scrum
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ChineseScrum
Scrum
A lightweight framework for delivering complex products through iterative, incremental work. Scrum is founded on empiricism (knowledge from experience) and lean thinking (reduce waste, focus on essentials). Teams work in fixed-length iterations called Sprints, inspecting and adapting continuously.
这是一个通过迭代、增量工作交付复杂产品的轻量型框架。Scrum基于经验主义（从经验中获取知识）和精益思维（减少浪费、聚焦核心）。团队以名为Sprint的固定时长迭代开展工作，持续进行检视与调整。
Three Pillars
三大支柱
| Pillar | Meaning |
|---|---|
| Transparency | The process and work must be visible to those performing and receiving the work |
| Inspection | Scrum artifacts and progress must be inspected frequently to detect problems |
| Adaptation | When inspection reveals deviation, adjust immediately |
| 支柱 | 含义 |
|---|---|
| Transparency（透明度） | 流程和工作必须对执行工作和接收工作的人员可见 |
| Inspection（检视） | 必须频繁检视Scrum工件和进度以发现问题 |
| Adaptation（调整） | 当检视发现偏差时，立即进行调整 |
Five Values
五大价值观
Commitment, Focus, Openness, Respect, Courage. The Scrum Team commits to achieving goals, focuses on Sprint work, is open about challenges, respects each other as capable people, and has courage to do the right thing.
承诺、专注、开放、尊重、勇气。Scrum团队承诺达成目标，专注于Sprint工作，坦诚面对挑战，彼此尊重为有能力的个体，并有勇气做正确的事。
Sprint Goal
Sprint目标
The Sprint Goal is the single objective for the Sprint. It is the commitment of the Sprint Backlog. The Sprint Goal provides focus and coherence, encouraging the Scrum Team to work together rather than on separate initiatives.
Sprint目标是Sprint的单一核心目标，是Sprint待办事项的承诺。Sprint目标提供聚焦性和一致性，鼓励Scrum团队协同工作而非各自为战。
Quick Template (Focus / Impact / Confirmation)
快速模板（聚焦/影响/确认）
Our focus is on [outcome].
We believe it delivers [impact] to [stakeholder/customer].
This will be confirmed when [measurable event happens].Example: "Our focus is on sending a basic notification email containing a report link. We believe it delivers confidence to our finance team. This will be confirmed when we have an email in an inbox with a working link."
Our focus is on [outcome].
We believe it delivers [impact] to [stakeholder/customer].
This will be confirmed when [measurable event happens].示例："我们的聚焦点是发送包含报告链接的基础通知邮件。我们认为这将为财务团队带来信心。当收件箱中出现带有可用链接的邮件时，即确认目标达成。"
SMART Criteria
SMART准则
| Criterion | Applied to Sprint Goals |
|---|---|
| Specific | Define exactly what the team will achieve, not a vague direction |
| Measurable | Include a way to confirm completion objectively |
| Achievable | The team can realistically deliver within the Sprint timebox |
| Relevant | Connects to the Product Goal and delivers stakeholder value |
| Time-bound | Bounded by the Sprint duration |
| 准则 | 应用于Sprint目标的要求 |
|---|---|
| Specific（具体） | 明确定义团队要达成的成果，而非模糊的方向 |
| Measurable（可衡量） | 包含客观确认完成的方式 |
| Achievable（可实现） | 团队在Sprint时间盒内能够实际交付 |
| Relevant（相关性） | 与产品目标关联，为干系人带来价值 |
| Time-bound（时限性） | 受Sprint时长限制 |
Anti-Patterns
反模式
| Anti-Pattern | Problem | Fix |
|---|---|---|
| Task list disguised as goal | "Complete stories #101, #102, #103" provides no strategic focus | State the outcome those stories achieve |
| Vague aspiration | "Improve the system" gives no direction or measurable outcome | Be specific: what improves, for whom, how will you know |
| Multiple unrelated objectives | "Build auth AND redesign dashboard" splits focus | Pick one objective; if truly independent, they belong in separate sprints |
| Dictated by PO alone | Team has no ownership or buy-in | Craft the goal collaboratively during Sprint Planning |
| Never referenced after planning | Goal becomes forgotten wallpaper | Reference the goal daily in the Daily Scrum |
| Too ambitious | Team cannot deliver, loses motivation | Base on actual velocity and capacity |
See Sprint Goals Reference for 5 complete templates with examples and the FOCUS evaluation checklist.
