Agile development scrum from management perspective

Zicheng

Every time we look at agile development, scrum is from a technical perspective. Today we try to look at this issue from a management perspective.

Scrum

Scrum has become the most influential software development process in recent years. From the Forrester Survey Report on Agile models, we can see some of the slave end, and Microsoft has also released a more scrum template, I believe.. NET platform, more and more teams will adopt this process.

 

Figure 1: Forrester Survey Report on agile mode

In the increasingly complex environment of software, scrum's success is not accidental. Its guiding ideology conforms to the general law of modern management.

Management

After nearly a hundred years of evolution in management theory, management is generally considered a process of coordinating work activities, so that it can efficiently and effectively work with others or achieve organizational goals through others, its coordination activities are generally dividedPlanning, organization, personnel, leadership, controlIn five aspects, these five aspects do not have a strict time breakpoint, but are a relatively independent problem domain, which repeats throughout the entire management process.

Plan: plans action plans that involve mission, Goal Selection, and decision-making to fulfill the mission.

Planning is the primary function of management. It plans and arranges the objectives and ways to achieve the objectives of the organizational activities based on the future of the primary node to ensure that the organizational activities are carried out in an orderly manner. The plan includes "5w1h ". to make a plan, you must first determine the target. When setting the target, you must refer to the smart rule.

Organization: Maintain the way groups work. It aims to establish a proper role system and create an environment for promoting employees to complete their tasks.

An Organization refers to a formal, deliberately designed role or position structure to meet the goals of the Organization, clarify and classify the activities required, and group the activities required to achieve the objectives, each group is headed by management personnel with supervisory authority to formulate relevant provisions for horizontal and vertical coordination in the organizational structure. When designing an organization, we should pay attention to the principle of unified command, control margin, equal rights and responsibilities, and flexible economy. At the same time, we should pay attention to the effectiveness of the Organization and the culture of the Organization.

Personnel: Fill in organizational roles, involving personnel configuration and maintaining personnel stability.

Human resource management directly affects the operating status of the entire enterprise. Modern Management personnel are the profit center of the enterprise's Human Resources Department. In terms of Human Resource Management, the company's overall goal is to have as many high-quality employees as possible, in order to allow enterprises to maintain their competitive advantages, the Human Resources Management Department focuses mainly on the more specific goals related to this general goal, namely productivity, quality and service, generally, changes in human resources involve changes in corporate culture, leadership, human resources policies, and practices.

Lead: Influence the team members to facilitate their work on the organization and group goals.

Leadership is an art or process that affects people's willingness and enthusiasm to work towards the goals of the Group. The more you understand the factors that motivate subordinates and how to make these factors play a role and reflect them in actual management behaviors, the more effective the leadership is, the advantages of committees and groups can be leveraged in the Process of leadership.

Control: ensures that things develop in line with the plan, and assesses and corrects the performance measures of personnel and organizations.

Control is to measure and correct the performance to ensure that the enterprise's goals and the plans formulated to achieve the Goals can be successfully completed. The basic process of control is to determine standards, measure performance, and correct deviations, on the control point, we can choose physical standards, cost standards, capital standards, income standards, Planning Standards, intangible standards, system goals as standards, and strategic plans as control points.

Parsing scrum

The SCRUM framework diagram is as follows:

 

Figure 2: scrum Diagram

1. product list and iteration plan

Product backlog item/PBI is a predictable task of all functions, including functional and non-functional tasks. PBI belongs to the planning stage and points out our goal, principles recommended by PbI

Independent independence to avoid dependency with other story.

Negotiable can be negotiated. The story in scrum is not the contract in the waterfall. Stories does not have to be too detailed. developers can give appropriate suggestions.

Valueable has value, and story needs to reflect the value to users.

The availability of estimable. story should be able to estimate the task development time.

Sized right should be reasonably sized, stories should be as small as possible, and the Team should try to finish in 1 Sprint (2 weeks.

Testable testability. User story should be testable. It is best to have a UI for testing and automated testing. Each task should have a JUnit test.

Although some technical descriptions of the software are added, this is in principle consistent with what we call smart.

Sprint planning, which comprehensively considers the project environment and the target in the next iteration cycle. The Sprint backlog comes from PBI, this is the way in which we plan to achieve our goals.

 

Figure 3: iteration plan

Of course, this involves decision-making, such as iteration cycles? Which PBI? For example, when selecting an iteration cycle, this is a non-procedural decision. We need our own experience to determine the priority of PBI. We can make a procedural decision from the PBI field description.

2. Roles and teams in scrum

Scrum defines many roles. The jokes about pig and chicken are very good. For pig roles, there are three types:Product ower, scrum master, and Development Team)

The product owner represents the customer's wishes. This ensures that the scrum team is doing the right thing from a business perspective. The product owner writes user stories, assigns priority, and places orders to the product.

Scrum supervisor scrum supervisor promotes the scrum process. His main task is to remove the obstacles that affect the team's delivery sprint goals. Scrum supervisors are not team leaders (because they are self-organized), but are responsible for shielding external interference with the development team.

The SCRUM supervisor ensures that the scrum process is used as intended. The SCRUM supervisor is the executor of the rule. The Development Team is responsible for delivering products. A small team of 5 to 9 people with cross-functional skills (designers, developers, etc.) can complete the actual development work.

The three roles in scrum are well-designed and conform to our management theory and organization theory. Only one product ower can meet our unified command principles, the main task of the scrum master is to remove the obstacles that affect the team's delivery sprint goals, and to create an environment for project implementation. When implementing scrum, the first thing we do is to disrupt the component-specific team and create a vertical team. It reduces such situations as "We cannot complete this entry because we are waiting for the server guys to complete their work.

3. Meetings in scrum

Agile declarations include individuals and interactions over processes and tools. In scrum, meetings are divided into sprint planning meetings, each Hitachi meeting (daily standup meeting ), review Meeting and regression spective meeting ).

 Planning sprint planning meeting: At the beginning of each sprint, the product owner will explain the requirements and the development team will conduct estimated planning meetings.

 Daily standup meeting per Hitachi: What is the completion of the internal short meeting that the team communicates with each other on a daily basis? Have you encountered any obstacles? What will we do soon? It is generally named after 15 minutes and standing.

 Review Meeting: The product owner should present and receive comments to the product owner before the sprint ends. At this meeting, the product owner should determine what work has been done and what work has been done.

 Retrospective spective MEETING: Memories of continuous self improvement after the sprint.

This is closely related to the control in our management. The plan specifies the control direction. Each Hitachi will act as a feed-forward control, and the review will act as field control. The review will act as a feedback control, this is a reference for our next plan. The completion of each sprint backlog in the meeting can be used as a factor in employee performance appraisal.

4. Burnout Diagram

It is a publicly displayed chart that shows the number of unfinished tasks in the current sprint, or the number of unfinished order items in the sprint order. a burned-out chart can usually be displayed on each Hitachi, as an auxiliary means of our control.

 

Figure 3: overburn Diagram

Scrum Culture Construction

Let the team sit together and share information from each other. These are all in line with the concept of incentive in our management leadership and meet the needs of the staff's personal achievements.

Link: http://www.cnblogs.com/Roping/archive/2010/12/21/1912525.html