Agile cases of large software products-sharing

• Team division and organization
• Division and orchestration plan
• Start now and continue improving
• Gradually overcome long-term challenges

Team division and organization

TIPS:1. organize teams in an open space
2. Place as many whiteboards as possible
3. Switch the seat to a meeting Share 1: cross-functional teams + feature teams Cross-functional teams:

1. After a function is designed, the process of development and testing does not require a documented handshake.
2. Greatly reduces noise and deviation in communication and transmission, and greatly reduces communication costs
3. The potential of group decision-making makes the collective wisdom of the crowds available, giving each member a greater technical vision.

Feature team:

1. The same team focuses on the same function module and works with the same function during the same time period.
2. By helping, transmitting, and bringing domain knowledge between members, they are not only accumulated in documents, but also accumulated in teams, making everyone irreplaceable.

Is it necessary for a team composed of senior members to play the role of scrum? :

1. Not necessarily. More senior members can improve the efficiency of the team, but the final efficiency of the team is determined by the degree of attention of the team members.
2. In the scrum method, everyone is highly cooperative. After everyone's initiative is stimulated, the overall combat capability of the team can be improved, and junior members can quickly learn a lot from the senior members.
3. Because the same team focuses on similar functions, the PP method can promote learning and greatly create a learning atmosphere for the team.

Share 2: developing services well is the key to its role Dedicated engineers for engineering infrastructure:

1. Dedicated personnel are responsible for the maintenance of the development and testing environment, continuous integration system construction and care
2. So that every development team does not need to be distracted by infrastructure
3. The po and user story teams participate in the whole process and are on call:
4. Clarification of requirements is available at any time
5. The requirement personnel participate in requirement verification and correction during the development process

Full-time COACH:When the audience is clear, they need a person who is clear and thinking constantly to discover problems and promote collective thinking. The full-time coach can help the team to resist the inertia of the Team (or "organizational gravity ") 2. division and orchestration plan
1. Strictly ensure the sprint length of 10 working days, no exception on holidays
2. If a sprint cannot end within a fixed period of time, adjust the content in the middle, but do not extend the time.
3. The key to successful scrum execution is to help the team find a fixed sense of rhythm.
Share 3: plans based on "Customer Value" Orchestration goals rather than orchestration tasks:

1. Determine the business objectives of each subrelease and each sprint, and break down user stories based on the business objectives.
2. Always do things with higher priority, and those with lower priority are continuously negotiated by the user story team.

Start early, gradually clear, and adjust in time:

1. Let the user stories be refined and developed in parallel, and start development as soon as possible to free up more time for the development work to use sprint0 to solve large solutions and technical risks
2. Reserve 10% ~ Prepare for the next sprint at 20%

Constantly adjusted and inspected:

1. Each subrelease completes the previous sprint and re-implements release planning for large changes.
2. After each sprint review is completed, adjust the content and priority of the product backlog.

• Start now and continue improving

Share 4: Improvement, improvement, and Improvement

Clearly defined DOD:

1. DOD is a commitment, not a regulatory means
2. The mission of the owner of DOD is to make the team understand, rather than force the team to execute
3. Quality comes from team awareness, not from testing

Let the team learn:

1. Sprint is not a micro waterfall, so team members can cooperate with each other.
2. As many PP as possible
3. Allow the team to make mistakes and help the team analyze the causes

Stability and then improvement:

1. SCRUM will not speed up development, and the efficiency of team cooperation can be improved
2. Assume that a velocity is then constantly positive.
3. Ensure team stability as much as possible

• Gradually overcome long-term challenges

Technical debt

1. Gradually complete missing unit tests and automation
2. Regular organizational restructuring activities
3. Add defect review and summarize to the review of each Sprint

Coordinate Agile Methods AND PMo Supervision

1. Strive for approval from the company's management
2. Convert user story calculation to traditional PMP calculation value
3. Encourage PMO to participate in sprint Review

Create an efficient team

1. Three levels of team development: forming, storming, and mongoming
2. Moderate pressure on the team
3. Organize long-term training programs to encourage learning and sharing
4. Maintain team Stability