Scrum process practices note

Abstract: From January last October to now, I have tried some scrum practices in my projects and made a summary.
Strictly speaking, it cannot be regarded as a real scrum practice, but the agile process itself is also an "agile method", so it is "Agile development method of agile practice-scrum process.

I. theoretical reference: Scrum practice (this part is taken from the Network)
1. Scrum Team (small project team of 5-7 people ).
2.
Backlog: a series of tasks that need to be completed urgently, including: unrefined product functional requirements, Bugs, defects, user improvement, competitive features and technical upgrades, which are defined by priority, these tasks may not be complete and may even be changed or added at any time.
3.
Sprint: Usually a 30-day iteration time. schedule each item in the Backlog in the Sprint and estimate the time required by the Team (by hour ).
After each Sprint, you must have the functions that can be delivered and used.
4.
Scrum meeting: this is the biggest difference from the traditional approach. a Scrum meeting is usually held at the same time every day and in the same room every 15-20 minutes (usually after lunch ). All members of the Scrum team participate in the event, or they can have listeners (but not the audience ).
At this 15-minute meeting, the Scrum Master will ask each Member three questions:
A) What have you done in the first day after the previous Scrum meeting?
B) What are you going to do from now till the next day of the Scrum meeting?
C) What difficulties have you encountered at work?
The time spent by each member on the Backlog entries is recorded in Spring.
In the backlog. The Scrum Master puts forward immediate solutions or guidance to existing problems at the meeting, so that the team can keep moving toward the goal. Unlike project meetings, Scrum meetings serve as a quick briefing for the team.
5. Through the Sprint Backlog analysis, you can understand the progress of the Backlog and learn about the problems as soon as possible;
6.
Managers are not the 'boss' of projects or teams, but the coordinators or assistants who help teams solve problems;
7. review is required after each Sprint, and the Team demonstrates the completed content according to the established Sprint Backlog goal.

Ii. Notes for practice:

1. The current team has exactly seven members, and the project background provides a good environment for practicing scrum;

2. Minor version iteration: Starting from the project launch, the system internal version should be released at most three weeks;
Pay attention to the difference from the traditional method. Instead of setting a plan based on a fixed cycle month, you can set a plan based on the foreseeable cycle. The same is true. Based on a few months of practical experience, we can only predict three weeks at most.

3. during each phase of the plan: functional requirements, Bugs, defects, improvements made by users, competitive functions, and technical upgrades are collected and summarized from members into project tasks, estimate the workload in the unit of half a day; group discussions determine the priority, and then sort the workload. tasks with low priorities are removed;
It is a pity that the customer cannot set the priority for us;
However, during this period, we used "on-site development" (together with the customer's resident team) to try to make the customer see the system on a daily basis and propose amendments. Practice has proved that, this development efficiency is indeed much higher.

4. end of each stage plan: Count the task completion status of each person in the previous stage, the task completion status of the team stage, and the self-evaluation satisfaction of the member's work, and draw a statistical curve after a large cycle (generally a small phase in March 5;
Note that this curve can be used as a reference for project performance, and can clearly reflect various problems in the project plan and schedule control;

5. communicate 1-2 times per week (20-30 minutes each time): Learn about the development progress and how to solve the problem. You do not need to adjust the details and internal adjustments; one of them is random, and one is fixed. It is a regular meeting every Friday.
Note: During the Friday meeting, in addition to normal work Communication, the mood index and Stress Index will be investigated, and entertainment activities will be arranged to pay attention to the emotional status and satisfaction of each member;
The statistical curve will be drawn after a large cycle for the mood index, stress index, and job satisfaction to be summarized as a project stage for continuous improvement;
In fact, the most taboo for weekly meetings is "Official Business". We should try to be as casual as possible to become a platform for everyone to communicate honestly, talk about work, talk about life, complain, and get better and better with their emotions; if possible, go outdoors.
Later, we added 30 minutes of technical exchange at the weekly meeting. In turn, some people spontaneously exchange their experiences or experiences in this week's work, so they don't have to spend too much time preparing, however, it is very beneficial for the team to accumulate knowledge (after the communication is complete, the materials must enter the Knowledge Base)

6. Use a more compact daily schedule for core tasks or key paths in the project. Generally, the daily schedule is adopted for milestone tasks and new members. The form is not a "stand-up meeting". It is usually used for face-to-face chat, instant messaging, personal or team work logs.
Personally, we recommend casual face-to-face chat, which is more in line with our habits. The person who leads the key task comes every morning and says hello to the person related to the task:
"Hi, are you done ?"
"So fast, you guys are amazing ..."
"Oh, it's okay to ask for leave. Let's take a look at XXX for you first ..."
In this casual way, we can achieve the purpose of progress communication and make everyone feel as friendly as friends. If it is too serious, many problems will be hidden.

