专业Scrum培训课程
这是一门互动的、以活动为基础的课程,让学生对专业Scrum和Scrum Master的角色有了深刻的理解。通过结合讨论和练习,学生们在学习成功的Scrum团队所应用的实践的同时,对Scrum的基本原则和敏捷思维有了深刻的理解。
Scrum的专业能力要求
org创建了这些专业Scrum™胜任能力,以帮助指导个人在学习Scrum时的个人发展。
新的和现在在Scrum.org
专业Scrum认证评估
新博客
瑞安·里普利
在最近一期的《你的每日Scrum》中,专业Scrum培训师Todd Miller和Ryan Ripley揭穿了Scrum圈子里的一个普遍误区:创建一个高绩效的Scrum团队不是目标!
2021年10月28日
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尤Yeret
现在是时候在Scrum领导者指南系列的前几篇文章中查看Scrum事件了。我们探讨了Scrum对领导者意味着什么,使用Scrum价值观创建一个Scrum友好的文化,以及如何有效地支持Scrum角色/职责。接下来,我们转向Scrum事件。领导者应该了解Scrum事件,根据需要参与或不参与。Sprint Scrum团队执行Sprint中的所有工作。冲刺可以实现可预测性和经验主义。领导者应该帮助他们的团队平衡冲刺时间过长的风险和冲刺时间过短的开销和压力。在冲刺过程中,领导者帮助团队避免分心。Sprint Planning Sprint Planning是Scrum团队根据产品所有者设置的优先级协作规划其Sprint的地方。Scrum团队讨论了3个主题-为什么这个Sprint很有价值?这次冲刺能做些什么?选定的工作将如何完成?Scrum团队致力于实现Sprint目标,并提供Sprint预测。Sprint目标、为Sprint选择的产品Backlog项以及交付它们的计划一起被称为Sprint Backlog。作为利益相关者,领导者通常不参与Sprint计划(除非他们也是Scrum团队的成员)。欢迎他们与产品负责人合作,影响Scrum团队的方向,同时在Sprint规划前后支持产品负责人的愿景和产品目标。领导者利用Sprint目标和Sprint Backlog的透明度来了解Scrum团队的关注点以及Sprint评审中的预期内容。除非Scrum团队寻求帮助,否则他们应该避免深入讨论Sprint的细节。通常,领导者会发现很难让Scrum团队按照他们认为合适的方式工作,并且通常会“提供”帮助。帮助可以被视为管理Scrum团队,这最终会阻碍自我管理。Sprint计划是Scrum团队提供的预测。一些领导者用这种承诺来评判Scrum团队。您应该避免这种情况,因为工作越复杂,不确定性就越大。Scrum团队的承诺是尽最大努力实现Sprint目标,或者了解这个目标是否无法实现。每日Scrum每日Scrum的目的是检查冲刺目标的进展情况,并根据需要调整冲刺积压工作,调整即将到来的计划工作。对于Scrum团队的开发人员来说,这是一个15分钟的活动。。。如果产品负责人或Scrum主管正在积极处理Sprint积压工作中的项目,他们将作为开发人员参与。领导者通常不参与日常的Scrum。一般来说,每日Scrum只适用于参与Sprint工作的人员。其他人则被认为是分心。工作人员应该专注于工作和解决问题,而不是提供状态更新或摆姿势。领导者应该帮助Scrum团队消除日常Scrum中需要他们参与的障碍。Sprint评审Sprint评审的目的是检查Sprint的结果并确定未来的适应。Scrum团队向关键利益相关者展示他们的工作结果,并讨论产品目标的进展。在活动期间,Scrum团队和利益相关者回顾了在Sprint中取得的成就以及在他们的环境中发生的变化。根据这些信息,与会者就下一步行动进行协作。产品待办事项也可能会进行调整,以满足新的机会。Sprint评审是一个工作会议,Scrum团队应该避免将其局限于演示。Sprint评审的成功与否取决于谁在场以及他们如何表现。领导者可以帮助Scrum团队找到合适的人进行Sprint评审,并指导利益相关者在这个非常宝贵的机会中采取什么样的有效方式来检查和调整Scrum团队和产品的方向。在某些情况下,领导者本身也是一个真正的利益相关者,这可以为他们提供关键的机会来检查团队的工作情况,并直接与他们互动。这也是一个展示Scrum鼓励的开放和尊重等价值观的机会。领导者有责任确保利益相关者了解他们在Sprint评审中的影响范围,以及这是一次反馈会议这一事实。产品负责人可能(也可能不)根据Sprint评审中的讨论调整产品待办事项。Sprint回顾Sprint回顾的目的是规划提高质量和效率的方法。Scrum团队检查上一次冲刺在个人、交互、流程、工具以及他们对完成的定义方面的进展情况。被检查的元素通常随工作领域的不同而变化。发现了导致他们误入歧途的假设,并探讨了它们的起源。Scrum团队讨论了在Sprint过程中进展顺利的方面,problems it encountered, and how those problems were (or were not) solved. The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint. While the Leader doesn’t participate in the Sprint Retrospective they should be in the background to support it. They can serve the Scrum Team by helping them implement improvements that span beyond the Team’s scope of control or even owning such improvements. The Leader can create an environment of continuous improvement that will encourage the Scrum Team to invest in improving how they work. Summary While Leaders aren't mentioned