为软件开发量身定制Scrum — 第二部分

“A cartoon-style illustration of a wolf-like creature clinging to the outside of a window labeled ‘Ideal Scrum.’ The creature looks frustrated and says, ‘Ughhh, come on, at least let me take a look!’ This image humorously represents the struggle of accessing or understanding an ideal Scrum process.”

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Many software teams use Scrum, but it comes with challenges. While it originated in software development, its creators made it broad enough to work across industries. The idea? Teams should adapt and improve it while sticking to core principles. But in reality, that rarely happens. Instead, teams get stuck in rigid processes, perfecting rituals instead of shaping them to fit their needs.

许多软件团队使用 Scrum，但这带来了挑战。虽然它起源于软件开发，但其创建者使其足够广泛，以便在各个行业中工作。这个想法是什么？团队应该在坚持核心原则的同时，适应和改进它。但实际上，这很少发生。相反，团队陷入僵化的流程中，完善仪式而不是将其塑造成适合他们需求的形式。

Another big consequence is that Scrum emphasises management but overlooks engineering practices. But without strong engineering foundations, it barely works for software development [Fowler09].

另一个重大后果是Scrum强调管理但忽视工程实践。但没有强大的工程基础，它几乎无法用于软件开发 [Fowler09].

In this series, we adjust Scrum to better fit software development, integrating engineering practices where needed.

在这一系列中，我们调整Scrum以更好地适应软件开发，必要时整合工程实践。

In the first article, we explored how to make daily stand-ups more efficient — focusing on blockers and tracking only the tickets that matter. We also advised against breaking backlog items into generic tasks like development, testing, or support. We recommended considering a ticket done only after shipping it to production. That likely raised even more questions.

在第一篇文章中，我们探讨了如何提高每日站会的效率——专注于阻碍因素并仅跟踪重要的工单。我们还建议不要将待办事项拆分为开发、测试或支持等通用任务。我们建议在将工单交付到生产环境后再考虑其完成。这可能引发了更多的问题。

How should we break them down instead? With many small, value-driven tickets, how do we ship them despite dependencies? And how can we name tickets in a way that is clear, avoids confusion, and conveys maximum information?

我们应该如何拆分它们呢？通过许多小的、以价值为驱动的票据，我们如何在依赖关系的情况下交付它们？我们又如何以清晰、避免混淆并传达最大信息的方式命名票据？

Let’s tackle those questions.

让我们来解决这些问题。

Break down by acceptance criteria.

按验收标准拆分。

Earlier we talked about tracking value instead of activities. Sounds great in theory, but in practice? Not so simple. Scrum teams work in time-boxed iterations, usually two weeks long. To fit within a sprint, the team needs to break down PBIs (prod...