FAQA
A. Company: Culture, atmosphere, and senior executives support
A1: How to communicate with the management class of Scrum PO, because the upper level will say that you need to subscribe to WBS and schedule the schedule first, but Scrum is relatively short-term goals, and it is difficult to set a long-term planning time. When the project is urgent, the supervisor will start to enter the "chasing and progress" mode, even as detailed as everyone spends their time, thinking that this is Lean! How to manage to meet the needs of Scrum and supervisors?
Coach Youpufeng's answer:
Any project management method is best for high-level, middle-level and low-level personnel to establish a consensus first. Should we use the pure PMP waterfall method? Pure agile development? Or dual-mode hybrid mode?
Recent:
In the situation of this issue, it should be a mixed model. The output work blueprint is WBS. Each work package can be prioritized according to time and is regarded as a product to-do list. It is combined with Scrum's iterative planning meeting to conduct two-week work planning. The daily Scrum site meeting will share the progress and conduct review and review meetings.
Far:
holds a consensus meeting with senior management. In the future, we will still use hybrid mode or pure Scrum, but the premise is to clarify whether the customer needs of the project are highly certain or complex and changeable!
A2: In practice, in addition to Code development, the project also requires a lot of reporting, coordination, cross-Team communication or administrative affairs. How should project managers adopt transformation in agile import?
Coach Youpufeng's answer:
suggestion allows Project Manager to perform Scrum Master responsibilities (SM is not a position, not just a role, but also a responsibility), fully understand the agile spirit and practice related practices.
In the Scrum Guide, it does not define who will handle the company's reporting, coordination, cross-team communication or administrative affairs by PO, SM or Dev Team, but as CSM, should we think about whether these work content is anti-agile? If so, how can we make the company's management class agile in the future and create a more agile corporate culture.
A3: How to solve the problem of relying on Dependency
Coach Youpufeng answer:
Dependency The problem usually comes from DT that cannot complete the customer's desired Feature alone. There are four methods to solve it. Suppose the original Feature requires 4 Functional team A-B-C-D to complete:
1. Completely remove: Incorporate the team into the Dependency team, which requires relatively large permissions and requires the investment of Management.
2. Weakening: Assume that this Dependency is owned by an A team, and the team is busy with other matters. Code can be modified by other teams, but in fact, the owner team will still be stationed before the line to review and check the quality
3. Transparent and continuous exposure: Make good use of automated CI/ CD
4. Intervention of management forces: Joint Sprint meeting, Task board management, Review Meeting
FAQ B
Ba. Agile operation: Unfamiliar with the principles of agile operation, Agile meeting operation is not smooth
Ba1: Members' abilities vary greatly, and they cannot deliver output as timely or have different quality
Youpufeng Agile Consultant answer:
Everyone's personality and ability are originally very different, especially in a brain-type working environment.
Personal abilities should be cultivated and deliberately practiced. The responsibility of the manager is to become a gardener, create an environment for each other to polish each other, learn from each other's strengths and weaknesses, and form a cross-functional team. In addition, the master and Pair Programming are also a good way to cultivate abilities.
Time is subjective and estimated based on experience value. Even a senior PM is difficult to give accurate estimates unless you have had experience in similar projects before.Therefore, in every Sprint process of agile, the estimate will become more and more consistent with the actual output
Ba2: When evaluating the required working hours of work items, how to avoid projects that can be completed in a short time? Member estimates are too high? (For example, modifying the form may actually be done for 3 hours, but the estimate requires major changes, so it takes 21 hours)
Youpufeng Agile Consultant answered:
Agile is not about avoiding making mistakes, being afraid of making mistakes, and punishing making mistakes. Instead, it is necessary to obtain valuable experience from the process, and it doesn’t matter if the estimate is inaccurate. The iterative review meeting can provide discussions and find out how to respond to similar situations in the future. An error occurs is expected and OK. But whether it can maintain continuous improvement is the key point. That is to say, a task that can be completed in 3 hours is estimated to be 21 hours by the team. When Retrospective is used, the supervisor of PO/SM can give correction suggestions. In the next Iteration, observe whether the situation of estimation of the task time estimation occurs.
estimate is to slap the head (subjective), there is no absolutely correct "estimation". If you have done similar tasks in real time, you cannot guarantee that the results are exactly the same as yesterday. Through decomposition, continuous face-to-face discussion, PO and Team collaborate on Acceptance Criteria (acceptance conditions) are all helpful to deepen understanding, thus reaching a consensus understanding of the details, and the estimation will be closer to reality. In addition, the cultivation of personnel's experience and ability allows learning from failures and also makes the estimation closer to reality.
