Creation and explanation of agile individuals scrum MEETING

[51cto paper] In agile practice, scrum is a framework for running projects. It is based on Agile principles and values. For strictly managed project teams, scrum meetings are also conducted at the same time every day. Through daily scrum meetings, team members can familiarize themselves with each other's work content, fully understand the project progress, and help each other solve problems. So how should the Sprint plan meeting be conducted in scrum? The reporter interviewed the agile individual founder. Mr. Zhou jingen talked with netizens about the implementation of scrum and the Sprint plan meeting.

 

Personal Profile: Zhou jingen, personal growth coach, software product architect, trainer, agile individual creator and promoter.

The following is an interview record:

Reporter: How did you access agile development? What is the idea behind the creation of agile individuals?

Zhou jingen: We first developed the product using RUP (let's look at it methodology to talk about it). I remember that in a product design stage, we drew a lot of diagrams using Rose, however, no one was looking at the final development; more importantly, there were many changes to requirements after the product was delivered. After that, I began to focus on methods, technologies, and tools throughout the software lifecycle, so I learned about agility. It was XP first, followed by scrum. In, I went to a new project team, and this group had no development process methods or requirements. So I practiced some new methods in this group, including scrum. During the implementation of scrum, I found that it was not as simple as originally imagined. It seems that simple processes and roles are not easy to take effect. In addition to technical capabilities, I also need to let myself learn more management methods, more importantly, you need to thoroughly understand the things behind agile management. As I think deeply about scrum, I feel that the growth of everyone in the team is the driving force for agile results, which gives me a greater interest in the topic of personal management, so I wrote down my thoughts on personal management and personal growth, and learned and practiced in my team. Members of the team can learn from their families and actively participate in the discussion.CommunityThe recognition of agile individuals encourages and inspires me to systematically think about personal growth and proposes agile individuals. After more than two years of thinking, agile individuals are already a systematic personal growth framework that can help individuals grow and promote the formation of agile teams.

Reporter: Can Agile development really solve some problems of traditional development? How to Understand the fundamentals of agility?

Zhou jingen: From waterfall to agility, we have found that our products are more suitable for users, the higher the quality, the shorter the time to market, and agile to adapt to the ever-changing era, whether traditional development can be solved is no longer a problem. For agility, I think it lies in learning and adapting. This is also the two most important capabilities needed to embrace changes.

 

 

Reporter: The agile practices and management of the team are inseparable. What do you think of the current management in China?

Zhou jingen: We were managing it before we became agile, but when agility was prevalent, some managers could not tell agile and management. In fact, I don't really care about the agile method that best practices come from. I think that as long as the practices that benefit the current team are a management tool, we still need to maintain a larger perspective as managers, agility is only a management tool. We also need to learn more management methods such as goal setting, process optimization, team building, and personal growth.

Reporter: Some people think agile development is not suitable for normal levelsProgramPersonnel or team, what do you think?

Zhou jingen: No method is silver bullet, and it also shows that no method is perfect. Since there is no perfect method, it naturally does not have to be executed by perfect people. High-level programmers can do better in the field of technical practice, but most of the failures of a product are not because you have adopted best practices such as test-driven and pair-based programming, it is a problem in development management. As an agile method, scrum has many management ideas behind it. As long as managers and teams have further thoughts and knowledge about scrum, it can also greatly improve the technical level of a general programmer team.

Zhou jingen: The implementation of Agile Methods in China will lead to changes in the original model of project management, and many companies have not achieved the goal of agility. As a result, companies are reluctant to introduce such development models. What do you think of this problem?

A: From a company perspective, you can make the software faster and better. It is not important to adopt agility or waterfall. Rather than being unwilling to introduce this model, it is better to say that the software development owner is unwilling or unable to introduce new methods. Agile development is relatively mature. I don't think it's time to discuss whether or not you want to introduce this development model, but to think about how to introduce it. It's not just technical practices, but also management, it is even a change in personal growth.

Reporter: What is the impact of the number of teams on Agile development? How to split it?

Zhou jingen: the number of people brings complexity to the team. As the number of people increases, management and communication will become increasingly difficult. Maintaining a small team of about employees is more conducive to the formation of the team. In such a team, people are more familiar with each other and collaboration is easier. Who are the members of such a small team? This also depends on the scale of the product. For a small product, this team will be composed of market, demand, development, testing and other personnel to form a full functional team; if the product is medium or large, it may form a single functional team, then, a large agile team is composed of multiple such teams to deliver to customers.

Reporter: how to plan the entire process of scrum implementation in Agile practice.

Zhou jingen: to implement scrum, we can adopt a process similar to learning. First, we should execute it in full accordance with the scrum process, and then we will tailor and supplement ourselves Based on the effect after implementation; at last, the scrum concept was relaxed and integrated with a wider range of software product cycle processes.