7. continuous improvement: Generally, after 3-5 stages, the next "New Process" of the Project is usually entered ", at this time, we collect all the previous progress statistics, member satisfaction statistics, problem tracking statistics, and technical questions for analysis and summarization, determine the improvement measures and work objectives for the next stage.
Problems and improvement measures are very important. The general practice is to raise 3-5 people to think that the Team's work needs to be improved most; and then rank the priorities collectively to discuss feasible improvement measures, then a problem improvement tracking table (with the best software platform) is developed and recycled to the next process;
With our practical experience, as long as we have done a good job, this summary is very easy and can be sorted out in half a day.
An important aspect in the summary is the management of members. In this phase, some people have made rapid progress, some people have been undertaking core tasks, some people are always ahead of the schedule (whether to allocate more tasks next time), and some people have a great delay in their progress, low level of satisfaction (is there a personal emotional issue? What affects your work in your life ?)
In response to these situations, it is important to communicate in private or formal or casual interviews. If the problem of personnel is not solved, there are many uncontrollable risks in the future.

8.
Personnel management is at the core: team member role identification, individual matching, technical capability matching, team member technical development goals and capability development goals, and timely interview and communication.
"Give to fish, give to fish": everything that can improve members must follow this principle, even if it takes a relatively long time, but it is definitely worth it. Any team will be subject to many practical conditions, maybe
There are two pig swordsmanship in the team. Maybe Sun Wukong is the only one in the team, but none of the others is as good as Sha Miao or personnel change. This is inevitable. Therefore, make predictions in advance, identify defects in team roles and cultivate them as soon as possible to avoid being passive.
Regarding member development, it used to be too simple. It seems that a Member is a project manager. This is called career planning. In fact, it is totally wrong. In the team, when determining the target, you must start from a very small point: for example, in the technical aspect, the technical capability of a certain aspect is broken through to become a company expert; a certain technical weakness is rapidly improved, medium level; wider knowledge;
For example, in terms of work ability: the language expression and communication skills reach the best level in the team, and the document skills reach the highest level in the team; in terms of roles, the team develops into a technical management role; it develops into an integrator and a quality assurance role; it develops into a management role.
This development goal is real, and everyone can quickly see their progress. Of course, if a member has the opportunity to become a project manager, he or she should make a best recommendation to his or her superiors.

9.
"Pair" programming: in the design and debugging stages of some key tasks, the pair method is used;
In addition, there is a one-to-two-hour pairing time every day during the new member's learning period. During the unit test period of the project, "disguised pairing" First: Exchange testing (you can test it by myself, I implemented your test) and then solved the problem together.

10. Others, for project managers:

1) Are you still a "captain", not a "Coach "? Are you still "in charge", not "in charge "? Are you still afraid that your membership will surpass you? If yes, you don't need to read it later.
2) As mentioned above, it is very important to pave the way in the early stage. Have all your team members accepted you? Have you initially established a frank and bitter partnership with them?
3) Have you really spent 70% of your time communicating and coordinating?
4) Have you selected all your team roles? Have you received support from your superiors?
5) Do you always take the initiative to report the work progress, written, and face-to-face to customers and superiors?
6) Do you continue to use small decomposition targets to boost morale?
7) Do you often use various ways to motivate everyone after small goals are achieved (publish question improvement and comprehensive table so that everyone can see the progress of the team at any time? An activity, chatting and resting for half an hour during work, and inviting company leaders to have dinner together)
8) Apart from work, do you know the individual living conditions of each member and feel the negative emotions of some members at any time? Do you do your best to help them solve work and even life problems?
9) Are you absolutely objective and clear-conscience when removing a resource obstacle?