Ba3: How to judge that "people" are not competent. Agile needs to go back to the previous waterfall mode.
Youpufeng Agile Consultant Answer:
It is recommended that you observe whether members have the qualities in Scrum values: Commitment, Focus, Openness, Respect, Courage. Observe whether team members can organize and manage themselves. After multiple sprints (Iterations), team members still cannot comply with Team Charter/Ground Rule or complete improvement requirements in Retrospective. It is recommended to let the member leave the team.
As a good CSM thinking, it should not be just 0 and 1. How to lead a team member who is incompetent to Agile as a member of the self-organizing is also a good challenge. For example, in the Paraable of Stone video of Jobs, stones and stones hit each other, so that the team can grow forward. How to cultivate the openness of the team is also the value of SM.
Ba4: Do you need to prepare for the next Sprint planning meeting at a time and start time of each Sprint? Or can you hold the next Sprint planning meeting at this sprint
Youpufeng Agile Consultant answered:
According to the Scrum Guide, Sprint and Sprint are seamlessly connected. If the Monday of each Sprint is the beginning of each Sprint, it will maintain a fixed day. Sprint Planning is not suitable for large or small, as it will disrupt the pace of the team. Therefore, if Sprint is still in progress, there is no Feature to do, You can ask PO and DT to add a User story that can achieve DoD, and it is best not to change the Sprint goal. There is no need to hold Sprint Planning in advance for this purpose. If Agile can accept constant changes, do you need to order the release date? Or do you need to adjust each Sprint?
Youpufeng Agile Consultant answered:
Release date/The time to market is fixed or adjustable, and it depends on the product or service developed. Sometimes it is very time to go public, so you need to reverse what work you need to do. Sometimes Release date cannot be achieved, so the highest value is adopted to abandon the low value features. If the product or service is likely to be competitive with competitors. The team has participated in the formulation of Release date together before development, and will usually be advanced because the goal has been achieved and will not be delayed. The goal of development is to make a reservation direction and launch time. Use agile methods to develop products or services to make continuous adjustments (changes) according to the development goals.
Ba6: When encountering a situation where the task cannot be completed, should I put it directly into the next Sprint? During re-estimation (or cumulative estimate)
Youpufeng Agile Consultant answered:
PO In Sprint planning, the User story to be developed by the Sprint to the team. The team then splits these User stories into tasks according to the self-organization method. According to the Scrum Guide, the unfinished task should be put back to the Product backlog, and the PO re-arranges the PO's priority order to re-transmit the User story to DT for development. If it is broken into new in the future, it will be re-transmitted to DT for development. Tasks, the time should be re-estimated by the members who receive the ball. Task's estimation is not usually estimated by the team like the User story, but by the person who executes it. The estimation unit is man-hour.
Ba7: When encountering large-scale and complex projects related to the process (MVP is large). Before the MVP deployment (Deploy), there can be a project method to check whether the requirements need to be adjusted
Youpufeng Agile Consultant answer:
MVP refers to achieving the maximum learning of customer needs with the smallest investment. This is a normal project. Each Sprint can only be completed by the DoD that Sprint should complete. What I am afraid of is that some technical debts and Undone features may not be able to be completed within the Sprint. The less than
is a relatively complete DoD with an IT system. At the beginning, the team's ability is insufficient, and it may not be possible to execute all at once. The Green part can be completed first. The team's ability will increase, the team's tacit understanding will get better and better, and there will be more automation tools. You can implement more Yellow parts. If you reach the Red part, almost all the system problems can be stuck, but it is just whether the team's ability can be achieved.
MVP Agile Alliance Definition: http://bit.ly/2QtTin8
A minimum viable product (MVP) is a concept from Lean Startup that stresses the impact of learning in new product development. Eric Ries, defined an MVP as that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.