Reporter: there are many different levels of agile development methods, and almost every agile development team has a scrum meeting. How is it done in your team?

Zhou jingen: communication is essential to any team, and meetings are one of them. I think the sprint planning meeting in scrum is the most important event, which determines the goal of each iteration. The meeting is the second important event because it is the best time for the team to make improvements. If you do not review the meeting, you will find that the team is making the same mistake again. For more information, see the blogs I wrote earlier:

1,Scrum Sprint plan MEETING(The following content is taken from Zhou jingen's blog)

A Sprint plan meeting is held on the first day of the sprint. This meeting is divided into two parts. Plan meeting 1 is attended by Po, Sm, and team, it is mainly to select the established product backlog that needs to be placed under the current sprint from the product backlog, and then the SM and team participate in the planning meeting 2, split the story of the established product backlog into tasks for estimation, PO can also participate in this section to learn the specific development details. Below I will list the main contents of the meeting.

Meeting content

Sprint plan meeting 1

Together with the team, the product owner develops the sprint goal and the established product backlog based on the previous evaluation results.

Target

Set sprint goals and established product backlog

Meeting preparation

• Participants: product owner, scrum master, and all team members
• Problems in product backlog are sorted by priority
• Problems in backlog evaluated
• Publish the product backlog to everyone in the meeting to ensure that it can be obtained.
• Who are expected to be absent (for example, on vacation)
• Make sure the room environment is suitable for group discussion
• Everyone can obtain the results of the last sprint review meeting and sprint review meeting.

1. The Sprint schedule has been scheduled.
2. Schedule of sprint scheduled meeting 1
3. Schedule of sprint scheduled meeting 2
4. The first day of the sprint is determined.
5. The last day of the sprint is determined.
6. Schedule of daily scrum meetings
7. Schedule of sprint review meetings
8. Schedule of sprint review meeting

• (Optional) Prepare a dingtalk board for the established backlog: A dingtalk board of at least 2x2 meters, card and sticker, highlighter
• (Optional) cards used as scheduled cards

Meeting process(4 hours)

• Publish the sprint schedule to everyone
• Publish the results of the sprint review meeting to all
• Publish the sprint review meeting results to everyone
• Product owner describes product prospects to the team
• Product owners and teams work together to determine sprint goals
• If there is a problem missing in the backlog: The product owner has the permission to add the problem to the backlog.
• If the product backlog is not evaluated at all: select the problem that you think is the smallest use case in the backlog, and assign two story points for the workload. Allocate the story point of other problems in the backlog according to the workload standard of this minimum case.
• If some problems in the backlog are not evaluated: the number of story points for these problems is evaluated based on the workload of other problems.
• If the items in the product backlog have not been properly sorted by priority: the product owner sorts the items in the product backlog by priority.
• Product owners and team members acknowledge the sprint goals and established product backlog.

Meeting results

Prepare the established product backlog for sprint Planning Meeting 2

Sprint Planning Meeting 2

In sprint Planning Meeting 2, the team refined each item in the backlog of the established product into multiple tasks. Each task can be completed within one day.

Target

Determine all tasks, generate the sprint backlog, and confirm the sprint target

Meeting preparation

• Invited participants: scrum master, all members of the team, and product owners (with the Right to Know all issues)
• For Task Planning, refer to the backlog of the product.
• (Optional) Prepare a dingtalk board for the established backlog: A dingtalk board of at least 2x2 meters, card and sticker, highlighter

Meeting process(4 hours)

• Team members can separate tasks from various problems in the backlog.
• Make sure all the details are taken into account: coding, testing,CodeReview, meeting, learning new technologies, compiling documents
• If the task takes more than one day: Try to split the task into several small tasks
• If the team thinks that there are too many items in the sprint backlog: the problem in the backlog is deleted with the product owner
• If the team considers that there are too few items in the sprint backlog: work with the product owner to select the most important issue from the product backlog and add it to the sprint backlog.
• The team confirms the sprint Objectives

Meeting results

• The Sprint target and sprint backlog are open to everyone in the company.
• All team members can obtain the tasks in the sprint backlog.

2,Scrum standing MEETING(The following content is taken from Zhou jingen's blog)

During the sprint, we will communicate through the Standing Meeting every day. Below I will list the main contents of the meeting. (The following meeting content is from scrum checklists)

 

Meeting content

Target

Communication and coordination of work progress among team members

Meeting preparation

• Participants: all members of the team, scrum master, product owner (optional), and related personnel (optional)
• All tasks on the sprint backlog can be added, deleted, modified, and reordered.
• The task status can be set to todo, doing, or done (you can add another test to verify the status)

Meeting process(Within 15 minutes)

• Tasks completed during the last meeting: the task is changed from "being processed" to "completed ".
• What tasks are you planning to complete before the next meeting? • If the task status is "pending": converted to "processing" status

1. If the task is not on sprint backlog: add this task
2. If the task cannot be completed within one day: divide the task into multiple tasks.
3. If the task can be completed within one day: set the task status to "processing"
4. If the task status is "being processed", check whether the task is blocked.

