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看板和scrum_看板VS Scrum-如何变得敏捷

作者：爱喝兽奶帝天荒 | 2024-07-06 14:36:14

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scrum是推式系统么

看板和scrum

Scrum and Kanban are the two most popular project management techniques today in business. As a developer, I think it's important to understand these processes as you will likely be heavily involved in them if you are part of a team. By understanding, we can stay focused on solving problems and not be too frightened of some of the buzzwords.

Scrum和看板是当今商业上最流行的两种项目管理技术。作为开发人员，我认为了解这些流程很重要，因为如果您是团队的一员，您可能会大量参与其中。通过了解，我们可以专注于解决问题，而不必对某些流行语感到恐惧。

I'm a developer by trade but my last employed role was in product management. I tried both of these methodologies to improve productivity and efficiency in delivering products and services in the best possible way. They also assist in making organizations quick to adapt to changes in demand for their products/services.

我是按行业进行开发的人员，但是我最后受雇的职位是产品管理。我尝试了这两种方法，以尽可能最佳的方式提高生产力和效率，以提供产品和服务。它们还有助于使组织Swift适应其产品/服务需求的变化。

什么是Scrum？ (What is Scrum?)

Scrum is a project management methodology designed for cross-functional teams of less than 10 members working on complex projects. Its primary goal is to use the team member's various skills to create a solution/product for the customer/end-user.

Scrum是一种项目管理方法，专为从事复杂项目的少于10名成员的跨职能团队而设计。它的主要目标是利用团队成员的各种技能为客户/最终用户创建解决方案/产品。

The word Scrum is derived from the game of rugby where players of both teams interlock and try to gain possession of the ball as a functional unit.

Scrum一词源自橄榄球比赛，两队球员互锁并试图将球作为功能单位。

Scrum runs on three major pillars, transparency, inspection and adaptation. This methodology is based on the premise that the customer/end-user could change their mind about what they want or there could be changes which a planned approach cannot deal with.

Scrum运行在三个主要Struts上，即透明度，检查和适应。此方法基于以下前提：客户/最终用户可以改变他们对想要的东西的想法，或者可能存在计划的方法无法应对的变化。

The project is usually started with what information is available. Afterwards, changes or tweaks can be made whenever necessary while tracking the developmental process.

该项目通常以可用的信息开始。之后，可以在跟踪开发过程的任何时候进行必要的更改或调整。

The project is broken down into distinct actions called sprints that have to be completed within a fixed timeframe or iterations. The average duration for sprints is usually two weeks to a month.

该项目被分解为称为sprint的不同操作，这些操作必须在固定的时间范围或迭代内完成。冲刺的平均持续时间通常为两周到一个月。

Progress is tracked through daily scrums which are 15 minutes fixed stand up meetings. This encourages close interaction and communication between team members rather than the traditional sequential approach.

通过每天15分钟的固定站立会议来跟踪进度。这鼓励了团队成员之间的紧密交互和沟通，而不是传统的顺序方法。

什么是看板？ (What is Kanban?)

Kanban is a visual project management framework which was created from lean software development process and used in Agile project management. The word Kanban is a Japanese word meaning Billboard and was derived from the lean manufacturing methods pioneered by the vehicle manufacturer Toyota in Japan.

看板是一个可视化的项目管理框架，它是通过精益软件开发过程创建的，并用于敏捷项目管理中。看板一词在日语中的意思是Billboard，它源于日本汽车制造商Toyota率先采用的精益生产方法。

It visualizes the work process and progress through Kanban Boards. It's used for products/solutions that require continuous delivery and aims to balance demand with available capacity (Pull system) rather than push out products to the market (Push system).

它通过看板委员会可视化工作流程和进度。它用于需要连续交付的产品/解决方案，旨在平衡需求与可用容量(拉式系统)，而不是将产品推向市场(推式系统)。

The aim of using Kanban is to remove bottlenecks during the production process so that the project can flow smoothly and still be kept within budget. It's usually used in combination with other agile methodologies like Scrum.

使用看板的目的是消除生产过程中的瓶颈，从而使项目能够顺利进行并保持在预算之内。它通常与Scrum等其他敏捷方法结合使用。

历史 (History)

Scrum的演变 (The Evolution of Scrum)

The Scrum methodology was first mentioned in a 1986 Harvard Business Review article 'The New New Product Development Game' by Hirotaka Takeuchi and Ikujiro Nonaka.

Scrum的方法，首先1986年的哈佛商业评论文章“中提到的新新产品开发游戏 ”的竹内弘高和野中郁次郎。

The authors described this process they initially called the holistic or rugby approach as a new developmental process that would increase the speed and flexibility with which commercial products were brought to the market. They saw it as "good at bringing about innovation continuously, incrementally and spirally".

作者将这个过程描述为最初将整体或橄榄球方法称为新的发展过程，它将提高将商业产品推向市场的速度和灵活性。他们认为它“擅长持续，渐进和螺旋式创新”。

1993 saw the initial use of this methodology by Jeff Sutherland along with John Scumniotales and Jeff Mckenna at Easel Corporation. Two years later Sutherland and Ken Schwaber co-presented a paper describing the Scrum methodology at the Object-Oriented Programming, Systems, Languages and Applications '95 (OOPSLA) conference in Austin, Texas.