| 反模式 | 问题 | 解决方法 |
|---|---|---|
| 伪装成目标的任务列表 | "完成用户故事#101、#102、#103"这样的表述没有战略聚焦性 | 说明这些故事要达成的成果 |
| 模糊的愿景 | "改进系统"没有明确方向或可衡量的成果 | 具体化：要改进什么、为谁改进、如何确认改进 |
| 多个不相关的目标 | "构建认证系统并重新设计仪表盘"分散了注意力 | 选择一个目标；如果确实独立，应放在不同的Sprint中 |
| 仅由产品负责人指定 | 团队没有归属感或认同感 | 在Sprint规划中协作制定目标 |
| 规划后不再提及 | 目标被遗忘，形同虚设 | 在每日站会中每日提及目标 |
| 过于宏大 | 团队无法交付，失去动力 | 基于实际速率和产能制定目标 |
查看Sprint目标参考文档获取5个完整模板及示例，还有FOCUS评估清单。
Scrum Events
Scrum活动
All events are timeboxed. Shorter Sprints use proportionally shorter event timeboxes. Every event is an opportunity to inspect and adapt.
| Event | Timebox (1-month Sprint) | Purpose | Key Output |
|---|---|---|---|
| Sprint | Max 1 month | Container for all work and events | Usable Increment |
| Sprint Planning | Max 8 hours | Define the Sprint Goal and Sprint Backlog | Sprint Goal + selected backlog items + delivery plan |
| Daily Scrum | 15 minutes | Inspect progress toward Sprint Goal | Actionable plan for next 24 hours |
| Sprint Review | Max 4 hours | Inspect the Increment and adapt the Product Backlog | Feedback, updated Product Backlog |
| Sprint Retrospective | Max 3 hours | Inspect the team's process and plan improvements | Improvement actions for next Sprint |
所有活动均有时间限制。更短的Sprint对应按比例缩短的活动时间盒。每个活动都是检视与调整的机会。
| 活动 | 时间盒（1个月Sprint） | 目的 | 核心产出 |
|---|---|---|---|
| Sprint | 最长1个月 | 所有工作和活动的容器 | 可用的增量 |
| Sprint规划 | 最长8小时 | 定义Sprint目标和Sprint待办事项 | Sprint目标 + 选定的待办事项 + 交付计划 |
| 每日站会 | 15分钟 | 检视Sprint目标的进展 | 未来24小时的可执行计划 |
| Sprint评审 | 最长4小时 | 检视增量并调整产品待办事项 | 反馈、更新后的产品待办事项 |
| Sprint回顾会议 | 最长3小时 | 检视团队流程并制定改进计划 | 下一个Sprint的改进行动 |
Sprint Planning: Three Topics
Sprint规划：三个议题
- Why is this Sprint valuable? -- Product Owner proposes how to increase value; team defines Sprint Goal
- What can be done this Sprint? -- Developers select Product Backlog items based on capacity and velocity
- How will the chosen work get done? -- Developers decompose items into tasks (typically one day or less)
See Scrum Events Reference for detailed facilitation guidance, formats, and tips.
- 为什么这个Sprint有价值？ -- 产品负责人提出如何提升价值；团队定义Sprint目标
- 这个Sprint可以完成什么？ -- 开发人员根据产能和速率选择产品待办事项
- 选定的工作如何完成？ -- 开发人员将事项分解为任务（通常为1天或更短时长）
查看Scrum活动参考文档获取详细的主持指南、格式和技巧。
Scrum Roles
Scrum角色
| Role | Accountability | Key Responsibilities |
|---|---|---|
| Scrum Master | Scrum framework effectiveness | Facilitates events, removes impediments, coaches team and organization on Scrum |
| Product Owner | Product value maximization | Manages Product Backlog, communicates Product Goal, ensures backlog transparency |
| Developers | Creating a usable Increment each Sprint | Self-managing, cross-functional, accountable for quality and Definition of Done |
The Scrum Team is a small, cohesive unit (typically 10 or fewer people) with no sub-teams or hierarchies. Everyone is accountable for creating a valuable, useful Increment every Sprint.
