Luyện nói tiếng Anh bằng Shadowing qua video: Intro to Scrum in Under 10 Minutes
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Hi, this is me.
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Hi, this is me.
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My name is Hamid Chodjai
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and I've been involved with a number of software development projects over the years at a number of different companies
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and I've come to recognize Scrum as one of the best agile development practices in use today.
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In this fast-paced video, I want to show you why Scrum is
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so great and how you can get started with Scrum in under 10 minutes.
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I'll cover all the core Scrum concepts like product backlogs, team roles, sprints, turn-down charts, and more.
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So get ready to be bombarded with information.
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Let's say this is the product we want to build.
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For this product, we get all kinds of feature requests from customers, executives, or even other team members.
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In Scrum, features are written from the perspective of the end-user.
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Therefore, features are known as user stories.
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The collection of all these user stories is called the product backlog.
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Another way to think of the product backlog is to think
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of it as a wish list of all the things that would make this product great.
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Once we have our wish list or the product backlog, we need to start planning which specific user stories we're going to be putting into a particular release of our product.
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But we're getting ahead of ourselves.
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Let's back up a bit.
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To build this product, we need to have one
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or more people in our team who are going to play a variety of roles.
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First, we need her.
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She plays the role of product owner and helps make sure the right features make it into the product backlog, representing the users and customers of the product.
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She helps set the direction of the product.
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Then we need this guy.
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He's the scrum master and his job is to make sure the project is progressing smoothly
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and that every member of the team has the tools they need to get their job done.
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He sets up meetings, monitors the work being done and facilitates release planning.
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He's a lot like a project manager but that's such a boring title
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so we'll call him a scrum master to imply he knows some jujitsu.
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And the rest of the team has similar roles to other development processes.
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These guys build the product while these guys test it to make sure to make sure it works right.
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These guys use it and hopefully pay for it.
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And these guys, they generally get in the way, but it turns out you can't build many products without them.
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But let's get back to this, release planning.
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To plan a release, the team starts with this, the product backlog, and they identify the user stories they want to put into this release.
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These user stories then become part of the release backlog.
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The team then prioritizes the user stories and estimates the amount of work involved for each item.
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Sometimes larger user stories are broken down into smaller, more manageable chunks.
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The collection of all the estimates provides a rough idea of the total amount of work involved to complete the entire release.
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A quick side note about estimates.
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There are a lot of techniques for creating good estimates.
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Some prefer estimating in story points, where estimates are made relative to building a small component with a known level of difficulty.
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Unfortunately, story points don't answer the question of, when will my project ship?
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I've found that the best technique is to estimate work in hours, but to use some standards in how estimates are done.
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For example, things that take less than a day to complete will be estimated as 1 hour, 2 hours, 4 hours, or 8 hours.
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Every item will fall into one of those buckets.
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There will be no 3-hour estimates, for example.
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A 3-hour item would fall into the 4-hour bucket.
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Larger items will be estimated as 2 days, 3 days, 5 days, or 10 days.
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Again, all estimates in between will fall into the next larger bucket.
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Extremely large items are similarly estimated in months.
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1, 2, 3, or 6 months.
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But the reality is that such items will need to be broken down substantially before work actually begins.
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We'll come back to these estimates in just a minute.
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But for now, let's get back to this, the release backlog.
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With a prioritized set of user stories and the estimated amount of work at hand, we're now ready to plan out several sprints to get the work done.
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Sprints are short duration milestones that allow teams to tackle a manageable chunk of the project
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and get it to a ship ready state.
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Sprints generally range from a couple of days to as much as 30 days in length, depending on the product's release cycles.
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The shorter the release cycles, the shorter each sprint should be.
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And you'll want to have at least two to as many as a dozen sprints in a given release.
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So at this point, we can take our release backlog and split it up into several of these, sprint backlogs.
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One of the most important things to remember about sprints is
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that the goal of each sprint is to get a subset of the release backlog to a ship-ready state.
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So at the end of each sprint, you should have a fully tested product with all the features of the sprint 100% complete.
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Since sprints are a very short but a realistic representation of part of the product, a late finish of the sprint is a great indicator
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that the project is not on schedule and something needs to be done.
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Therefore, it's extremely important to monitor the progress of each sprint with this, a burndown chart.
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The burndown chart is the number one reason for scrum's popularity
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and one of the best project visibility tools to ensure a project is progressing smoothly.
