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关于敏捷的一些误解
Some Misunderstandings about Agile
Mike Li
Scrum
Agile
XP
Graph taken from Ralph Stacey’s “Complexity and Creativity in Organizations”
这个应该是敏捷团队开发的
This must be developed by an Agi...
我非常敏捷,因为我很快
I am very Agile because I am very fast
要滑的快,首先要滑的稳
To be fast, be stable first
敏捷关注的是…
What Agile cares are …
快速响应变化
Response change fast
尽早,持续的交付客户价值
Deliver customer value early and frequently
原来敏捷是有计划的
…
So that, Agile has planning…
?(2)
什么是计划
What is planning
Planning is a process for accomplishing purposes. It
is a blue print of business growth and a road ...
敏捷计划的对象
Agile planning object
客户需要
Customer Needs
需要什么
What
何时需要
When
敏捷的计划
Agile Planning
适时的计划
Just in Time
Detail of the PlanDetail Rough
敏捷确实是有计划的
Agile do has planning
敏捷度量太少
了
Agile is lack of metrics
?(3)
周末有人来加班了吗?
Are there anyone OT during weekend?
敏捷项目的度量
Metrics of Agile Project
团队需要的
Team needs
正好足够的
Just enough
每日的度量
Daily Metrics
速度
Velocity
团队在一次迭代所能完成的总工作量
Total work efforts that the team can completed in one
iteration
质量
Quality
交付缺陷密度
每日失败的 Build 次数
每次 build 失败的 Test Case 数
代码测试覆盖率
…
还有吗?
Any more?
可以有
Possible
团队决定需要的度量项
Team decides the necessary metrics
敏捷团队拒绝管理
Agile team refuses management
?(4)
敏捷团队
Agile Team
NO
NO
不是要不要管理,而是如何管
理
It is not about the team needs
management or not, but how to manage
敏捷团队的管理
Agile team management
Email: lidingshan@gmail.com
MSN: lidingshan@msn.com
Blog: http://www.cnblogs.com/relaxtintin/
LinkedIn: http://www.linkedi...
Some misunderstandings about Agile
Some misunderstandings about Agile
Some misunderstandings about Agile
Some misunderstandings about Agile
Some misunderstandings about Agile
Some misunderstandings about Agile
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Some misunderstandings about Agile

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This is the slides that presented on Agiletour 2010 China Shanghai stop

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  • More and more teams, organizations are starting to adopt Agile. Also there are more arguments about Agile.
    What does Agile exactly mean?
    What does an Agile project like?
    There are many discussions, also aligned by lots of misunderstandings about agile.
    Today I want to share some of my thoughts about four misunderstandings I used to meet.
  • 一次在和几个朋友聊天的时候,有朋友说最近装了有线数字电视 (Digital Cable TV),他觉得开发数字电视频道服务的团队应该是采用了敏捷的团队,因为每隔一段时间,就会有新的功能发布,只是系统不稳定,不得不经常的重新启动机顶盒
  • The most important thing is “working Software”
    什么是可工作的软件?就是能够客户需要的,高质量的软件产品
    但敏捷的原则不是要求尽早交付用户价值吗?难道不是要求越快越好吗?
  • 软件开发就像滑雪一样,
    滑雪要滑的快,首先要滑的稳,保证不摔倒,然后通过不断提高滑雪的技术来提高速度
    所以软件团队也应该首先关注质量,而开发的速度,则是团队通过不断提高开发技能,加深对所开发系统的理解,来逐步提高的
  • 不是简单的堆砌代码,一味追求速度,而是
    It isn’t just pile up codes and only focus on speed, it is
    尽早的,持续的交付客户价值,并获得反馈 Deliver customer values early and frequently and get feedbacks
    根据反馈调整以快速响应变化 Adapt changes quickly according to the feedbacks
  • 有一次,在一个有关软件过程改进的大型会议上,我介绍了一个参与过的敏捷项目案例,介绍完后,有朋友说,原来敏捷也是有计划的
  • 可能找不到这样的计划
  • What
    Scope
    Quality
    When
    Value
    Risk
  • 敏捷项目团队确实不会,或者说,很少会在项目之初建立一份类似于WBS任务分解的进度表和甘特图,但敏捷项目依然是有计划的,和传统的进度计划不同,敏捷的计划不是关注在完成项目的一个个活动或者说任务,比如说需求分析、概要设计、详细设计,模块一编码等等,而是关注在客户的需要(needs),关注客户价值的优先级,其计划的对象是用户要求的功能,例如用户故事,计划活动的产出是一个设置了优先级的用户需要的功能列表
  • How do we make a confident plan for ourselves?
  • 不当的度量很多时候会引发相反的效果,结果是你总是可以得到你要的数据,但实际结果总是和想象的相去很远
  • 衡量团队而不是个人
  • 团队通过每次迭代的回顾,决定是否需要引入新的度量项,以帮助团队提高
    During each iteration retrospective, the whole team decides if it was necessary to have new metrics in order to help the team to be improved
    例如:团队发现每次迭代总是无法完成全部的承诺,通过回顾会议,一致认为在于估算不够准确,于是决定度量每个任务的实际工作量,来帮助团队提高估算的能力。而在团队提高了估算能力,不再有这个问题的时候,就可以停止这一度量了
  • 这一误解常常导致很多组织的管理者对敏捷团队产生抵触。敏捷确实强调了团队的自组织性,因为无数的经验证明,自组织的团队可以发挥出巨大的创造力,为组织带来意想不到的价值。但同时,自组织,有时也被称为自管理,常被以为就是在组织中不再有管理者的角色
  • 被充分的授权的团队,可以根据情况,自主做出判断和调整,而不是等待指令
  • Command & control
    Be treated as a worker of product line
  • Guild
    Coach
    Support
    Protect
  • Set up goal
    Remove impediments
    Provide training
    More feedback, less command
  • Transcript of "Some misunderstandings about Agile"

