Scrum检查点

张恂

组成

The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.

一个标准的 Scrum 团队分为 3 种角色：1 个 PO，1 个 SM，以及 1 个 DT。

没有传统项目经理。

团队总人数不超过 11 人（含 PO 与 SM），DT 应大于 3 人。

不含子团队。

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称呼

Scrum recognizes no titles for Development Team members other than Developer, regardless of the work being performed by the person; there are no exceptions to this rule.

Scrum 开发团队中的所有成员都不允许有不同的头衔，统一都叫“开发者”。

ScrumPrimer: Scrum encourages multi-skilled workers, rather than only “working to job title” such as a “tester” only doing testing. In other words, Team members “go to where the work is” and help out as possible.

Scrum 提倡多技能员工，全能型开发者。

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考核

Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole.

应针对团队整体进行考核，而非针对个人。

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产品负责人（PO, Product Owner）

The Product Owner is the sole person responsible for managing the Product Backlog. The Product Owner is one person, not a committee.

PO 是 PBL 的唯一负责人，对开发哪些需求，需求的先后开发顺序（order, priority）具有最终决定权，并为此承担责任。

PO 是一个人，而不是一个委员会。

Ensuring that the Product Backlog is visible, transparent, and clear to all.

应确保 PBL 对于所有人（团队和干系人）都是可见、透明和清晰的。

DT 必须完全根据 PO 的决定而非任何外部其他人的意愿来进行开发。

有长期的产品计划（long-term product planning）

ScrumPrimer: the Product Owner is somewhat different than a traditional Product Manager because they actively and frequently interact with the Team, personally offering the priorities and reviewing the results each two- or four-week iteration, rather than delegating development decisions to a project manager.

PO 与传统产品经理的主要区别在于，他更加积极主动、经常性地与团队互动，亲自设定需求的优先级，评审每个迭代的开发结果，而不是把开发决策都委托给项目经理。

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Scrum 教练（SM，Scrum Master）

The Scrum Master is a servant-leader for the Scrum Team.

SM 是整个团队的服务型领导（Servant-Leader）。

The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.

SM 在团队与外部干系人之间起到沟通、协调者的作用，以改善两者互动，保障 Scrum 团队交付最大价值。

SM 在团队内部起到了 Scrum 教练与指导（teach, coach, guide and lead）的作用。工作重点在于消除开发障碍，努力提高团队开发的效率与价值，保障各项 Scrum 事件（活动）的正常进行。

ScrumPrimer: The ScrumMaster is not the manager of the Team or a project manager; instead, the ScrumMaster serves the Team, protects them from outside interference, and educates and guides the Product Owner and the Team in the skillful use of Scrum.

SM 并不是整个 Scrum 团队的经理或项目经理，而是服务于团队，并防止团队受到外界干扰。

There should be a dedicated full-time ScrumMaster, although a smaller Team might have a team member play this role (carrying a lighter load of regular work when they do so).

SM 应该是专职、全职的。

较小团队可由某个成员兼任 SM。

Great ScrumMasters can come from any background or discipline: Engineering, Design, Testing, Product Management, Project Management, or Quality Management.

优秀的 SM 可来自任何专业背景，如工程、设计、测试、产品管理、项目管理、质量管理等等。

The ScrumMaster and the Product Owner cannot be the same individual; at times, the ScrumMaster may be called upon to push back on the Product Owner (for example, if they try to introduce new deliverables in the middle of a Sprint).

SM 与 PO 不应该为同一人。必要时，SM 可以代表 DT 拒绝 PO 在迭代开中提出的不合理要求。

And unlike a project manager, the ScrumMaster does not tell people what to do or assign tasks – they facilitate the process, supporting the Team as it organizes and manages itself. If the ScrumMaster was previously in a position managing the Team, they will need to significantly change their mindset and style of interaction for the Team to be successful with Scrum.

SM 与传统项目经理的主要区别在于，他不分配任务，不下命令，或直接告诉别人做些什么。他是开发过程的促导者，在团队进行自组织时提供支持服务。如果某位 SM 以前曾经担任过团队经理，那么他在带 Scrum 团队时需要彻底地转变自己的工作思维以及与团队的互动方式。

Note there is no role of project manager in Scrum.

Scrum 中没有项目经理这个角色。

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开发团队（DT，Development Team）

得到组织的充分授权，进行自组织、自管理。

ScrumPrimer: The Team in Scrum is “cross-functional” – it includes all the expertise necessary to deliver the potentially shippable product each Sprint – and it is “self-organizing” (selfmanaging), with a very high degree of autonomy and accountability.

跨职能（Cross-functional）

拥有完成手头工作所需的全部技能（如分析、开发、测试、界面设计、数据库设计、架构、文档等等），无需依赖于外部力量。

ScrumPrimer: In Scrum the Teams are most productive and effective if all members are 100 percent dedicated to the work for one product during the Sprint; avoid multitasking across multiple products or projects.

若团队成员在迭代中 100% 都专心于一个产品的开发，此时 Scrum 效率最高；避免同时参与多个产品和项目开发（多任务）。

自组织（Self-organizing）

No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality.

DT 拥有高度自治性，自主决定如何开发，任何外部人（包括 SM 和 PO）都只有建议权，不得命令、指挥、强行干涉。

ScrumPrimer: Something else to be wary of is managers imposing Scrum on their Teams; Scrum is about giving a Team space and tools to manage itself, and having this dictated from above is not a recipe for success.

上层领导或经理把 Scrum 强加给开发团队，要求强制执行、实施的做法是错误的。