• What problems hinder your development: if there is a problem that hinders your development progress, add this obstacle to the barrier backlog.
• If a question is discussed, remind the team members to focus on answering key questions.
• If you want to make some comments: politely remind him that the meeting is only allowed for discussion by group members.

Meeting results

• Get the latest obstacle backlog
• Get the latest sprint backlog
• Latest Progress Chart

Others

You can specify a host (or take turns ). He calls for and controls the meeting time, and pays attention to guiding topics during the meeting. At the end of the meeting, he can make a brief summary, focus on the problem, and make daily plans.

3,Scrum review meeting(The following content is taken from Zhou jingen's blog)

At the end of the sprint, a review meeting is required for the team to present completed functions to product owners and stakeholders. Most of sprint review practices are used for team members to present functions, answer stakeholder questions about presentations, and record expected changes. The review meeting can attract the attention of stakeholders, so that others can understand what the team is doing and receive important feedback. The demo will also force the development team to do some real work.

• The team prepares workstations and devices to demonstrate new features of the product.
• Team preparation sprint review practices should not exceed 1 hour

Meeting process(4 hours)

• Make sure that everyone has a clear goal. If someone doesn't know the product, it will take several minutes to describe it.
• Based on the problems in the backlog, the team will introduce the results of the sprint one by one and demonstrate the new functions.
• If the product owner wants to change the function: Add a new problem to the product backlog
• If you have a new idea about features: Add a new question to the product backlog
• If the Group reports that the project encountered obstacles, the problem cannot be resolved: add the obstacle to the obstacle backlog.
• At the end of the meeting, scrummaster announced the location and time of the next review to the product owner and all stakeholders.

Meeting results

• Consensus on the results of this sprint and the development status of the entire product

Others

• Let the demo focus on the business level, rather than the technical details. Focus on "What we did", not "how we did it"
• Some sprints may contain many bug fixes and other functions. During review meetings, do not demonstrate too many bugs that are broken, unless this is important.

4,Scrum review meeting(The following content is taken from Zhou jingen's blog)

In scrum, The Sprint plan meeting is the most important event, and the second important event is the review meeting, because this is the best time for the team to make improvements. If you do not review it, you will find that the team is making the same mistake again. After the sprint review meeting, the team needs to hold a review meeting. I will list the main content of the meeting below. (The following meetings are from scrum checklists and scrum-and-XP)

Meeting content

Target

Improve team productivity by summing up previous practical experience.

Meeting preparation

• Participants: scrum master, all members of the team, product owner (optional)
• Ancillary tools: highlighter, sticker, whiteboard magnet, whiteboard and board mounted for all participants
• Prepare a review whiteboard in three columns. The first and second columns review the past, and the third column looks forward to the future.

1. Good: What can I do if I redo the same sprint?
2. Cocould have done better: If you redo the same sprint, what needs to be changed?
3. Improvements: thoughts on how to improve in the future

 

Meeting process(1-3 hours)

• Introduce the objectives and agenda of the meeting
• Setting the stage: Team values and working agreements (10-30 minutes)

1. No matter what problems we have found, we must understand and firmly believe that everyone, through what they knew at the time, has the skills and resources they can get, in a limited environment, all of them did their best to make the best achievements
2. Everyone participates
3. Honest Communication
4. More I, less use you
5. Do not delve into the internal problems of specific business details

• Collect data: Collect hard data: events, metrics, and completed stories.

1. Events: any events that are important to everyone in the team, including meetings, decision points, milestones, and adoption of new technologies. For example, whether the improvement items identified in the previous review meeting have been implemented
2. Measurement: contains the combustion chart, speed, number of bugs, number of completed stories, and number of code reconstruction.

• Generate insights: ask "why" and find out the advantages and problems from the collected data.

1. Explain to attendees how to use the sticker for work: when using the sticker, note that only one sticker is recorded.
2. Distribute stickers and brainstorm all the ideas on the three columns of the whiteboard.

• Determine the improvement items (decide what to do)

1. Each person has three votes and votes to determine which improvements will be made in the next Sprint (about 2-5 items ).

• Close the audit spective)

1. Make a summary of the meeting to show which practices should be tracked in the next review meeting

Meeting results

• Review the whiteboard and the practices for improvement in the next sprint. In the next review, we will track the implementation of these improvements and add obstacles to the barrier backlog.

Reporter: What New Directions do you want to see for the development of agile development in the next few years? What are the suggestions?

Zhou jingen: agility is just a synonym. I hope it not only includes development, but also can be based on Agile ideas, extend the Method Framework to the entire lifecycle of software product development, such as marketing, business, and marketing.

Turn: http://developer.51cto.com/art/201303/387329.htm

 

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