Ba8: If the late demand changes are too different from the original direction, what should we do if the project cannot be delivered on time?
Youpufeng Agile Consultant answered:
Each Sprint discusses with the PO and refines the requirements. Each Sprint displays the results to the demanders, and obtains feedback from the demanders, and obtains the changes in the demands. The late demand may be very different from the original direction, which is a normal phenomenon. But the agile spirit is to embrace change to discover the real needs of users. If the change demand is too large and cannot be delivered on time, it will not be discovered in the end, but will be discovered in the process. The PO needs to understand that the team cannot deliver on time, and SM also needs to work hard to protect the team so that the PO will not ask for it.
Ba9: How to ensure the quality of the results (output)?
Youpufeng Agile Consultant answered:
Agile team uses DoD to ensure the quality of each Sprint. At the beginning, if the team is not capable enough, a small amount of quality control mechanism can be implemented, and if the subsequent capabilities are improved, more quality tests can be added. Please refer to B9.
Ba10:Scrum How to use it in testing/verification? (Limited time/manpower)
Youpufeng Agile Consultant answer:
Whether Scrum is used, the prerequisite is to judge whether the developed goods or services, or even whether the company culture is suitable for Scrum. For example, if you use a knife to turn the screws or dig soil, you should do it, but is it appropriate? Easy to get started? Or efficient?
If the required technology for testing/checking is not very certain, you can consider applying the Scrum architecture. Members discuss and estimate the size of the test/test, prioritize the PO, plan what Spring has completed, invite Stakeholder to participate in the verification of "test/test", give the team feedback, and then proceed to the next round of Sprint. The most important thing is that it is valuable to the PO, the team has a sense of accomplishment and gets money, a win-win situation.
Ba11:Task Done and DoD on Task Board are different, right?
Youpufeng Agile Consultant answered:
There are US (User Story) and Task on Scrum's Task Board. If US is placed in Done, DoD must be met, but Task is not required. A US may be disassembled into 10 Tasks. What conditions do these 10 Tasks need to meet? DT can discuss the rules. However, if US is placed in Done field, DoD
Ba12: Do you need to update the burnout map?
Youpufeng Agile Consultant answered:
Task itself does not have a story point, only US is the one with the point number, so after the task is completed, there is no need to update the burnout map, US only needs it. After each US is completed, you can immediately accept the PO, and the acceptance is OK and then update the burnout map.
Ba13: Is the burnout map based on working hours or story points?
Youpufeng Agile Consultant Answer:
It depends on what managers care about most. Is the timeline unit release or sprint?
Agile burndown does not specify what unit must be used.
FAQ B
Bb: Agile Operation Practice_Five Events and Projects
Bb1: If the superior has an emergency task to be executed by the team, and the Planning meeting is only held at this time, a Sprinit starts. SM said that she would wait for the next Sprinit to be executed after Sprinit is over. What should I do at this time? Thanks!
Youpufeng Agile Consultant answered:
General knowledge is the organizational characteristics of the agile team after it is cultivated and formed, so this will not be a big problem. Others will be able to do the same job. However, in terms of overall workload, there may be a shortage of resources. SM must be synchronized with the PO and the team members must choose together. If this labor loss cannot be avoided, see if the Sprint goal will be affected by this. If not, see what work item can be sacrificed. If so, you can only cut it off and start over.
At the same time, as a change agent, SM should educate the superior supervisors on the benefits and spirit of agility, let the organization understand the original intention and thinking of agility, and finally analyze the potential negative effects of arbitrary changes in team members. (Don't talk about the bad things first; for people who don't know how to be agile, they will be mistaken for "finding reasons and making excuses")
Is the emergency task really urgent? Maybe you can wait. Emergency tasks can easily make everyone ignore truly "important" tasks. If it is really urgent, you can use the replacement principle to replace a task with the lowest priority from Sprint to maintain the rhythm. Note that any emergency task must be passed through the PO before it can be handed over to Team.
Bb2: If the problem cannot be solved in each Sprint, it will not be able to release smoothly How should the delivery be handled? How to avoid it?
