Scrum Patterns(1)-Teams That Finish Early Accelerate Faster 提前完成的團隊加速得更快
為什麼？
這個系列文章主要目的是把Scrum pattern的內容翻譯成中文，主要原因有幾個
1.促使我自己把pattern都認真再讀一次。
2.發現在大陸跟台灣對Scrum pattern的討論有點少，希望可以讓大家對Scrum Pattern有多點認識。
Scrum Pattern是什麼？
借用Scrum Plop的說明(https://www.scrumplop.org/the-scrumplop-mission)：
Alistair Cockburn describes software development as a cooperative game. Scrum provides one set of rules for one such way of playing the game. The Scrum Guide is the official rule book. However, the Scrum Guide doesn’t tell you the rationale behind Scrum as a whole, or behind many of its successful practices. Those rationales come out of experience, community, and the insights of its founders and inventors. The ScrumPLoP mission is to build a body of pattern literature around those communities, describing those insights, so we can easily share them with the Scrum and Agile communities.
Alistair Cockburn 將軟體開發描述為一種合作遊戲。 Scrum 為這種遊戲方式提供了一套規則。 Scrum 指南是官方規則手冊。然而，Scrum 指南並沒有告訴您整個 Scrum 背後的基本原理，或者其許多成功實踐背後的基本原理。這些基本原理來自於經驗、社群以及創始人和發明者的見解。 ScrumPLoP 的使命是圍繞這些社群建立一系列模式文獻，描述這些見解，以便我們可以輕鬆地與 Scrum 和敏捷社群分享它們。
簡單來說，分成兩個部分
ScrumPLoP（Scrum Patterns Language of Programs）
是一個專門致力於開發和推廣Scrum模式（Scrum Patterns）的社區。Scrum模式是一組經過驗證的實踐和設計，用於解決Scrum實施中的常見問題。它們是一種經過組織和提煉的經驗知識庫，幫助團隊在特定情境下更好地應用Scrum。
Scrum模式（Scrum Patterns）
Scrum模式從不同層次描述了如何優化Scrum框架的運作，涵蓋了從團隊協作到產品開發的各個方面。每個模式描述了一個問題、問題出現的背景，以及如何通過具體的措施來解決該問題。通過這些模式，Scrum團隊可以更有效地應對挑戰，提高工作效率和產品質量。
ScrumPLoP社區通過分享這些模式，幫助Scrum從業者學習如何系統地應用這些最佳實踐，並通過Scrum的持續改進機制推動團隊和組織走向卓越。
正文開始
Teams That Finish Early Accelerate Faster
提前完成的團隊加速得更快
…the Development Team may work together well but struggles every Sprint to attain the Sprint Goal. In the worst case, the team is feeling demoralized and velocity is low (see Notes on Velocity).
……儘管開發團隊可能會很好地合作，但每個Sprint都在難以實現Sprint Goal。在最壞的情況下，團隊會感到士氣低落並且速率很低（請參閱速率註釋）。
✥ ✥ ✥
Teams often take too much work into a Sprint and cannot finish it. Failure to attain the Sprint Goal prevents the team from improving.
團隊經常在Sprint中接下太多工作最終無法完成。未能實現Sprint Goal會阻礙團隊的進步。
Development Teams can be optimistic about their ability to finish Product Backlog Items. But in doing so, they fail to give themselves time to reduce technical debt and sharpen their saws. Thus they are doomed to a persistently slow pace.
開發團隊可能會對他們完成產品待辦事項清單(Prodcut backlog)項目的能力持樂觀態度。但在這樣一來，他們沒有給自己時間來減少技術債和磨練技能。因此，他們的步伐注定會持續緩慢。
市場壓力和低速率可能會讓Product Owner感到絕望，開發團隊也不得不接受越來越大的Sprint Goal 。這使問題變得更加複雜，它們的速度也減慢了。
Individuals on a team may be working on other things subversively. Development Team members hide such work on teams that persistently overreach their ability or overestimate their capacity.
在一些持續超負荷工作跟過高估計自身能力的團隊中，開發團隊可能會私下從事其他工作。
If the team takes on too much work, it feels overburdened and under pressure. When team members cannot get the work Done (see Definition of Done) by the end of the Sprint, everyone is unhappy—the Development Team, the ScrumMaster, the Product Owner, and management. Furthermore, the team does not have time to think clearly about how to improve its work and will probably enter the next Sprint with work that is only partially Done.
如果團隊承擔太多的工作，就會覺得負擔過重、壓力很大。當團隊成員無法在Sprint結束時完成工作（請參閱「完成的定義」）時，每個人都會感到不高興——開發團隊、 ScrumMaster 、產品負責人和管理層。此外，團隊沒有時間清楚地思考如何改善其工作，很可能會帶著部分完成的工作進入下一個Sprint 。
A lack of basic understanding of lean practices is often a cause of management pressure on teams. Taiichi Ohno’s taxonomy of waste has the category of “Absurdity”—stress due to excessive scope (see [1], Figure 10-1). This can cause massive slowdown.
