Scrum

书名:ScrumTheArtofDoingTwicetheWorkinHalftheTime
作者:JeffSutherland
译者:
ISBN:9780385346450
出版社:CrownBusiness
出版时间:2014-9-30
格式:epub/mobi/azw3/pdf
页数:256
豆瓣评分: 8.1

书籍简介:

We live in a world that is broken. For those who believe that there must be a more efficient way for people to get things done, here from Scrum pioneer Jeff Sutherland is a brilliantly discursive, thought-provoking book about the management process that is changing the way we live. In the future, historians may look back on human progress and draw a sharp line designating “before Scrum” and “after Scrum.” Scrum is that ground-breaking. It already drives most of the world’s top technology companies. And now it’s starting to spread to every domain where people wrestle with complex projects. If you’ve ever been startled by how fast the world is changing, Scrum is one of the reasons why. Productivity gains of as much as 1200% have been recorded, and there’s no more lucid – or compelling – explainer of Scrum and its bright promise than Jeff Sutherland, the man who put together the first Scrum team more than twenty years ago. The thorny problem Jeff began tackling back then boils down to this: people are spectacularly bad at doing things quickly and efficiently. Best laid plans go up in smoke. Teams often work at cross purposes to each other. And when the pressure rises, unhappiness soars. Drawing on his experience as a West Point-educated fighter pilot, biometrics expert, early innovator of ATM technology, and V.P. of engineering or CTO at eleven different technology companies, Jeff began challenging those dysfunctional realities, looking for solutions that would have global impact. In this book you’ll journey to Scrum’s front lines where Jeff’s system of deep accountability, team interaction, and constant iterative improvement is, among other feats, bringing the FBI into the 21st century, perfecting the design of an affordable 140 mile per hour/100 mile per gallon car, helping NPR report fast-moving action in the Middle East, changing the way pharmacists interact with patients, reducing poverty in the Third World, and even helping people plan their weddings and accomplish weekend chores. Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and many other disciplines, Scrum is consistently riveting. But the most important reason to read this book is that it may just help you achieve what others consider unachievable – whether it be inventing a trailblazing technology, devising a new system of education, pioneering a way to feed the hungry, or, closer to home, a building a foundation for your family to thrive and prosper.

作者简介:

Jeff Sutherland is currently the CEO of Scrum, Inc. and Senior Adviser to OpenView Venture Partners where he coaches venture-funded companies. One of the original signers of the Agile Manifesto and a father of the Scrum movement, he travels the world conducting training and speaking. You can find him at www.scruminc.com.

书友短评:

@ GARGOYLE "Scrum: The Art of Doing Twice the Work in Half the Time"主要讲述了 Why and how is Scrum created。我推荐那些想要了解并使用 Scrum 的小伙伴。里面对于Product Owner, Scrum Master 还有 team 的构成都给了很多概念上的解释及其为什么要这么做的原因。“How do you eat an elephant? One bite at a time.” @ barrel Scrum的经典。其实即使不是做产品开发,跟IT不相关,也应该一读。 @ 阿星 结尾处居然用了Thomas Edward Lawrence,感人 @ 乔木森林 比较清晰的介绍了方法和概念 @ 白夜 上班读的 @ 花飘零 还不错,具体讲了scrum,如何快速获取customer feedback ,在daily standup 里不断改善,在每个sprint planning 里把backlog 按优先级排序,在demo时及时获取反馈。把task 分成to do, doing, done,提高visibility也能够看优先级,让scrums master unblock 等等。

书籍目录

  • 为什么有些团队可以改変世界,其他的团队却深陷平庸呢?优秀团队的特质是什么?最重要的是,我们怎样才能复制这种特质?看来,他们有共同点。在那简描述什么成就了 Scrum E的论文ー《新新产品开发游戏》之中,竹内弘高和野中郁次郎这两位教授描述了世界优秀公司最卓越团队具备的特质:1. 超越寻常。他们具有希望超越寻常的目标。实现这种目标的动力促使他们超越寻常,达到卓越。他们下决心拒绝平庸,出类拔萃,这种决定改变了他们看待自己的方式,扩大了他们的能力范国。2. 自主性。这种团队自我组织,自我管理,有能力決定如何开展工作,并获得了根据自己决定做事的授权。3.多功能。这些团队具备完成项目的所有技能:计划、设计、生产、销售、分销。具有这些技能的成员相互学习,相互提高。一位设计革命性新款相机的团队成员说:“当所有团队成员都在一间大房子里办公时,某个人的信息就是你的信息,并且得来全不费功夫。你会开始思考对整个团体而言,最优选择或次优选择是什么,而不再仅仅从你个人的角度考虑问题。”那么如何建立一个具有远大目标、善于自我组织的学习型团队呢?我花了很多时间思考这个问题。毕竟,你不能依靠对他人大吼小叫。强制他人做事,只会导致失败。有没有一套简单的规则可以缔造卓越团队呢?
    —— 引自章节:第三章聚焦团队,而非个人
  • 傳統上,任何項目的管理都需要實現兩個目標:可控性與可與測性。這樣一來,就會出現大量的文件與圖表,就像洛克希德-馬丁公司的情況那樣,花費長達數月的時間去規劃所有的細節,確保不會出現任何疏漏,不會超出預算,每件事情都能按照計劃完成。但問題是這種沒有的設想往往不會變成現實。
    —— 引自第10页
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