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Jingdong book

Scrum敏捷软件开发

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Jingdong book

Scrum敏捷软件开发

Name: Scrum敏捷软件开发
Brand: Jingdong book
SKU: 3118078601
Price: 36.61 USD
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《Scrum敏捷软件开发》：

全景呈现Scrum敏捷成功之点滴

萃取Mike Cohn敏捷思想之精华

通用、经过实证且百分百行之有效的Scrum与敏捷实践指南

对于Scrum与敏捷快速转型及其与传统之间的持久战，《Scrum敏捷软件开发》提供了通用、实际和可操作的指导。声誉卓著的领军人物MikeCohn，优秀的敏捷顾问和践行者，从自己多年来帮助数百家软件公司进行Scrum和敏捷改革的无人媲美的经历中，提取出细节纷呈的建议、令人醒醐灌顶的提示和实际案例研究。

《Scrum敏捷软件开发》是为实施s仁rum过程中勇敢面对重重挑战并渴望征服这些难题的实干家准备的。Cohn全面概述了整个转型过程：启动转型、帮助个人适应新的角色、组建团队、扩展Sct，Um到多团队项目、分布式团队项目以及*后的实施效果度量和持续改善。

贯穿全书，Cohn基于自己*成功的建议，创设了“试一试”特色段落。与此相得益彰的“反对”特色段落则重现与变革抵制人员之间的典型对话，提供实际有效的指导来打消其疑虑。

本书主题：

立即着手转型和迅速进入正轨的几种实用方法

克服个人对Scrum变革的抵触

建立由变革积极推动者组成的“改进社区”

选择要使用或试验的敏捷技术实践

领导自组织团队

*有效的的Scrum迭代、计划和质量技巧

将Scrum扩展到分布式以及多团队项目

将Scrum用于复杂的顺序过程项目或富有挑战的、有服从和管控需求的项目

理解Scrum对人力资源、后勤和PMO的影响

Content Description

《Scrum敏捷软件开发》是敏捷联盟及Scrum联盟创始人之一、敏捷估算及计划的鼻祖Mike Cohn三大经典著作中影响为深厚的扛鼎之作，也是全球敏捷社区中获得广泛肯定的企业敏捷转型参考。作者花四年时间，把自己近十五年的敏捷实践经验，特别是近四年中针对各种敏捷转型企业的咨询和指导工作，并结合旁征博引的方式，从更高的思想层次对敏捷与Scrum多年来的经验和教训进行深入而前面的梳理和总结，终集大成者便是这本令人醍醐灌顶的佳作。

《Scrum敏捷软件开发》是软件企业及其管理团队成功进行敏捷转型战略及实施的必备参考书，适合经理、开发人员、教练、ScrumMaster、产品负责人、分析师、团队领导或项目领导，是帮助他们成功完成项目，甚至造就敏捷企业的重要参考。

Author Description

Mike Cohn，Mountain Goat Software创办人，以帮助客户公司成长为卓越软件开发组织为己任，专门提供Scrum与敏捷软件开发培训。Mike Cohn是敏捷运动两大公认名著（《用户故事与敏捷方法》和《敏捷估算与规划》）的作者。他曾经历任多个软件开发公司（从新创公司到《财富》40强）的技术总监，曾服务子BBC（英国国际广播公司）、Capital One（美国第—投资集团），Electronic Arts（艺电）、Experian（益百利）、Gooqle（谷歌）、Intuit（直觉软件公司）、Lexis Nexis（律商联讯）、Lockheed Martin（洛克希德·马丁）、微软、诺基亚、飞利浦、Sabre、Salesforce.com、西门子、索尼、时代华纳、雅虎等客户。他参与创力了敏捷联盟、敏捷项目领导网络和Scrum联盟。

Catalogue

第Ⅰ部分启航
第1章为什么敏捷转型难（但值得）
第2章 ADAPT模型
第3章 Scrum实施模式
第4章渐进敏捷
第5章试点项目

第Ⅱ部分个体
第6章克服抵触
第7章新角色
第8章角色转换
第9章技术实践

第Ⅲ部分团队
第10章团队结构
第11章团队协作
第12章领导自组织团队
第13章产品Backlog
第14章 Sprint
第15章做计划
第16章质量

第Ⅳ部分组织
第17章扩展Scrum
第18章分布式团队
第19章与其他方法论共存
第20章人力资源、后勤和PMO

第Ⅴ部分下一站
第21章看看进展如何
第22章没有终点

Book Abstract

因为ETC与Scrum开发团队一样使用Scrum，所以他们也通过Sprint取得进展。每个ETCSprint以计划会议开始，以评审和回顾会议结束。这些会议和Scrum开发团队的那些会议完全一样，也经常发生同样的问题。来自KeyCorp（美国一家大型的金融机构）的Thomas Seffernick，参加了他所在公司的ETC（也称敏捷实施团队）的第一次回顾会议。他回忆了团队如何犯下许多新Scrum开发团队都有的一个共同错误——与演示工作中取得的进展相比，他们更愿意谈论计划。

