敏捷软件开发——使用Scrum过程（影印版） (2008 年度畅销榜NO.6083 )

“敏捷开发方法是灵活软件系统未来成功的关键。当经营状况发生变化，需要购买和管理软件开发时，Scrum是开路先锋之一。本书提炼了Scrum方法的理论与实践，是这个变化无常的世界上，应付各种软件问题的开发人员与管理人员必读之物。”
——Martin Fowler，软件企业咨询师兼ThoughtWorks公司的CTO
“目前，大多数经理都对他们公司以合理的成本如期交付系统的能力感到不满。然而，即使迫于压力，他们也不愿意承认是他们手下的开发人员无能。如果不是这些工程师们无能，那么是什么原因妨碍了他们不能以合理的成本快速开发系统呢?Scrum可以回答这一问题，并解决这种问题。”
——Alan Buffington，软件企业咨询师，Fidelity系统公司前任总裁
如果说，本书是关于技术和系统开发工作管理的最重要的著作，也许会有争议；但本书确实描述了如何使用貌似简单、实则精妙无比的Scrum过程快速地构建系统。通过本书，读者将会认识到一种新的系统开发方法，这种方法可以克服系统的复杂性与关于复杂的定义的模糊性、突然冒出的需求以及不稳定的技术，对不断、快速开发高质量的软件所带来的影响。

本书对你有何用处？
·让你了解如何立即开始进行增量软件开发，而不论你目前采用什么样的软件工程实践或方法
·让你了解如何简化敏捷过程的实现
·让你了解如何通过Scrum包装简化XP的实现
·让你了解敏捷过程的工作原理以及如何管理敏捷过程
·让你理解敏捷过程的理论基础

Foreword, Robert C. Martin
Foreword, Martin Fowler
Preface

1 Introduction
1.1 Scrum At Work
1.2 Quick Tour of Scrum
1.3 Statements About Scrum
1.3.1 From Jeff Sutherland
1.3.2 From Ken Schwaber
1.3.3 From Mike Beedle
1.4 How the Book Is Organized

2 Get Ready For Scrum!
2.1 Scrum Is Different
2.2 A Noisy Project
2.3 Cut Through the Noise By Taking Action
2.4 Self-Organization
2.5 Respond Empirically
2.6 Daily Visibility Into the Project
2.7 Incremental Product Delivery

3 Scrum Practices
3.1 The Scrum Master
3.2 Product Backlog
3.2.1 Product Owner Solely Controls the Product Backlog
3.2.2 Estimating Backlog Effort
3.3 Scrum Teams
3.3.1 Team Dynamics
3.3.2 Team Size
3.3.3 Team Composition
3.3.4 Team Responsibilities and Authority
3.3.5 Working Environment
3.4 Daily Scrum Meetings
3.4.1 Establishing a Meeting Room
3.4.2 Chickens and Pigs
3.4.3 Starting the Meeting
3.4.4 Format of the Daily Scrum.
3.4.5 Identifying Impediments
3.4.6 Making Decisions
3.4.7 Establishing Follow-Up Meetings
3.5 Sprint Planning Meeting
3.5.1 Sprint Planning Meeting Overview
3.5.2 Identify Product Backlog and Goal for Next Sprint
3.5.3 Define Sprint Backlog to Meet Sprint Goal
3.6 Sprint
3.6.1 Product Increments Are Mined from Chaos
3.6.2 No Interference, No Intruders, No Peddlers
3.6.3 Sprint Mechanics
3.6.4 Abnormal termination of Sprints
3.7 Sprint Review.

4 Applying Scrum
4.1 Implementing Scrum
4.1.1 Implementing Scrum for New Projects
4.1.2 Implementing Scrum for Ongoing Projects
4.1.3 Improving Engineering Practices
4.2 Business Value through Collaboration
4.2.1 Example of Scrum Management
4.3 Empirical Management
4.3.1 Use Frequent, First-Hand Observations
4.3.2 Backlog, Assessing Progress and Predicting the Future
4.4 Managing a Sprint
4.4.1 Sprint Signatures
4.5 Managing a Release
4.5.1 Manage Cost, Date, Quality and Functionality
4.5.2 Basis for Tradeoffs

