3 characters, 3 artifacts, 5 events. 1) The use of traditional predictive software development processes is the culprit for so many project failures. A predictive process is also called a waterfall process, and its viability depends on the accuracy of the project plan and the rigor of execution. 2) YDC Why software development can be successful? 1. Control of requirements 2. Development tools and framework controls 3. Development and Process control requirements. Maximum certainty when there is no change in risk. Certainty is reduced with the increase in uncertainties, emerging descriptions, and predictable changes. Technology. The technology used is best known for its certainty. With the development and operation of the technical complexity of the upgrade, different technologies in different software development and release phase through interface interaction, the certainty decreases. People. Certainty decreases as the number of people increases. When the number of people is more than 4 or 5, or even hundreds and often changed, certainty is declining because different people have different opinions, attitudes and emotions. When working as a team or group, the interaction between members and the unpredictability of work is enormous. 3)Stesito(Stacey Graph) is an effective tool for assessing the certainty and predictability of work. [1] Stesito is used to measure the certainty and unpredictability of work in different dimensions and to indicate the scope of work. We use it to model three dimensions in software development, the three dimensions are requirements, technology, and human 4. Because PTC is now able to develop complete functionality within 30 days, developers can communicate directly with customers in any suitable iteration. They are able to understand the requirements more directly and how to implement them better. The customer has also discovered this change and started working with the development team in each iteration. They are actively involved in defining functions and getting the functionality they really want. Will the results of development and customer communication be documented? Is there a test in communication? If not, what is the standard for post-test? 5) In general, we find that small teams are best suited for this iterative incremental software development effort. The small team here, in general, should be composed of 3~9 people. The overall team should have the skills necessary to translate the requirements into functional increments to achieve your vision. Depending on the type of software being developed, members of the team should have skills such as programming, testing, design, analysis, documentation, and design architecture. We want to shape team traits by aligning team structures, improving engineering practices, and building norms to improve team productivity, quality, creativity, and continuous improvement capabilities. [1] Our insight into the efficient software development team was extensively referenced in the findings of Takeuchi and Nonaka. They have studied the team process at Harvard University. They investigated autonomous teams with higher goals, and their team members actively learned from each other, with a short-term iterative approach to their main work. The close collaboration between these teams shortens the knowledge-updating cycle, helping to innovate and respond faster to the market and achieve high-quality results. The teams reminded them of rugby, and they called the project management a ritual that scrum--rugby to start the game again after the ball was out of bounds. The most appropriate proportion of people to be allocated? Requirements Analysis 1, Architecture coding 3,ui Design 1, test 2,po1,8 team members! 6) The following issues are likely to occur in the iteration and need to be discussed. has too few features to develop. As a development team, they always try to do at least one business function in each iteration, no matter how small the functionality. However, there are times when it is possible for a team to develop only a few or no functionality in the iteration. It's possible that the team needs to have a lot of new technology in the iteration, architecture design or automated testing that takes up the time to develop the functionality. It may also be that the developers themselves are not good enough to complete the task on time and need to be retrained or replaced. Delivery is too different from the actual demand. The vice president may find that the team does not understand what he wants in the eastXi. He needs to work more closely with the team in order to better communicate his vision and clarify needs to the team so that he is fully aware of his ideas. If the team knows little about the software and fund management, he may need to spend more time communicating with them or looking for new team members. Team members were overwhelmed by the iterations. Members of the pilot team may feel that iterative work is like learning a new dance. They need to find different ways to work, both to feel good and to produce better results. Team members are completely unable to work together. The way you work between team members needs to be viewed. At this point, it may be necessary to introduce a guide from outside to help them communicate better and make better decisions. Sometimes you may need to reorganize your team. Of course, in this case, the experience gained has been lost. Based on the results of the discussion, the pilot manager asked the team members to suggest how the next iteration should change in order to improve productivity. 7), the experience gained before is lost. Based on the results of the discussion, the pilot manager asked the team members to suggest how the next iteration should change in order to improve productivity. 8) believe that your employees can do more of the people who really work in the team is the best person to find a solution. This idea deviates from the thought of many management-style teachings. In the past, a manager was needed to set goals and implement methods, and the team worked according to his plan. However, the ability of all will be limited by the manager's own experience, insight and wisdom. Believing that your employees can do more work on the team is the best candidate for finding a solution. This idea deviates from the thought of many management-style teachings. In the past, a manager was needed to set goals and implement methods, and the team worked according to his plan. However, the ability of all will be limited by the manager's own experience, insight and wisdom. If team members are free to decide what they should do, they will be able to adjust according to the actual situation. They can share their ideas and skills and work together to find the best solution. They can try a solution first, and if not, try something else. This is what we call "self-organization". This is a way of brainstorming the team and not just relying on the manager's personal thoughts to manage it, allowing all members of the team to do their best. In a self-organizing way, managers are tasked with setting goals, helping teams, and removing barriers, and team members are given full autonomy. Can this kind of thing work in China? What's the effect? It needs to be tested in the actual project! How successful the experience software development process can be in the organization depends to a large extent on the management of the Organization and its leadership and influence in the face of these changes. 