因为领导要站着描述他们扫除障碍的计划，所以第一次敏捷实施（ETC）Sprint评审会议比较痛苦。会中传递的信息是清晰的——计划不错，但结果有待证明。此后的评审会议就有变化，结果成为会议的焦点。（2007,202）

一些ETC举行每日站会，我认为这是一项良好的实践。但是，我并不认为必须像Scrum开发团队一定要举行每曰站会那样，坚持要求做到这点。因为ETC成员要完成的工作不像开发团队要完成的工作那样紧密地互相交错，所以每日站会是一件很有价值但非必须的事情。类似地，ETC成员很少是全职的，大多数人已有其他工作，许多时候，他们待在原来的工作上更有意义。例如，对于一位开发部门主管，让他离开自己的岗位而服务于ETC，与任其留在自己的工作岗位相比，无疑后者更有助于排除企业的更多困难。

ETC Sprint的长度取决于ETC成员。不过以我的经验而言，两周是最好的。这也是Ken Schwaber（2007，10）所推荐的Sprint长度。Elizabeth Woodward是指导IBM大规模实施敏捷的ETC成员之一，她如下描述有关他们Sprint长度的经历。

我们用过两周和四周的Sprinto迄今为止，我们看到最成功的是两周的Sprint。我相信其中的原因在于其“交付物”展示的良好势头和对外可见的进展。我们把各个社区的工作收集到一个简短的摘要中——封能让人们在15分钟内读完的电子邮件。发起人和产品负责人很多成功的Scrum实施都由一个明确的发起人（sponsor）启动和推进，发起人是企业中负责成功转型的资深人士。Salesforce.com非常成功的大规模转型就由公司的一位共同创始人Parker Harris发起。作为负责技术的执行副总裁，Harris

处在一个绝佳的位置，可以支持这样的变革——它会显著改变Salesforce.com开发组织中每个人的工作方式。

转型发起人应来自企业正在计划实施转型的部门级别。Salesforce.com需要公司管理层充当发起人，因为其转型是整个企业范围的。如果是部门的转型，那么部门级别的领导是合适的选择。

发起人也是ETC的产品负责人。这意味着，有时ETC的产品负责人是没什么Scrum经验的人。不过没有关系，如同所有的产品负责人一样，ETC的发起人能够通过寻求其他ETC成员的帮助来履行这个职责。作为ETC最资深的成员，发起人将在转型实施沟通中扮演着重要角色，但他不必是转型愿景中唯一的来源，还有其他人。

开始采用Scrum时，Primavera就了解到强势发起人的重要性。BobSchatz和Ibrahim Abdelshafi，当时是Primavera的技术执行官，他们如下描述发起人支持的重要性：

实施敏捷或实施任何重大的变革，都需要管理层真诚的支持。事情得到解决前道路是崎岖不平的，尽管有任何问题或失败，但管理层的支持都能让变革之路坚持下来。（2005，38）

……

Introduction

这本书不是为那些刚接触Scrum或敏捷概念的人们而准备的。有其他书籍、课程甚至网站可以帮助他们。如果你在Scrum方面是新人，可以从其中的一种方式着手。这本书也不是为那些纯粹主义者而准备的（译者注：纯粹主义者指特别执着于完美理论阐述的人）。他们其实可以找到很多这方面的博客，来争辩什么是真正的敏捷或Scrum。这本书为实用主义者而生。写给那些已经开始尝试Scrum且可能已经遇到一些问题的人，以及那些虽然没有开始但已经按捺不住跃跃欲试的人。这些人需要的已经不是关于如何画一张燃尽图，或者是在每日站会上如何给出三个问题的答案等入门介绍。他们需要的是一些更加高阶的课题——比如如何在企业或者项目中引入Scrum，并进行推广，如何帮助人们在项目初期放弃大的设计，如何在每个Sprint交付可以工作的软件，经理应该做什么，等等。如果这些课题你似曾相识，本书正好可以满足你的需要！

本书借助我过去15年的Scrum经验（特别是最近四年以来的经验），来帮助大家找到这些问题的答案。在最近的四年中，每次我见完一个客户，就会在晚上回到酒店后整理和记录他们面临的难题、他们提出的疑问及我当时所给出的建议。然后我会通过回访或者电子邮件的方式进一步跟踪这些问题。我只想通过实践真切地确认我的哪些建议能最终解决哪些方面的问题。

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