5 Why Scrum?
5.1 Noisy Life
5.2 Noise in Systems Development Projects
5.3 Why Current System Development Methodologies Don't Work
5.4 Why Scrum Works
5.5 Case Studies

6 Why Does Scrum Work?
6.1 Understanding Scrum
6.2 The New Product Development View of Scrum
6.3 The Risk Management and Predictability View of Scrum
6.4 The Kuhnian View of Scrum
6.5 Knowledge Creation View of Scrum
6.6 The Complexity Science View of Scrum
6.6.1 Definitions
6.6.2 Features
6.6.3 Scrum Organization, Processes and Roles
6.7 Anthropological View of Scrum
6.8 The System Dynamics View of Scrum
6.9 The Psychological View of Scrum
6.10 The Football Metaphor

7 Advanced Scrum Applications
7.1 Applying Scrum to Multiple Related Projects
7.1.1 The First Application
7.1.2 Reusability
7.1.3 Initial Setup and the Shared Resources Scrum Team
7.1.4 Developing the Second Application
7.1.5 Developing More Applications
7.1.6 Review of Specific Techniques
7.2 Applying Scrum to Larger Projects
7.2.1 The First Executable Prototype and First Branch of Development
7.2.2 Reusability
7.2.3 Initial Setup and the Shared Resources Scrum Team
7.2.4 Developing Through a Second Branch
7.2.5 Developing Through More Branches
7.3 Case Study of Multiple-Related Projects: A Benefits Company
7.3.1 The Change in Direction
7.3.2 The Second Application
7.3.3 More Applications
7.4 Case Study of Large Project: An Outsourcing Company

8 Scrum And The Organization
8.1 Organizational Impact
8.2 Impediment Example i
8.3 The Scrum Master as a Change Agent
8.4 Impediment Example 2
8.5 Impediment Example 3
8.6 Keep Your Eyes Open
8.7 Impediment Example 4
8.8 Impediment Example 5
8.9 Organizational Encroachment
8.10 Impediment Example 6
8.11 Scrum and Mission Statements

9 Scrum Values
9.1 Commitment
9.2 Focus
9.3 Openness
9.4 Respect
9.5 Courage

“工作可以是，而且也应该是一种高尚的体验。”那么，就从本书开始你的这种体验吧，这是关于敏捷软件过程的最睿智、最实用的技术参考书之一。 软件过程是这10年来最热门的话题之一。我们已经知道的软件过程就有XP、Adaptive、Crystal Clear以及RUP等等。我们看到，敏捷联盟(Agile Alliance)已经成立；这是一群致力于推广可以顺利发挥作用的、面向人员的软件过程的专家。我们也看到了仅仅基于过程开发的商业软件产品。我们还看到了无数的、吹捧这种或那种过程的优点的书籍、演讲、课程和文章。 在这种喧闹声中，Ken Schwaber和Mike Beedle为我们带来了Scrum过程。Scram是一种经过实践检验的敏捷软件开发方法。通过本书，你可以了解到这种方法是如何形成的：可以阅读到采用这种方法的项目的故事：可以了解作者是如何开发这种能够帮助他们在需求快速多变的情况下完成项目的方法的：可以了解到在什么情况下适合采用这种方法，在什么情况下不适合采用这种方法；他们遇到了什么问题，又是如何解决这些问题的；你还将了解到，如何使他们的方法适合自己的工作需要。 作为本书的作者，没有比Mike和Ken更合适的人选了。近20年来，他们一直是活跃在软件行业的专家。Mike曾经担任许多软件项目的经理，目前经营一家非常成功的软件咨询公司。Mike参加了许多次过程战役，他知道什么行，也知道什么不行。Ken职业生涯的大部分时间都与软件过程有关，他定义并开发了一种软件产品，这种产品可以自动完成一些绝顶聪明的软件过程；他还创建了用于自动化软件开发的方法。Ken知道，根据经验，这些软件过程未必能够经得起市场的考验。然而，这只是你将在本书中看到的一个故事。Ken是一位著名的管理顾问，他已经帮助数十个项目团队成功地实现了其目标。 本书是为高级经理、软件经理、项目主管以及程序员编写的。无论你属于哪一种角色，本书都可以明确地告诉你，如何应用Scrum过程的简单而行之有效的原则和方法。 如果你必须完成一个项目，并且想采用一种需要时可以帮助你、不需要时不会妨碍你的过程，那么你应该读一读本书。本书很可能就是你享受高尚工作体验的一种催化剂。

