ソフトウェアを外部委託しなさい

分散開発チームとの毎日のScrumsについて学びたいと思いなさいか。 率直に、どちらにしても連絡である supergloo この記事を読むよりもむしろ。 記事のアウトソーシングのもう一つの例はここにある。

それはある 元の記事のアウトソーシングの例の部II:

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沖合いのソフトウェア開発の毎日のscrums

敏捷なソフトウェア開発の概念はソフトウエア工学に別の次元を与え、これは開発のプロジェクトのライフサイクル中の苛立ちを促進するためにプロセスを助けた。

編集後記: 世界ですばらしく敏捷なコーチであることを主張している私をつかまえないが単語が「繰り返し」のない「苛立ち」べきであることを私は信じる

敏捷な開発の方法のほとんどは成長し、実行されるためにソフトウェアに必要な時間を最小にすることを捜す。 あらゆるソフトウェア開発プロセスの成功を達成するためには、毎日のscrumは全体のシステムの必須の部分になり、計画し達成の単純なルールを、要求分析、設計、コーディング、テストし、そしてドキュメンテーションプロジェクト開発の違った見方の成功の、のような提供する。

敏捷なソフトウェア開発では、プロジェクトの開発プロセスにエネルギー焦点、明快さおよび透明物を加えるように設計されているプロセスがある。 このプロセスはscrumとして名づけられる。 It is a set of simple rules that organizes the software team to increase the speed of software development, organize the objectives of project development, create a performance driven culture, uphold the values of the stakeholders, maintain stable and consistent communication at all levels, and enhance the development process of each individual, there-by improving the quality of life.

Daily scrum governs the very characteristic of a software development process. It is a “skeleton process” that defines a set of rules which are practiced by the software team, in which each has a predefined role to play. Within the scrum, there is one scrum master, who plays a role similar to that of a project manager. The scrum master is responsible to maintain the processes. The product manager owns the project, and looks after stakeholder values and represents the software development team.

The product backlog consists of a set of highly prioritized set of requirements of work to be done. A sprint is a period, of may be of 20 to 30 days as decided by the scrum team, and during each sprint the team makes ready an increment of shippable software. It is from this product backlog that the set of features go into sprint, and the features to include are decided by the sprint team during the sprint planning meeting. The scrum leader at this meeting puts forward his suggestions regarding which features he wants to be included in the sprint, and the team determines how much of these features they can commit to be included in the next sprint.

During the sprint, meetings are held each day and this is known as the daily scrum. The daily scrum has specific guidelines to follow. These include -

• The meeting should start precisely at pre-determined time, and there are punishments for tardiness.
• Meetings are all limited to 15 minutes without any regard to the team size.
• All the members attending the meeting should stand.
• The meetings should be held at the same place and at the same time everyday.

During the meeting, there are three questions that each team member should answer, and these are:

• What have you done since yesterday?
• What are you planning to do by tomorrow?
• Do you have any problems preventing you from accomplishing your goal? (It is the role of the ScrumMaster to remember these impediments.)

A brief sprint retrospective is held after each sprint meeting. In this meeting the team members are required to reflect on their activities about the last sprint. This ensures the very purpose of this retrospective meeting in keeping the continuous improvement process alive. This meeting is time-boxed for 4 hours.

Daily scrum enables a self-motivated team to be organized. This encourages the co-location of all team members, improves communication amongst the team members, and places a disciplined software development process into action. Principally the scrum understands that the customers can change their thoughts on what they want and need, and that the changes cannot be successfully implemented in a traditional predictive manner. In this matter the scrum takes an emperical [sic] approach to this problem. In accepting that the problem cannot be well understood and properly defined, the scrum team focuses on the ability to deliver quickly, and respond to the upcoming requirements.

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huh?