缺乏對精實實踐的基本了解通常是給團隊帶來管理壓力的原因。大野耐一的浪费有一類屬於「不切实际」-由於範圍過大而產生的壓力（參見[1]，圖10-1）。這可能會導致速度大幅放緩。
Muri (無理) is a Japanese word meaning “unreasonableness; impossible; beyond one’s power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation,” and is a key concept in the Toyota Production System (TPS) as one of the three types of waste (muda, mura, muri) (see articles for respective terms in Wikipedia).
Muri （無理）是日文單字，意思是「不合理；不可能」。不可能的;超出自己的能力範圍；過於困難；強行；必然；強制;被迫；過度；不節制”，是豐田生產系統 (TPS) 中的一個關鍵概念，作為三種浪費（muda、mura、muri）之一（請參閱維基百科中相應術語的文章）。
Therefore: 所以：
Take less work into a Sprint (than the previous Sprint) and aim for a less ambitious Sprint Goal. Note that the level of ambition of the Sprint Goal (outcome) may not be proportional to the volume, cost, or duration of the work.
在Sprint中投入更少的工作（比之前的Sprint ）並設定一個不太雄心勃勃的Sprint 目標，需要注意的是， Sprint Goal（結果）的雄心勃勃程度可能與工作量、成本或持續時間不成正比。
Yesterday’s Weather will maximize your probability of success. Then you can implement Illegitimus Non Interruptus, which will systematically deal with any interruptions that would prevent you from finishing early. On early completion of the Sprint Goal, pull forward from the next Sprint’s backlog, which will increase Yesterday’s Weather for future Sprints. To increase the probability of acceleration, apply Scrumming the Scrum to identify your kaizen (see Kaizen and Kaikaku) in the Sprint Retrospective. Put the kaizen in the Sprint Backlog with acceptance tests (see Testable Improvements) for the next Sprint as top priority.
將使您成功的可能性最大化
遵循昨天的天氣可以最⼤化完成Sprint Goal的概率。然後你可以實施非授权不中断(Illegitimus Non Interruptus) ，它將系統地處理任何妨礙你提前完成的中斷。在提前完成Sprint Goal時，可以從下一個Sprint的待辦列表中拉出，這將增加未來Sprint的昨天天氣。為了增加加速的可能性，請在Sprint 回顧中應用Scrumming the Scrum來識別您的 Kaizen（請參閱Kaizen 和 Kaikaku ）。將改善和其驗收測試（請參閱可測試的改進）放入下一個Sprint的Sprint Backlog中作為首要任務。
✥ ✥ ✥
Openview Venture Partners noticed this pattern after analyzing data from dozens of sprints with multiple teams. The teams that finished their Sprint early accelerated faster ([2]). The common denominator was finishing early. It allowed teams to think more clearly about what they were doing—to remove impediments, to pull forward backlog from the next Sprint, to develop a winning attitude; and to increase Yesterday’s Weather.
Openview Venture Partners 在分析多個團隊的數十次Sprint的數據後注意到了這種模式。提前完成Sprint的團隊加速得更快 ([2])。共同點是提前結束。它使團隊能夠更清楚地思考他們正在做什麼——消除障礙，從下一個Sprint中解決待辦列表的工作，培養獲勝的態度；並增加昨天的天氣。
An earlier version of this pattern was published at HICCS 2014 ([3]).
此模式的早期版本發佈於 HICCS 2014 ([3])。
[1] Jeffrey Liker. The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. New York: McGraw-Hill, 2004, Figure 10-1.
[2] Jeff Sutherland and Igor Altman. “Take No Prisoners: How a Venture Capital Group Does Scrum.” In Proceedings of Agile 2009, Chicago, 2009.
[3] Jeff Sutherland, Neil Harrison and Joel Riddle. “Teams That Finish Early Accelerate Faster: A Pattern Language for High Performing Scrum Teams.ˮ In 47th Hawaii International Conference on System Sciences, 2014, pp. 4722-4728.
Picture credits: Gaie Uchel / Shutterstock.com.
原文來源
講兩句
我是先帶團隊跟輔導團隊之後，才學習到這個模式的，發現確實，相較於每次都完不成Sprint goal的團隊，可以提前完成sprint 內的任務，團隊的狀態會好很多，並且才有可能做一些改進提升的事情，這跟一般直覺要定一個可能達不到的目標不太一樣，我想這也是Scrum神奇的地方，很多東西需要實踐了才知道他的神奇作用。
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