敏捷開發必須注意的12項原則

 剛好今天有點時間，整理了一哈資料。share 給大家。
1.我們最優先要做的是通過儘早的，持續的交付有價值的軟體來使客戶滿意。
有一篇文章分析了對於公司構建高品質產品方面有協助的軟體開發實踐，其中一個實踐表明儘早的交付具有部分功能的系統和系統品質之間具有很強的相關性。文中說，初期交付的系統中所包含的功能越少，最終交付的系統的品質就越高。從該文中還發現，以逐漸增加功能的方式經常性的交付系統和最終品質之間有非常強的相關性。交付得越平凡，最終產品的品質就越高。敏捷實踐會儘早的，經常的進行交付，我們努力在項目剛開始的幾周內就交付一個具有準系統的系統，然後我們努力堅持每2周就交付一個功能漸增的系統，如果客戶認為目前的功能已經足夠了，客戶可以選擇把這些系統加入產品中，或者他們可以簡單的選擇在檢查一偏已有的功能，並指出他們想要的改變。
2。即使到了開發後期，也歡迎改變需求。敏捷過程利用變化來為客戶創造競爭優勢：
這是一個關於態度的申明。敏捷過程的參與者不懼怕變化，他們認為改變需求是好的事情，因為那些改變意味桌團隊已經學習到了很多如何滿足市場需要的知識。敏捷團隊會非常努力的保持軟體結構的靈活性，這樣當需求變化時，對於系統造成的影響是最小的。
3。經常性的交付可以工作的軟體，交付的間隔可以從幾周到幾個月，交付的時間間隔越短越好：
我們交付可以工作的軟體，並且儘早的，經常性的交付他，不贊成交付大量的文檔或設計計劃
4。在整個項目開發期間，業務人員和開發人員必須天天都在一起工作
為了能夠一敏銳的方式進行項目開發，客戶，開發人員以及涉眾之間就必須要進行有意義的，頻繁的互動
5。圍繞被激勵起來的個人構件項目，給他們提供所需要的環境和支援，並且信任他們能夠完成工作。
在敏捷項目中，人被認為是取得項目最成功最重要的因數，所有其他因數--過程、環境、管理等等都被認為是次要的。
6。在團隊內部，最有效果的資訊傳遞方式是面對面的交流
7。工作的軟體是首要的進度度量標準、
敏捷項目通過度量當前軟體滿足客戶需求的數量來度量開發進度，他們不是根據所處的開發階段、已經編寫的文檔的多少或這已經常見的基礎結構代碼的數量來度量開發進度的，只有當30%的必須功能可以工作時，才可以確定進度完成了30%
8。敏捷過程提倡可持續的開發速度。責任人、開發人員和使用者應能夠保持一個長期的、恒定的開發速度
敏捷項目不是50米短跑，而是馬拉松長跑，團隊不是以全速啟動並試圖在項目開發期間維持那個速度；相反，他們以快速但是可持續的速度行進。
9。不斷的關注優秀的技能和好的設計會增強敏捷能力
 高的產品品質是擷取高的開發速度的關鍵，保持軟體儘可能的簡潔、健壯是快速開發軟體的途徑。因而，所有的敏捷團隊成員都致力於只編寫他們能夠編寫的高品質代碼。他們不會製造混亂然後告訴自己等自己有更多的時間在來清理。
10。簡單
敏捷團隊不會試圖去構建那些華而不實的系統。
11。最好的架構、需求和設計出自於自組織的團隊
敏捷團隊是自組織的團隊，任務不是從外部分配給單個團隊成員，而是分配給整個團隊，然後再由團隊來確定完成任務的最好方法。
12。每隔一段時間，團隊會在如何才能更有效地更有效工作方面進行反省，然後相應地對自己的行為進行調整。

  Just a little time today, collate  some information. Shares to you. 
1. Our highest priority is to be done through early, continuous delivery of valuable software to enable customer satisfaction:.  
An article analyzed companies have built high-quality products to help software development practice, a practice which has shown early part of the delivery system and quality of functional systems between highly relevant. The article said that the initial delivery system contains functions less, the ultimate delivery system for the higher quality. From the text also found that the way to gradually increase the regular functions of the delivery system and quality of the final between the very strong relevance. They treat ordinary delivery, the higher the quality of the final product. Practice will rise early, often referred to the conduct of our efforts in the beginning of the project within a few weeks to a basic function of the system, and then we try to uphold every two weeks on increasing delivery of a functional system, if customers believe that the current function is sufficient, customers can choose to join these systems products, or they can choose to check goes a simple function and that they want change.  
2. Even the development of late, and also welcomes change demand. Quick changes to the process used to create competitive advantages for customers :  
This is the attitude that one on. The participants were not afraid of hard process changes, changes in demand that they are good things, because those changes mean table team has learned a lot of knowledge of how to meet the needs of the market. The team will be very strong efforts to maintain flexibility in the structure of the software, such as changes in demand, the impact of the system is the smallest.  
3. Regular delivery to the software delivery intervals from weeks to months, the shorter the better delivery intervals :  
We can work to the software, and the early, regular delivery he did not favour large files or design plan to 
 4. Throughout the project development, business development officers and staff must work together daily  
In order to be able to project development of a sensitive manner, customers, the development of trade between the staff and must be meaningful, frequent world  
5. Focusing on the individual components of the project was to inspire, to provide them with necessary environment and support, and trust them to complete their work.   In quick projects, were considered to be the most successful project achieved the most important factor, all other factors -- process, the environment, management, etc. are considered to be minor.  
6. In the internal team, the most effective way is face-to-face exchange of information transmission 
7. Working software is the primary measure of the progress standards,   Nimble project through measurement of current software to meet customer needs to measure the amount of progress that they are not on the basis of the development phase, has been prepared by the number of files that have common or infrastructure code number to the measurement of progress, only when 30% of the work must be functional, it can progress to complete the 30% 
8. Quick process to promote sustainable development speed. Responsible persons, developers and users should be able to maintain a long-term, constant speed development   50-meter dash was not quick projects, but marathon relay, the team not to start at full speed and trying to maintain that speed in the project development period; Instead, they began to fast but sustainable rate.
 9. Constant concern of outstanding skills and good design will enhance the ability of quick   High-quality products is the development of high-speed access to the key, and maintain the software as simple, healthy development of software is rapid way. Thus, the ability of all team members are committed to only prepare them to prepare high-quality code. They will not create chaos, and then tell their own in more time to clean up.  
10. Simple   Ability to build a team would not try to utilize those systems. 
11. The best structure, and demand from organizations in the design from the team   Since the team was quickly organized team, the task is not allocated to individual team members from the outside, but allocated to the entire team, and then complete the task by the team to determine the best method. 
12. Periodically, the team will be more effective in how to work more effectively reflect, and then act accordingly to adjust its own.