Youpufeng Agile Consultant answered:
In the review meeting, discuss the situation of the problem, operation method:
1. The team must be able to describe the problem in detail
2. Use the 5Why method to explore the original Because
3. Propose 3 to 5 solutions
4. Select the best solution together
5. Get everyone's approval
6. Write a plan of action with post-it notes
7. Put it in Product backlog
8. As the next Sprint to be executed
Bb3: How to execute a good review meeting Retro? (After all, Chinese are not brave enough to speak)
Youpufeng Agile Consultant Answer:
Retro There are many ways to hold meetings. There are two ways:
0 The first way is Retrospective Process:
1.Set the stage
2.Gather data
3.Generate insights
4.Decide what to do
5.Close the retrospective
The second type is WWW and EBI. Both can use post-it notes to write opinions. In order to hear the real sound, the card can be anonymous.
WWW: What went well
EBI: Even Better If
EBI: Even Better If
The third type is LS co-creation toolbox (Liberating Structures).
In some Retro methods, you can check in at the beginning, and use simple questions to let everyone speak at the beginning. This will start talking first, making it easier to lead to discussions in the future.
FAQC
C. Team management: Multiple jobs (multiple projects at the same time), insufficient team maturity and insufficient sense of responsibility
C1: Customers or POs are not very clear about the product requirements themselves, so can they run Agile? Will it cause the phenomenon of obtaining and demanding or not matching the cost?
Youpufeng Agile Consultant answered:
Agile Agile management is born to deal with changes and uncertainties, and product demands are gradually clear and adjusted in the continuous feedback. Solving business problems and meeting market needs is the foundation of the survival of the enterprise, not just to meet the cost and time requirements in the scheduled plan. The amount of work to be completed is to reach an agreement between PO and Team so that there will be no PO to obtain and seek.
Agility does not require the request or arbitrary request without considering the cost, because in each Sprint unit, it only makes the current high-value items, and ends when there is no value. If you are afraid of cost control issues, you can convert the story points into unit costs, and charge the customer/PO as much as the working hours are spent. PO, SM and teams should try to adhere to stable pace rules as much as possible, and continue to produce high performance if there are fluctuations during peak work.
Agile emphasizes the team's swinging effect, work together, help each other, and provide help. Responsibility is common. Agility should cultivate general knowledge talents, and through work pairing and cross-training, everyone can become at least a π-type talent.
PO is not just a client relationship manager. This role must be able to gain the lead in market trends and have a strong sense of the future of the product. Agility does not require the cost issue, because in each Sprint, it only uses high-value items at the moment, and ends when there is no value.
C2: Can Scrum Master serve as a Dev Team member or PO representative at the same time?
Youpufeng Agile Consultant Answer:
In the case of insufficient manpower, SM is a role that can serve as Dev Team. But full-time SM can naturally focus on the leadership of the agile team.
When SM is a Dev Team, if this person wants to speak or interact with project members in any occasion or moment, which hat is on his head (that is, why the character is). It cannot cross the two characters at the same time (dual personality).
SM can work part-time, but try to avoid overlap with PO, because one is to protect the welfare of the team and convey agile thinking, and the other is to be a business interest-oriented person with priority in customer value. Under the consideration of conflicts of interest, these two roles are placed on the same person. In the end, the team members are very likely to be sacrificed. Once the agile balance is broken, the stable pace cannot be maintained, the customers cannot get the best output, and the team cannot create possible good value.
C3: Currently, POs are mostly held by supervisors, but it seems to be held by products or business departments. What is the more reasonable method? If it should be held by products or business departments, TL supervisors are suitable for any role?
Youpufeng Agile Consultant answered:
Whoever is responsible for the development of the product route and the final success or failure is PO (it is definitely not anyone's pawn or any sound tube. He has absolute autonomy in the direction of the product and can interact with team members for at least three hours a day). The key is to treat PO as a part of the team members at the same time.
PO is suitable for people assigned by product or business departments to make decisions. They must be able to work with the team and clarify the needs of the team at any time. However, when the product or business department cannot send the appropriate candidates to serve as a PO, it is an option for the supervisor to serve as a PO (and you must also clearly know the disadvantages of doing so), because the PO is responsible for the success or failure of the project.Note that authorization must be sufficient to do so, otherwise the PO will not be able to make decisions, and the actual decision-making power is still in the hands of the product or business department.
