Scrum in the real world 真实世界里的Scrum

Alan Atlas

SCRUM IN THE REAL WORLD 真实世界里的SCRUM

Alan Atlas 艾品全

Shanghai, China June, 2012

中文翻译：@袁店明Dynesy

WHAT I LEARNED ABOUT SCRUM WHEN I BECAME A CTO

当我成为一个CTO时，所学习到的关于SCRUM的知识

Alan Atlas

• Currently Chief Technology Officer at Scanbuy, Inc.

• 目前任职于Scanbuy公司的首席技术官

• 30 years in high tech– HW Engineer, SW Engineer, Development Mgr/Dir/VP

• 30年高科技行业-硬件工程师，软件工程师，开发经理/总监/副总裁

• Managed two industry-award-winning development projects (most recently Amazon S3)

• 管理过两个赢得工业大奖的开发项目（主要是最近的Amazon S3）

• Trying to be Agile since 2004

• 从2004年开始尝试敏捷

• Certified Scrum Master Trainer (CST), 2006. Certified Scrum Coach (CSC), 2008

• 2006年获得得CST认证，2008年获得CSC认证

• Instrumental in scrum adoption at Amazon.com

• alanatat@gmail.com

• scrumwiz.wordpress.com

• twitter.com/alanatlas 4

Background

• After 5 years of coding and 25 years of managing software development and 6 years of Agile coaching, I got the opportunity to become a CTO

• 在5年的码农，25年的管理软件开发，6年的敏捷教练生涯后，我有机会成为CTO

• What is it like to build an Agile organization? Does it really work? What compromises will I have to make?

• 敏捷组织转型需要什么？它真的可行吗？我不得不做出哪些妥协？

• Why do those people I coach keep doing the wrong thing? I won’t do that when I am in charge!

• 为什么那些我指导过的人还在继续做着错误的事情？如果是我在负责我将不会做那些错误的事情。

The Company • The company I joined is over 10 years old • 公司已经有10余年的历史 • It is still running on venture capital • 仍然由风险投资资助 • The investors are a little bit unhappy • 投资者有一点不满意 • About 50 people worldwide • 全球有50名员工 • 12 people in Engineering in New York • 在纽约有12名员工从事软件工程 • 7 people in Engineering in Shanghai • 在上海有7名员工从事软件工程 • New CEO for one year • 新的CEO已经上任一年 • Engineering was inflexible, unproductive, and unresponsive to the

company’s needs • 软件工程之前不灵活，生产力低下，对公司的需求反应迟缓

Here’s What I Discovered: 我发现了一些事情：

It is much harder to do scrum

than it is to teach it or coach it. 做Scrum比指导或者教导要难得多

Another important thing: 另外一个重要的事情：

Scrum is strong. It is robust. If you do not do it perfectly it can still

work.

Scrum是强大而健康有力的，即使你做得不完美，它依然是可行的

You have to adapt all the time when you do Scrum in the real world!

当你在真实世界里做Scrum的时候，你不得不一直在调整

Here are the things we did best: 下面是我们过去做得非常好的事情： • Potentially Shippable Software every sprint • 每个Sprint都有潜在可交付的软件 • All scrum roles filled • 所有的Scrum角色都齐全 • ~Self-organizing teams • 自组织团队 • All the rituals/meetings • 会进行所有的活动/会议 • Two week sprints • 2周一个Sprint

SCRUM: CINDERELLA OR SUN TZU AND THE ART OF WAR? SCRUM：是灰姑娘还是孙子兵法？

DEV. MGR. AND VP ARE SCRUM MASTERS

开发经理和副总裁都是SCRUMMASTER

We must finish this by Thursday for $30,000 revenue. 我们必须在周四之前完成3万美金的销售收入

The PO is on vacation. Let’s plan without him. 可是PO在休假，那我们在没有PO的情况下开始做计划

The PO simply is not very good at their job. 简单地说，PO不是很称职的。

We have to learn how to use this API/SDK so let’s do a spike. 我们不得不学习如何使用API/SDK，以便于我们可以做拆分

Non-stories 非用户故事（技术故事） • Evaluate this [compiler, test framework, API, …]

technology • 评估编译器、测试框架、API等技术 • Produce technical product documentation • 撰写产品技术文档 • Do website Search Engine Optimization work (add

search words, change page titles and image file names, etc.)

• 做网站搜索引擎优化工作（比如增加搜索关键词，更改页面标题、图片文件名称等）

• Work on this big, multi-sprint testing task • 工作在大的、跨Sprint的测试任务上

They always seem to ask these: 他们似乎总是在问这些问题： • How long will this take?

• 这个工作还需要多长时间？

• How much will it cost?

• 这个需要耗费多少时间？

• A customer wants to buy something we don’t sell. How long will it take to develop it?

• 客户想要买一些我们现在没有的东西，我们需要多长时间开发出来？

• Can you just do this stuff that is really important right now and not the stuff that was important last week?

• 你能否只做目前非常重要的事情，而不是上周最重要的？

Training New Arrivals 培训新来的员工 • People arrive one at a time. Nobody teaches

Agile to one person at a time!

• 每次总是来一个新员工，没有人会给这一个员工做培训敏捷

• We can’t afford to send every person out for Agile training.

• 我们不能给每个人提供外部的敏捷培训 • We don’t need to do team training over and over

again • 我们不需要反复给团队做培训 • Everybody does not need a CSM • 不需要给每个人做ScurmMaster认证

COACHING FROM ABOVE

从以上这些方面进行教导

PAY AND PERFORMANCE 薪酬和绩效

WHEN SELF-ORGANIZATION GETS THE WRONG ANSWER

Pay and Performance It’s not theoretical. 薪酬和绩效：不是理论方面的建议 • Lost a good developer to a 60% raise • 如果一个员工找到薪酬增长60%的新工作，祝福他/她吧 • Has to use a limited budget to reward and to protect the

company from poaching • 必须使用有限的预算奖励和保护公司员工不会被挖走 • Has to reward people fairly because different people

contribute differently • 必须公平地奖励员工，因为不同的员工贡献不同 • Has to keep teams feeling fairly treated and rewarded and

appreciated • 必须使团队感觉公平对待、奖励和认可 • Have to have a defensible process • 必须有一个防御性的流程

METRICS 度量

“We do SCRUM, BUT we don’t do…”

Continuous Improvement

Scrum is strong. It is robust. If you do not do it perfectly it can still

work.

Scrum是强大而健康有力的，即使你做得不完美，它依然是可行的

QUESTIONS?