Ken Schwaber高级开发方法(ADM)公司的总裁，这是一家致力于改进软件开发实践的公司。Schwaber是一名经验丰富的软件开发人员、产品经理和软件企业咨询师。20世纪90年代初期，Schwaber发起了过程管理产品革命，并与Jeff Sutherland一起制定了Scrum开发过程的最初版本。 Mike Beedle 一位经验丰富的软件开发实践者，是e-Architects公司的创始人和CEO，这是一家管理和技术咨询公司，该公司致力于帮助客户在规定的时间内成功开发软件。在过去的20年里，Beedle参与过数千个软件项目，而且自1995年以来，一直在使用、推广和指导他人实现Scrum过程。

This book was written for several audiences. Our first audience is application development managers that need to deliver software to production in short development cycles while mitigating the inherent risks of software development. Our second audience is the software development community at large. To them, this book sends a profound message: Scrum represents a new, more accurate way of doing software development that is based on the assumption that software is a new product every time that it is written or composed. Once this assumption is understood and accepted, it is easy to arrive at the conclusion that software requires a great deal of research and creativity, and that therefore it is better served by a new set of practices that generate a self-organizing structure while simultaneously reducing risk and uncertainty. Finally, we have also written this book for a general audience that includes everyone involved in a project where there is constant change and unpredictable events. For this audience Scrum provides a general-purpose project management system that delivers, while it thrives on change and adapts to unpredictable events. Software as "new product" as presented in this book, is radically different from software as "manufactured product", the standard model made for software development throughout the last 20 years. Manufacture-like software methods assume that predictability comes from defined and repeatable processes, organizations, and development roles; while Scrum assumes the process, the organization, and the development roles are emergent but statistically predictable, and that they arise from applying simple practices, patterns, and rules. Scrum is in fact much more predictable and effective than manufacturing-like processes, because when the Scrum practices, patterns and rules are applied diligently, the outcome is always: 1) higher productivity, 2) higher adaptability, 3) less risk and uncertainty, and 4) greater human comfort. The case studies we provide in this book will show that Scrum doesn't provide marginal productivity gains like process improvements that yield 5-25% efficiencies. When we say Scrum provides higher productivity, we often mean several orders of magnitude higher i.e. several 100 percents higher. When we say higher adaptability we mean coping with radical change. In some case studies, we present cases where software projects morphed from simple applications in a single domain to complex applications across multiple domains: Scrum still managed while providing greater human comfort to everyone involved. Finally, we show through case studies that Scrum reduces risk and uncertainty by making everything visible early and often to all the people involved and by allowing adjustments to be made as early as possible. Throughout this book we provide 3 basic things: 1) an understanding of why this new thinking of software as new product development is necessary, 2) a thorough description of the Scrum practices that match this new way of thinking with plenty of examples, and 3) a large amount of end-to-end case studies that show how a wide range of people and projects have been successful using Scrum for the last 6 years. This last point is our most compelling argument: The success of Scrum is overwhelming. Scrum has produced by now billions of dollars in operating software in domains as varied as finance, trading, banking, telecommunications, benefits management, healthcare, insurance, e-commerce, manufacturing and even scientific environments. It is our hope that you, the reader of this book, will also enjoy the benefits of Scrum, whether as a development staff member wishing to work in a more predictable, more comforting, and higher producing environment, or as a manager desiring to finally bring certainty to software development in your organization. Thanks to our reviewers: Martin Fowler, Jim Highsmith, Kent Beck, Grant Heck, Jeff Sutherland, Alan Burlington, Brian Marick, Gary Pollice, and Tony D'Andrea. Ken would like to thank Chris, Carey, and Valerie. Mike would like to thank Laura, David, Daniel, and Sara. Together, we would like to thank our editors at Prentice Hall, Alan Apt and Robert Martin, as well as Jeff Sutherland for his many contributions to Scrum, and Kent Beck for demanding that we write this book.