If the PO is held by a person with decision-making power in the product or business department, the supervisor is suitable to serve as an SM role and provide appropriate assistance. What you need to note is that PO also needs to undergo sufficient agile training to become a competent PO (CSPO is a good job certification requirement). Otherwise, they will only blindly disrupt the pace of members and seek the team, causing the team to be exhausted. Or, improper requirements will lead to the generals being incompetent and exhausting soldiers.
If the PO dragon is seen but not the tail, it only appears in Scrum Planning and Review Meeting, this is not agile thinking and practice, and it will not get the benefits that agile may bring.
C4: In class, Sprint Goal cannot be changed between Sprint and Sprint, but it is almost impossible in practice (E.g. The supervisor temporarily assigned it, there is an emergency bug in the online system...etc.), is there any suitable way to deal with it? Developers reserve emergency delivery projects to deal with manpower or overtime to deal with non-Sprint project issues?
Youpufeng Agile Consultant Answer:
The so-called agile Sprint remains unchanged after the start of the Sprint means that Sprint Goal is not changed as much as possible. Sprint Goal refers to the functions that PO needs to complete in this Sprint, but the work tasks under these functions are mastered in Dev Team can be adjusted, modified or deleted according to needs. If there is really a new demand (User Story), it is first placed in the Product Backlog and then developed in the next Sprint. Or reserve some workload buffers to deal with possible changes.
If you really need to insert an order, you can check whether there is a User story in this Sprint that has not started yet, using exchange method, but the possible risk is that the size is not necessarily equal, and it may also take time to disassemble the task. But at least the exchange method is better than making a new User story. In addition, if the order is inserted often occurs, each time a task is selected, a certain buffer is retained as a treatment for emergencies. At the same time, it can also be evaluated whether the Scrum technique is suitable for the team. Emergency relief is not a solution, you can go back to the source to find the fundamental solution.
A good agile implementation of PO and Dev Team need to have a common consensus. If PO blindly cannot help but propose new demands in Sprint that has begun, it will naturally disrupt the stable pace of Dev Team. However, agile spirit is Customer Collaboration and Responding to change. If customers have urgent needs to change, they still need to cooperate.
C5: The type of project executed is independent research and development. The customer does not have a strong demand, but the supervisor tracks the progress through weekly group meeting. How should this form be gradually imported into Agile?
Youpufeng Agile Consultant answer:
Is there any pressure on the market schedule and conveyed to the R&D unit?
Is there any direction for the product roadmap? Is there a good PO in
? Can
produce increment (product increment) that customers can accept in a Sprint? What is the purpose and market value of the online delivery of
? These conditions are missing from
. It is recommended not to hard import agile, and do not need to be agile for importing agile. If the previous method can be done well, why not maintain it?
Agility has its applicable conditions, which is to meet projects that meet the rapid changing environment and uncertainty of demand. If a project with clear specifications or goals, has already made specific practices and has repeatedly executed it, and has a waterfall-like method, the chance of success is high and simple. The advantage of the
waterfall project is that it is fully considered in planning and includes ten major knowledge areas, such as integration, scope, time course, cost, quality, resources, communication, risks, procurement and stakeholder management. These pre-plans can be placed before the agile project and can effectively increase the chances of success of the agile project.
When we use waterfall and agile techniques, it is called Hybrid dual-mode technique. It can effectively increase the chance of success of the project, and it can also significantly reduce the resistance of a company used to introducing waterfall-style project to promote agility.
C6: Can you share how to "effectively" guide the team to form self-organization? "Self organized"?
Youpufeng Agile Consultant answer:
The key to allowing the team to form self-organization is authorization, no interference, observation and support, and creating an environment. Don't worry about it first! (Leading, not Managing), the following methods can effectively inspire team self-organization:
1. Bring the problem to the team
2. Tolerate errors and pains during learning
3. Cultivate a proactive and proactive action culture. Ask every employee why you come here to work? (Motivation)
4. Starting from recruitment, we look for Open-minded people, willing to learn continuously. People who are passionate about our company and technology, curious and willing to do different things.
