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    # 從小團隊的 Scrum 到大團隊的 LESS / 江佳佳 {%hackmd @ModernWeb/HkqZxb98v %} ### [簡報下載](https://s.itho.me/modernweb/2020/Slides/d303.pdf) > 共筆從這開始 ## 事前須知 本分享的難易度為中等 1.預設聽眾對Scrum有一定程度的認知 2.故事分享,不會有太多高深的理論 投資敏捷有賺有賠·請多方參考評估! ## 開始 ### 如何開始 LeSS 瓶頸與解決方法 接下來我們要往哪兒走 **Introduction to LeSS (Large-Scale Scrum) - Shana** {%youtube 1BZf_Oa7W94 %} 獨家!Agile Summit敏捷高峰會精彩實録_2019獨家!Agile Summit敏捷高峰會精彩實録_2019 問題 ・穀倉效應 ・產出是最重要的嗎? 做之前... 讓大家知道我們要做什麼,是很重要的! 教育訓練 ㆍLeSS 框架教學 每個人都要参加 邀請主管参加 第一步... 把PBL合成一份! 然後,就開始遇到問題了⋯ ㆍOMG!優先度該怎麼抓 ・開發團隊要怎麼認領⋯ ㆍPO無法給相關利益者預計完成日 目前訂定的優先級別 1、從 1~7 的分級,調整為 0~700 的級距 2、優先高的分級,數字愈大 3、簡易分級,如下資訊(暫時的想法,可再討論) 700+<-影響線上及公司營運,且時效是ASAP 600~699影響線上及公司營運 500~599主管交辦的重要任務 400~499立案於公司專案管理佇列,有專案期限 300~399僅於組內的專案管理佇列,有專案期限 200~299僅於組內的專案管理佇列,未壓專案期限 目前訂定的承諾時間 ===『打死不退讓的時間』=“# 1、對主管、需求方「有共識的deadline」 2、列管專案的「結案時間」 3、若不在「指定的日期」完成,會影響專案完成日 I 把PBL合成一份 針對PBL的建議 ・找出評估優先權的關鍵指標 根據實際狀況不斷疊代 ・多還少補 。重要的往前拉 找参考資料,讓自己有更多的選擇可以誉試 SlideShare:Scrum and xp from the trenches (I st edition, Chinese) 開發團隊怎麼認領?(三個選項) ~~A.維持現狀~~ ~~B,小組間部分的人員對換~~ ~~C.全部打散,開發團隊自己討論~~ 問題 ・切換之間的消耗 ・PO不知道該找哪一位開發 現況:不分組了,認定自己討論要跟誰一組? 開發團隊認領PBL的建議 ・給予大原則,剩下的就交給團隊自主決定 ・要能讓PO可以交付,給予夠多的資訊(重要性/期限⋯) ・多嘗試幾種不同的認領方式 ・適時的給予建議 。不能只有一個人做 。跨領域要找熟悉的人一起 。一次跨領域請盡量不要超過2個 根據實際狀況不斷迭代 PO無法跟利益關係者預計交付的日期 我不知道某產品的PBL會有多少人做? 我不知道某產品的PBL哪時才會被排進來,我怎麼預估? 接下來我們要往哪走? 透明化 ・標案人員的欄位再多做一點區別(主要的負責人/reviewer⋯) ・放上中長期的產品PBL ・把OKR項目加入到PBL(系統優化⋯) 到目前為止的關鍵要點 ・志同道合的夥伴 ・時時提醒團隊最重要的是什麼 ・擁抱失敗 ・迭代持續成長 ・尊重每個人的聲音 ・專職的SM(或是敏捷教練 Scrum Master) ###### tags: `MW20` `敏捷與管理` `Agile`

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