2015年8月28日 星期五

講清楚【敏捷宣言 Agile Manifesto】之【12項團隊指導原則】

講清楚【敏捷宣言 Agile Manifesto】之 【12項團隊指導原則】

接續上一篇的4項【敏捷宣言】,敏捷ACP強調團隊合作,因此提出更深入的【12項團隊指導原則】,以避免太多人誤解敏捷Agile或Scrum,給予錯誤的幻想,以為可以不用寫計畫(歐耶!這才是RD)、從此需求不用一改再改(夭壽奧客別再改了)、終於獲得自由(客戶、老闆、還有PM別來煩我)...這真的有誤解,可能要來講清楚,免得服用Agile或Scrum後,成為下一個文革對象(之前是ISO及CMMI有印象嗎)。

12 Principles behind the Agile Manifesto

1.Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
需求越不確定,不要撐到最後才拿成果出來給客戶確認,而是依照【重要性】逐步將有市場價值的東西持續交出來。不要先做一堆【容易卻價值不高】的事充績效。

2.Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
只要是change對客戶有足夠價值,就算快結案也要改,【不要嫌客戶煩】。


3.Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
接續1...需求越不確定,交付的週期最好越短越好(也許2周到2個月),才能知道客戶及市場的反應。

4.Business people and developers must work together daily throughout the project.
既然市場需求不明,業務或使用者應該與開發者一起密切合作,最好搬來同一個辦公室,可惜大家上班只想準時下班...逃...

5.Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
要快速面對變更的專案,找的人盡量要主動積極的,而且上面主管要願意給予支持才能互信,講的容易...台灣製造業的思維難啊!!!

6.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
面對面溝通當然是最有效的,這PMP也有考,這年頭用Line算是???

7.Working software is the primary measure of progress.
沒錯...面對不確定的需求,執行績效當然必須看到有用的軟體或產品才算,而非傳統確定型專案,依照耗用資源計算績效。

8.Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
金主、開發人員及使用者應該要持續維持一樣的步伐,有毅力地不斷合作往下逐一開發,而不是邊走邊有人烙跑...

9.Continuous attention to technical excellence and good design enhances agility.
需求不明確的專案,通常都是具有創新性,團隊的技術當然也要能精進,才能更敏捷創新。

10.Simplicity--the art of maximizing the amount of work not done--is essential.
資源有限需求不明,當然是先做市場有價值的工作,簡化不必要的工作是必要的,在講一次不要做一堆沒市場價值,卻可以填滿工時單的蠢事。

11.The best architectures, requirements, and designs emerge from self-organizing teams.
唯有團隊能夠自我管理自動自發,才能讓產品不斷進步,這真的是最不容易的事...打星號!!!

12.At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
定期且規律地調整工作及團隊,才能使績效持續進步,就像早期ISO PDCA觀念都一樣的,持續改善才是重點,而不是只玩個樣子,有個證照掛牆上,就號稱XXX認證沒用啦。

捫心自問...那些是你真的能做的...面對真實的你(團隊)才是真的!!!

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