5. Create a full stack or one-specific multi-abilities, and realize a pulling system for task allocation (in order of priority)
6. The team jointly makes a commitment to the goal and get a sense of accomplishment from achieving the goal
7. There is no personal failure, only the team failure
8. Simple, visual, instant update tool
9. Make full use of the internal reporting mechanism of the team, For example, if you plan meetings and daily meetings, all participate in
10. Members sit face to face with
11. Do more pairing work
12. Simple team agreement rules, including DoD, etc.
13. Continuously check whether the team has dysfunction
14. Guide the team to make full use of review meetings to make continuous improvements
15. Avoid personnel changing
C7: "IT" Traditional role positioning "PM, SA, SD, PG" How to convert "PO, TL, Developer" to agile How to reduce labor pain during the transition period?
Youpufeng Agile Consultant answered:
The traditional role directly converted to agile three characters will definitely have labor pains and rejection reactions. Units that implement agile need to have a strong import motivation, which can naturally be overcome. The recommended transition process is as follows:
1. First determine the three roles (the person with a suitable personality in PM is transitioned to Scrum Master, and SA is transitioned to PO. The rest are all Developers)
2. Everyone is familiar with the responsibilities of the three roles
3. Say each other: Favorite communication methods, temper acceptance intervals, and minefields of each other
4. Together to make a team work agreement
5. First try 2 Sprints7
6. Each Sprint must review and review and correct
C8: If you consider resources, someone should manage or merge separately in Sprint and new projects (eg: morning meeting)
Youpufeng Agile Consultant Answer:
Scrum meetings each have their own purpose, usually to discuss the self-organization of the team. The company's management meeting is a management mechanism monitoring whether employees achieve their performance. If the purpose conflicts, it is not recommended to merge and hold it together, otherwise it will form an agile meeting on the surface and a management and monitoring mechanism on the inside. That is pseudo-agile.
C9: How does Scrum form a cross-company team? (External Partner/Outer Manufacturer)
Youpufeng Agile Consultant Answer:
External Partner/Outsourced Manufacturer personnel must become one of the three roles (development team). In the early stage, 2 to 3 Sprints should actively participate in face-to-face meetings. Sometimes the project can be used to communicate with video conferences and electronic task boards.
C10: Who organizes the composition of the Scrum team?
Youpufeng Agile Consultant Answer:
SM or DT does not have the power to recruit and abolish members, This is the power of the management class. Sometimes, appropriate people can be recruited from within to form SM+DT. If there is no manpower within the office, external recruitment can be recruited. Here, we assume that we are external customers and will not manage employees within the company.
C11: Should Scrum Master take over Dev's work at the same time?
Youpufeng Agile Consultant answered:
If the manpower is insufficient, SM can also take over DT's work. It is to be clear about role-playing. For example: He also needs to report three issues in Daily Scrum. At the same time, if someone is discussing issues other than three issues in Daily Scrum, It should also be corrected at any time. The only role that cannot be used by
SM is PO, because PO requires team performance, while SM protects the team from being taken by PO. The two are played by the same person, which will cause a role imbalance.
C12:Scrum Dev Team Should we undertake more than 2 projects at the same time
Youpufeng Agile Consultant answered:
In terms of the company's business interests and costs, it is difficult for the development team to only do one project, so it may undertake 2 to 3 projects at the same time, but we must do our own time management and coordination between POs (priority)
The agile spirit is to expect the team to achieve Co-location and Delicated. Doing two projects does not meet the latter, but the company's cost considerations can only compromise on doing multiple projects by one person. Therefore, members can only do the least project and do only one thing at a time (not Multi-tasking)
C13: How can the team prove that they are becoming more and more effective in complex work?
Youpufeng Agile Consultant answered:
personal parts can be evaluated using user stories and accepted conditions. The team can use the delivery of products to allow customers to receive and satisfy. The team can use the speed of each Sprint to evaluate. Teams can evaluate with common emotions.
FAQD
D.PO Question: PO demand is unlimitedly exaggerated, resulting in many heavy industry, cost surge, PO over-authorized, unreasonable and frequent delivery of teams, and exhausted
D1:Project Manager Can a Scrum Master be a Scrum Master?