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The burndown chart provides a day-by-day measure of the amount of work that remains in a given sprint or release.
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In this graph, you can see that the amount of work remaining bounces up and down from day to day, but is generally trending towards zero.
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Because historical information is provided in the burndown chart, it's easy to see if the team is on the right track.
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Using the burndown chart, the team can quickly calculate this, the slope of the graph, which is also called the burndown velocity.
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This is the average rate of productivity for each day.
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For example, a team's rate of productivity might be that on a typical day they finish approximately 50 hours of work.
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Knowing that, it's possible to calculate an estimated completion date for the sprint, or even for the entire release based on the amount of work remaining.
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What's great about the burndown chart is that we can compare our actual velocity
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and projected completion date to what the team needs to do in order to finish on time.
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This is perhaps the most useful piece of knowledge that any team member, product owner, or product executive can have about the project.
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Because knowing whether
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or not the project is on track early in the schedule
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can help teams make the proper adjustments necessary to get the project on track.
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The burndown chart provides empirical proof that the project is on track or if it's going to be late.
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So let's talk a little about where the data for this incredibly useful burndown chart comes from.
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As you recall, part of the release planning process was to create an estimate for each user story in the release backlog.
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The collection of these estimates for a given sprint represents the total amount of work
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that must be done to complete that sprint.
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As each team member goes through and makes progress on one or more of the user stories, they simply update the amount of time remaining for each of their own items.
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So the total amount of time remaining on the group of user stories
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that make up a sprint changes on a day-by-day basis, hopefully going downward until it hits zero when the sprint is complete.
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The burndown chart aggregates the remaining work data and shows it visually.
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It's brilliant because it communicates a massive amount of information in just a few seconds.
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And that brings us to this, the daily scrum.
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The daily scrum is an essential tool to having communication flow freely between team members.
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The idea is to have fast-paced, stand-up meetings where team members quickly list the work they have completed since the last meeting and any obstacles in their way.
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By meeting daily, it ensures the team is always in sync
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and any major issues are dealt with as soon as they are known.
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Finally, as each sprint comes to a finish, it's important to have a sprint retrospective meeting where the team can reflect on what went right and areas of improvement.
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After all, Scrum is a flexible, agile development method that needs constant improving and tweaking for every team.
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So there you have it, Scrum in under 10 minutes.
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You now know all the essential concepts to start implementing Scrum inside of your organization.
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But wait a second, what about tools to help you implement Scrum?
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Well, it just so happens that I've spent the last 10 years building such a tool, with a lot of help from these guys, a group of genius coders and design ninjas.
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The tool is called OnTime, and it helps you manage your products, your backlogs, your team, releases and your sprints.
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It gives you project visibility with burndown charts and always answers the question of who is working on what.
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You can get started with it for free at Axiosoft.com.
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Of course, you could use a giant whiteboard, some note cards, and a bunch of different spreadsheets to track everything.
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You could also use an abacus instead of a calculator to do math, but we're getting a little off topic.
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So let's quickly review everything.
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In Scrum, you work with this, a product backlog, which is nothing more than a list of features that we call user stories.
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You then break down the product backlog into one or more release backlogs.
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And for a given release, you further break up the release backlog into a number of sprint backlogs, which are essentially short duration milestones throughout your project.
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You then monitor the progress of each sprint using these, burndown charts, and have daily scrum meetings to ensure everything is on track.
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After each sprint, you have a retrospective meeting to fine-tune everything.
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And if you want a tool to implement scrum, you can use OnTime.
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It'll help you ship software OnTime.
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That's all there is to it.
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Oh, and one last thing.
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Whether you loved or hated this video, I'd love to hear from you.
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You can reach me on Twitter or via email if you have any feedback.
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Now get going, create a great team, collaborate, and ship software on time.
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Các bẫy phát âm phổ biến
Trong video, có một số từ và cụm từ có thể gây khó khăn cho người học tiếng Anh:
- Cụm từ “scrum master”: Âm tiết đầu tiên có thể dễ gây nhầm lẫn, hãy chú ý đến cách nhấn âm.
- Từ “backlog”: Cần phát âm rõ ràng để không bị nhầm lẫn với các từ khác.
- Các từ như “user stories”: Chú ý đến sự phát âm của từng từ và cách chúng kết hợp với nhau.
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