explicitly they can serve their teams by creating the environment in which effective Scrum events take place, with the right people and the right mindset. Without the Empiricism enabled by Transparency, Inspection and Adaptation on Scrum events, Scrum is but just a mechanistic theater. Leaders enable the team to have a Sprint Planning event in which they are empowered to figure out a realistic and sustainable Sprint Goal. They gain an understanding of direction via the Sprint Goal. This enables them to communicate with other stakeholders about the work of the team. (as they might be expected to do). Leaders don't participate in Daily Scrum and don't need to actively inquire about what takes place in them either. The Scrum Team will reach out to the Leader if there's an impediment that requires their involvement. Leaders can participate in the Sprint Review as a Stakeholder, gain visibility to where the Product is based on the Increment, and provide feedback that will be considered by the Team and the Product Owner (but not necessarily adopted as such). They have even a bigger role in enabling an effective Sprint Review by working with other Stakeholders to create an environment of empiricism and respect/self-management. Leaders serve their teams by helping them implement improvements that span beyond the team's scope of control. They might take ownership of such improvements. They create the cultural conditions where continuous improvement work is a first-class citizen in the organization's work plans and capacity allocations. In addition, Leaders should look at other events they're asking members of the Scrum Team to participate in and experiment with how to minimize waste and duplication. Classic Status Meetings could be replaced more effectively by Sprint Reviews for example. In our final chapter of the series, we will turn to the Leader's role in enabling empiricism via the Scrum Artifacts. This article was originally published on AgileSparks.com
2021年10月28日
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约书亚Partogi
在今天的vlog中,PST Joshua Partogi将向您展示您的Scrum团队如何利用#NoEstimates在Sprint规划期间节省时间并做出预测
2021年10月28日
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马克·瓦维尔
在本期“Unstuck career Leadership Moment”中,PST Mark Wavle探讨了许多服务型领导者面临的挑战之一。有时,服务型领导者,比如Scrum Masters、敏捷领导者和经理,会陷入一种对周围的人没有帮助或健康的责任模式中……或为自己。这里有几个步骤,你可以采取转变到一个更健康的姿势。{“preview_thumbnail”:“s3 /文件/风格/ video_embed_wysiwyg_preview /公共/ video_thumbnails / f4mWEao2BK4.jpg ? itok = 9-5qDTeO”、“video_url”:“https://youtu.be/f4mWEao2BK4”,“设置”:{“响应”:1、“宽度”:“854”,“高”:“480”,“自动播放”:0},“settings_summary”:[“嵌入式视频(回应)。”]}
2021年10月27日
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