    1. 1. 关于敏捷的一些误解 Some Misunderstandings about Agile Mike Li
    2. 2. Scrum Agile XP
    3. 3. Graph taken from Ralph Stacey’s “Complexity and Creativity in Organizations” 这个应该是敏捷团队开发的 This must be developed by an Agile team ?(1)
    4. 4. 我非常敏捷,因为我很快 I am very Agile because I am very fast
    5. 5. 要滑的快,首先要滑的稳 To be fast, be stable first
    6. 6. 敏捷关注的是… What Agile cares are …
    7. 7. 快速响应变化 Response change fast
    8. 8. 尽早,持续的交付客户价值 Deliver customer value early and frequently
    9. 9. 原来敏捷是有计划的 … So that, Agile has planning… ?(2)
    10. 10. 什么是计划 What is planning Planning is a process for accomplishing purposes. It is a blue print of business growth and a road map of development.... 计划是为了达到目的的一个过程,是业 务增长的蓝图和发展的路线图……
    11. 11. 敏捷计划的对象 Agile planning object 客户需要 Customer Needs 需要什么 What 何时需要 When
    12. 12. 敏捷的计划 Agile Planning
    13. 13. 适时的计划 Just in Time Detail of the PlanDetail Rough
    14. 14. 敏捷确实是有计划的 Agile do has planning
    15. 15. 敏捷度量太少 了 Agile is lack of metrics ?(3)
    16. 16. 周末有人来加班了吗? Are there anyone OT during weekend?
    17. 17. 敏捷项目的度量 Metrics of Agile Project 团队需要的 Team needs 正好足够的 Just enough
    18. 18. 每日的度量 Daily Metrics
    19. 19. 速度 Velocity 团队在一次迭代所能完成的总工作量 Total work efforts that the team can completed in one iteration
    20. 20. 质量 Quality 交付缺陷密度 每日失败的 Build 次数 每次 build 失败的 Test Case 数 代码测试覆盖率 …
    21. 21. 还有吗? Any more? 可以有 Possible 团队决定需要的度量项 Team decides the necessary metrics
    22. 22. 敏捷团队拒绝管理 Agile team refuses management ?(4)
    23. 23. 敏捷团队 Agile Team
    24. 24. NO NO
    25. 25. 不是要不要管理,而是如何管 理 It is not about the team needs management or not, but how to manage
    26. 26. 敏捷团队的管理 Agile team management
    27. 27. Email: lidingshan@gmail.com MSN: lidingshan@msn.com Blog: http://www.cnblogs.com/relaxtintin/ LinkedIn: http://www.linkedin.com/in/lidingshan/ Twitter: http://twitter.com/lidingshan/
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