9) We call this scenario scrum PRN [1]. As P.R.N's drug control is determined by the nurse/caregiver or the patient himself, when you face importantOpportunities or huge challenges, scrum PRN can be implemented quickly when software is developed in a short period of time. In order to solve the crisis or seize the fleeting opportunities, special events should be done, using different ways of working. Scrum PRN does not need to be specifically approved. The organization's urgent need for software is the best authorization. [1]. One of the explanations for PRN or pro re nata is "when the environment is needed." The PRN on medical prescriptions means "take when necessary" or "take when needed". 10) According to Standish, 50% of the software functions are rarely or never used [1]. For example, 80% of customers use only 14% of the features in a large web site hp.com [2]. Therefore, in order to optimize the value, the product owner must decide when to stop the subsequent sprint to ensure that the delivered functionality is of high value. According to this strategy, the time required to complete the project requires only the original 40%. This productivity can be achieved by continuing to focus on the value of development. 11) We know we can use scrum to meet challenges and seize opportunities. Before the start of the first sprint, we usually wondered how long the project would take and how much it would cost. We can start with a few sprints and then use extrapolation to get a preliminary estimate of the cost of the entire project using the data from the sprint. Sprint should never exceed one months in length. 13) Keep the sprint's length within a project as much as possible in one project, from the first to the last sprint, keeping the lengths of all sprints consistent. Software development teams perform best when they maintain a certain rate, because they form their own rhythm. 14) Project-level scrum is further the creation of Scrum studios, a long-running organization that allows scrum software projects to start quickly. This software studio is a new, independent organization within the organisation. Some organizations use Scrum studios to run all projects. Of course, you can only run projects with a certain degree of complexity, scale, or risk. Just like PRN's scrum, the use of scrum in the studio solves the potential difficulties and problems that may be encountered in the overall promotion of scrum in the enterprise. [1] Software studios are also called software factories. Often, however, factories mean simple tasks of repetition and standardization, while software development is the opposite. Scrum Studio Agreement 16) as the transition to scrum takes place, the entire enterprise will undergo drastic changes, and everyone can work in a controlled mess that lasts for several years. But eventually, every version of the software gets better, employees are happy to come to work, and customers are happy to work with the business. However, the success of a business transformation depends on the executives who initiate the transformation. We've seen too many examples of other people in the enterprise who don't really know how to use new ways of thinkingTest and work, the transformation has not taken root in the enterprise, the initiator because of promotion or leave the original post. When the promoters ' executives leave, the progress that has been made will vanish, and the old culture, which has just been buried but not eradicated, will return. The advantages that have been gained and the habit of continual improvement will gradually weaken over time. Even though the enterprise is still much better than the scrum, it could have been more excellent. People also become cautious. Within a few years of the initiator's departure, the enterprise will not be worse than the start of the transformation, but not a truly agile scrum enterprise. This would have missed the chance of a complete transformation. Recalling the notes, we found that these issues are almost inevitably occurring in the event of a business transformation that we know or have personally participated in, once the executives leave. 17) The two caveats that must be remembered in the process of enterprise transformation. 1. Do not attempt to change the process of scrum scrum that can be arbitrarily modified to cater to the existing corporate culture. Instead, the culture of the enterprise should be adjusted to adapt to scrum. In scrum, the cultural barriers that hinder the way in which the software is developed in this book are not covered. [1] For an enterprise, scrum is like a "canary in a coal mine". Without scrum establishing an agile, transparent development environment, the hidden issues will remain within the enterprise to the detriment of the enterprise. At this point, the main benefits of using scrum are lost. 2. Don't hesitate not to think that business transformation is an easy thing to do. When it comes to planning a worthwhile event, it's important to have a clear goal, practice, and build an atmosphere. Once you start using scrum, it's easier to find the main obstacles. Over-planning and over-thinking are common problems in many businesses. However, this is not the purpose of scrum. What scrum needs is to act, test, evaluate, learn, remove barriers, and then use more actions to create a value for everyone 18) scrum is the use of scrum as a process to achieve organizational transformation. To successfully implement scrum, the organization must make two major changes. First, the software developer must form a small team and learn how to use scrum for software development. Second, remove all barriers that hinder optimal innovation and software delivery. These barriers will gradually emerge as scrum is used. The first change will improve the ability to deliver software, and the second change will remove barriers to productivity and ROI. Both of these changes are challenging and require hard work to achieve. They are at the heart of transformational engineering, so no matter how strong a management desire or determination to advance scrum, there is no way to save time on both fronts. 19)Experience-based process model for scrum
14.3 days software development farewell waterfall embrace agility
