them regularly. Here are two ways you can help your team get more familiar with the Scrum values:
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During your next sprint retrospective, write each value across the top of a whiteboard. Then ask the team to come up with ways that they applied each value during the last sprint. You should also ask how the values were violated. Use the responses to generate a discussion about each value. Over time, this will create a common understanding about how each value applies to the team. If your team is struggling with embracing the Scrum values, you can perform this exercise during every retrospective. If, on the other hand, your team is consistently working well together, you may not need to perform it very often (though you should still do it occasionally, just to keep the values fresh in everyone’s minds.)
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If your team is more action-oriented, you can try framing each Scrum value as a product backlog item in the product backlog. Here is a story format you can use to get you started: “As a __, I want to ____ in order to _____.” Use this format to make these “value stories’’ actionable. For example, “As a Scrum team member, I want to show up on time to Scrum events in order to show my teammates that I respect them.”
考虑到Scrum价值观的重要性,应该定期就这些价值观指导团队。可以通过以下两种方法来帮助团队更熟悉Scrum价值观:
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在下一个Sprint回顾期间,将每个价值观写在白板的顶部。然后要求团队说出在上一次Sprint中应用每个价值观的方法。还应该询问当时如何违反了这些价值观。用团队的响应来产生关于每个价值观的讨论。随着时间的流逝,这将使人们对每种价值如何应用于团队形成共识。如果团队正在努力拥抱Scrum价值观,则可以在每次回顾期间做这个练习。另一方面,如果团队始终保持良好的合作关系,就可能不需要经常做(尽管仍然应该偶尔做,只是为了让每个人对价值观记忆犹新。)
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如果团队更注重行动,则可以尝试将每个Scrum价值观放到产品待办清单中的产品待办事项。这是可以用来入门的故事格式:“作为 ,我想 以便于 ____。”使用这种格式可以使这些“有价值的故事”切实可行。例如,“作为Scrum团队成员,我想按时出现在Scrum活动中,以便于向队友表明我尊重他们。”
When you decide to adopt Scrum, you accept not only the practices but also the Scrum values. Now that you understand them a bit better, you can focus on applying them to your daily activities. Over time, you should see improvements not only in the quality of the product your team is building, but also in how your team members interact with one another.
We’re ready to turn our attention to the various Scrum roles, events, and artifacts. We’re going to start with the product owner, who defines the team’s vision and validates that what the development team delivers is actually what customers and stakeholders want. This role is vital because, without a clear vision, the team will lack direction and won’t understand why they’re building their product. In the next chapter, you’ll learn how commitment and focus help a product owner determine the best direction for a product.
当决定采用Scrum时,我们不仅接受实践,而且接受Scrum价值观。 现在,我们对它们有了更好的理解,可以集中精力将其应用于日常活动。随着时间的流逝,不仅可以看到团队正在开发的产品质量上的改进,而且还能看到团队成员之间如何互动。
我们准备将注意力转移到Scrum的各种角色,活动和工件上。 我们将从产品负责人开始,产品负责人定义了团队的愿景,并验证开发团队提供的实际上是客户和利益相关者想要的东西。 这个角色至关重要,因为如果没有清晰的愿景,团队将缺乏方向,也不会明白他们为什么要开发自己的产品。 在下一章中,将学习如何致力于和专注于产品负责人确定产品的最佳方向。
-- * End of Chapter 3 Breaking Bad Scrum with a Value-Driven Approach *--