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Chapter 15 Planning
1.
Chapter 15 Planning
Succeeding With Agile: Software Development Using Scrum David Ko
2.
Agile的迷失: Agile不做計劃 做計劃是scrum的基礎
Agile團隊所做的計劃比waterfall團隊更準確
3.
4.
而是要保留一些空間, 來處理不確定性的事情
5.
6.
不要用加班來趕計畫 加班一個星期是可以的 可提高效率並增加一些額外的時間
但是不能連續兩周加班以上 否則代表你有了一個不能通過加班來解決的問題
7.
維持可持續性速度的好處 讓你保留一些能量, 在真正需要時使用
讓你保有創造力的空間 讓你不會上完班後就枯竭了, 下班後還能有動力持續學習
8.
如果不加班, 要怎麼做 時間無法增加,
只能增加熱情 團隊中熱情的人越多, 團隊就越容易充滿能量 定期的短暫休息
9.
Pomodoro (番茄) 固定長度的工作週期
25 min 全力衝刺工作 不接電話, 不回郵件 5 min: 短暫休息 每四個週期過後, 有一個15-30min的休息
10.
如果可以改變, 你要變那一個 時程
範圍 品質 資源
11.
犧牲品質? 這是短視的作法 之後團隊會因為rework或是系統不穩定而讓我們無法全速前進
快速前進的最好方式就是保持高度品質 就算要犧牲品質, 你也無法決定要怎麼做才夠趕上進度, 如 要犧牲多少品質, 或是 要犧牲那些品質
12.
增加資源? 訓練新人需要花時間 人多溝通會增加複雜度
加人的時間點是個藝術 加了人是否有幫助無法預測
13.
展延時程? 可行, 但是很多時候不適用.
如 若是合約已經簽訂了怎麼辦? 若是產品展期或是廣告日期已經確定了怎麼辦?
14.
調整範圍? 它是放棄某些功能的一種優雅說法 如果要調整範圍,
要先確定我們是依照優先順序來開發 雖然令人失望, 但不是世界末日
15.
何者為佳? 犧牲品質不是一個好的選擇 增加資源的效果是不確定的
延展時程是可行的, 但是不確定是否需要更久時間 改變範圍是不錯的選擇, 但是要確保照優先順序來實作功能
16.
估算和承諾是兩回事 主管常常把它們視為相同
17.
較好的估算方式 估算不能是一個單一數值, 應該是個範圍
需要增加信心指標 例如 在這個sprint可以處理30-35人時的工作 達成這個承諾大約有90%信心程度
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