Youpufeng Agile Consultant Answer:
Before thinking about this issue, it is recommended to define the two roles of PM and Scrum Master clearly. If the PM you identify as a traditional project manager who uses a waterfall life cycle to lead the project, it is not recommended that you serve as a Scrum Master in the same way. However, if you are now facing organizational change and the organization hopes that you can lead the project in agile way in the future, as long as you can successfully transform into a Scrum Master and educate the organization and team to understand and accept Scrum, you can certainly take on the Scrum Master’s responsibilities. However, the functions and thinking of the Scrum Master, which transforms from a traditional leadership PM to a servant-led leader, are really quite different. In addition, if an organization wants to convert to a Scrum Master to lead the project, it is recommended to first confirm what the organization's senior management expects of Scrum, so as not to imagine Scrum as too good. Scrum doesn’t increase output, nor does it turn the team into Superman. But Scrum can make it easier for products to meet customers’ expectations, and members can work more confidently and happily.
FAQE
E. Document management issues: There are too few documents required to be delivered to the owner or company Knowledge Management (KM) system
Youpufeng Agile Consultant Answer:
Agile is not about not having documents at all, but paying more attention to the product first, which can run, verify and feedback.Valuable documents need to be written, they can be supplemented later, or you can consider replacing the documents with visual requirements analysis tools or BDD.
FAQ F: Project
F1: Impact mapping, DDD is considered Agile's technique?
Youpufeng Agile Consultant answer:
is not. Impact mapping and DDD are both auxiliary tools of Agile, and their application scope is not only agile. impact mapping is a technology that many teams have recently used on agile projects. Sometimes user story mapping can be used to help the team pay attention to the overall picture of the system. This is because, before writing a program, if the system developed lacks a "overall view" of the overall situation, the final system design will easily become crooked. In addition, Domain-Driven Design; DDD (Domain-Driven Design) does not only focus on technology, but focuses on discussions and exchanges with developers and field experts to reach a consensus, and build a domain model and a common language based on this. If these two items are available, no matter how you want to design it, you can be handy.
F2:scrum/sprint planning How to use sales/marketing At work?
Youpufeng Agile Consultant Answer:
You can refer to this book:
https://www.amazon.com/Scrum-Marketing-Methodologies-Implementing-Organi zations/dp/1500207365
F3: Can all projects be agile? How to disassemble the agile story and cycles of system reconstruction
Youpufeng Agile Consultant answered:
Not all projects are suitable for agile, mainly because of unclear customer needs + innovative projects ( Stacey Model) is suitable, and it can be broken into a user story according to the appropriate workload (which can be completed in 2 to 3 days). This method is very suitable for knowledge-based projects with intangible output. For example: the information system development
reconstruction is a part of DoD and is also part of the User story task. If all the programs in the entire system are completed before refactoring, it will definitely be too late. Therefore, each Sprint should do its own reconstruction to meet DoD.
, like traditional industrial construction projects or subway projects, cannot be used for agility, because there is no way to deliver them to customers in stages. You must build them all and then deliver them to customers after the test run is OK. If the customer does not like to knock them out, It will waste a lot of costs.
F4:How to measure progress if my product is not a software, is a campaign or an event or an activity?
Youpufeng Agile Consultant answered:
software that can operate normally is only suitable for the software industry. If it is a non-IT project, imagine what value can each Sprint produce customers? Example: Marketing projects are divided into 4 Sprints, and each Sprint provides customers with marketing solutions, publicity, and copywriting... These output customers can use and create value immediately, which we call Working "System".
F5: Companies without automated testing can run Agile? (often bottleneck QC) and quality management
Youpufeng Agile Consultant answered:
Basically, it is very important to use agile. The team will evolve, and the way of working will improve, reducing waste. If the QC bottleneck problem is solved after multiple improvements, the problem has been solved. If the developed products or services need to be deployed frequently, reducing the burden of errors after going online, and improving the analysis results requires automated testing, reducing manpower waste, and increasing team efficiency, it is recommended to add automated testing. A very simple rule is to consider the workload and benefits of operation.
F6: Can you give an example of DoD for non-IT projects
Youpufeng Agile Consultant answer:
DoD refers to a set of general checklists. Any Feature for customers must meet the content of these checklists. Taking the dish as an example, A Michelin restaurant should meet every dish:
- dishes are good-looking
- smell fragrant
- taste delicious
- hygienic
- hygienic
- platter
- health: less salt, less oil, less MSG
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