See Scrum Roles Reference for detailed responsibilities and facilitation techniques.
| 角色 | 职责 | 核心工作 |
|---|---|---|
| Scrum Master | Scrum框架的有效性 | 主持活动、移除障碍、指导团队和组织践行Scrum |
| Product Owner（产品负责人） | 最大化产品价值 | 管理产品待办事项、传达产品目标、确保待办事项的透明度 |
| Developers（开发人员） | 每个Sprint交付可用的增量 | 自管理、跨职能、对质量和完成定义负责 |
Scrum团队是小型、凝聚力强的单元（通常不超过10人），没有子团队或层级划分。所有人都对每个Sprint交付有价值、可用的增量负责。
查看Scrum角色参考文档获取详细职责和主持技巧。
Scrum Artifacts
Scrum工件
Each artifact contains a commitment that provides transparency and focus:
| Artifact | Commitment | Purpose |
|---|---|---|
| Product Backlog | Product Goal | Ordered list of everything needed to improve the product |
| Sprint Backlog | Sprint Goal | Selected items + Sprint Goal + delivery plan |
| Increment | Definition of Done | Concrete stepping stone toward the Product Goal |
每个工件都包含一个承诺，以提供透明度和聚焦性：
| 工件 | 承诺 | 目的 |
|---|---|---|
| Product Backlog（产品待办事项） | 产品目标 | 改进产品所需的所有事项的有序列表 |
| Sprint Backlog（Sprint待办事项） | Sprint目标 | 选定的事项 + Sprint目标 + 交付计划 |
| Increment（增量） | 完成定义 | 迈向产品目标的具体踏脚石 |
Definition of Done
完成定义
A formal description of the state of the Increment when it meets quality standards. If a Product Backlog item does not meet the Definition of Done, it cannot be released or presented at the Sprint Review. It returns to the Product Backlog for future consideration.
The Definition of Done creates transparency by giving everyone a shared understanding of what "complete" means. It is a minimum quality bar -- individual items may have additional acceptance criteria.
这是当增量达到质量标准时的正式描述。如果产品待办事项未满足完成定义，则无法发布或在Sprint评审中展示。它将退回至产品待办事项，供后续考量。
完成定义通过让所有人对“完成”的含义达成共识，创造了透明度。它是最低质量标准——单个事项可能有额外的验收标准。
Sprint Goal Quality Checklist
Sprint目标质量检查表
Before committing to a Sprint Goal, verify:
- Single objective: one clear outcome, not a list of tasks
- Outcome-oriented: describes what the team achieves, not what they do
- Measurable: includes a way to confirm completion
- Achievable: realistic given team capacity and velocity
- Valuable: connects to the Product Goal and matters to stakeholders
- Collaboratively crafted: team contributed, not just the PO
- Visible: will be referenced daily and displayed prominently
- Flexible execution: the goal is fixed but the work to achieve it can adapt
在承诺Sprint目标之前，请验证：
- 单一目标：一个清晰的成果，而非任务列表
- 成果导向：描述团队要达成的成果，而非要做的事
- 可衡量：包含确认完成的方式
- 可实现：结合团队产能和速率来看是现实可行的
- 有价值：与产品目标关联，对干系人重要
- 协作制定：团队共同参与，而非仅由产品负责人制定
- 可见性：将每日参考并显著展示
- 执行灵活：目标固定，但实现目标的工作可以调整
Integration with Team Roles
与团队角色的整合
| Situation | Recommended Skill |
|---|---|
| Writing user stories with acceptance criteria | Install |
| Planning API work in a sprint | Install |
| Sprint involves architecture decisions | Install |
| Sprint retrospective reveals code quality issues | Install |
| 场景 | 推荐技能 |
|---|---|
| 编写带验收标准的用户故事 | 从 |
| 在Sprint中规划API工作 | 从 |
| Sprint涉及架构决策 | 从 |
| Sprint回顾会议发现代码质量问题 | 从 |