1993年，Jeff Sutherland以及Easel Corporation的John Scumniotales和Jeff Mckenna首次使用了这种方法。两年后，Sutherland和Ken Schwaber在德克萨斯州奥斯汀举行的面向对象编程，系统，语言和应用程序'95(OOPSLA)会议上共同提出了一篇描述Scrum方法的论文。

Schwaber also wrote the first scrum text in 2001 along with Mike Beedle called Agile Software Development with Scrum. That same year saw the two authors along with Sutherland and 14 other experts on Scrum draft the Agile Manifesto in Utah which specified the principles, features and values of this methodology.

Schwaber还在2001年与Mike Beedle一起编写了第一个Scrum文本，名为“ 敏捷软件开发与Scrum” 。同年，两位作者以及Sutherland和其他14位Scrum专家一起在犹他州草拟了《敏捷宣言》，其中详细说明了这种方法的原理，特征和价值。

The Scrum Alliance was created in 2002 by Schwaber to provide a governing body for the Scrum methodology as well as formal certification through the CSM (Certified ScrumMaster) program. Schwaber later left the alliance in 2009 to set up Scrum.org which is in charge of the Professional Scrum Accreditation Series.

Scrum联盟由Schwaber于2002年创建，旨在为Scrum方法论以及通过CSM(Certified ScrumMaster)计划的正式认证提供管理机构。 Schwaber后来于2009年离开联盟，成立了负责专业Scrum认证系列的Scrum.org 。

Since 2010, a document called the Scrum Guide has provided guidelines for the Scrum methodology and has been revised regularly, with the latest version released on November 2017.

自2010年以来，名为Scrum指南的文档为Scrum方法提供了指南，并定期修订，最新版本于2017年11月发布。

看板的演变 (Evolution of Kanban)

Kanban started life as a manufacturing methodology promoted on the factory floors of Toyota by Taiichi Ohno, who is known as the father of the Toyota Production System.

看板作为一种生产方法而诞生，该方法是大野泰一在丰田的工厂车间推广的，他被称为丰田生产系统之父。

Ohno was looking for a way to increase productivity and reduce inefficiencies during the car manufacturing process while avoiding making products that couldn't get sold and lost money for the company.

Ohno一直在寻找一种方法来提高汽车生产过程中的生产率并减少效率低下，同时避免生产无法为公司销售和亏损的产品。

In a quest to get a solution, Ohno would stumble on it during a visit to a Tokyo supermarket in 1943. There, he noticed that the products on sale were only restocked when they were almost sold out according to customer demand instead of through regular supplies from the vendor. This ensured that the supermarket had very little excess inventory and ran efficiently.

为了寻求解决方案，大野在1943年访问东京一家超级市场时偶然发现了它。在那里，他注意到所出售的产品仅在根据客户需求几乎售罄时才重新进货，而不是通过常规供应来补充。从供应商处。这确保了超级市场几乎没有多余的库存并且可以有效地运行。

Ohno would bring this technique to Toyota thought it would take 10 years for it to be fully operational. A big part of this process would be the communication system which made use of visual cards called Kanban that illustrated to the workers in each stage of the vehicle manufacturing process what needed to be done, and the materials needed, in clear terms.

大野将这项技术带给了丰田公司，丰田公司认为要完全投入运行需要10年的时间。该过程的很大一部分将是通信系统，该通信系统使用称为看板的可视卡，该可视卡在车辆制造过程的每个阶段向工人说明了需要完成的工作以及所需的材料。

It also adjusted the number of vehicles manufactured to the demand by the public instead of utilizing the full productive capacity. This process was also known as lean manufacturing or 'Just in Time' production.

它还根据公众需求调整了车辆制造数量，而不是充分利用生产能力。此过程也称为精益生产或“准时生产”。

This helped standardize the production process, removed inefficiencies, and made Toyota nimble and flexible by avoiding the accumulation of excess products that couldn't be sold. This was a problem American auto manufacturers were also having.

这有助于标准化生产流程，消除了效率低下的情况，并通过避免堆积了无法销售的多余产品，使丰田变得灵活灵活。这是美国汽车制造商也遇到的问题。

This turned Toyota into a global auto giant. After its adoption in the automotive industry, the Kanban philosophy spread all over the world and into different industries.

这使丰田成为全球汽车巨头。看板哲学在汽车工业中被采用后，传播到世界各地，并进入不同的行业。

Kanban would become popular in service/knowledge industries due to the work of David J. Anderson. He was an admirer of the lean manufacturing process who applied a pull system of development influenced by Ohno's Kanban philosophy while working with a Microsoft XIT Sustaining Engineering group in 2004.

由于David J. Anderson的工作，看板将在服务/知识行业中变得流行。他是精益生产过程的崇拜者，在2004年与Microsoft XIT Sustaining Engineering小组合作时，应用了受Ohno看板哲学影响的拉动开发系统。

The next few years would see Anderson and some other colleagues shape the features and principles of the Kanban methodology. The Kanban methodology spread through management conferences and talks and more companies began to adopt it.

在接下来的几年中，安德森(Anderson)和其他一些同事将塑造看板方法的特征和原理。看板方法通过管理会议和讲座传播，越来越多的公司开始采用它。

Anderson collated his experiences with Kanban in a book published in 2010 'Successful Evolutionary Change for your Technology Business' which is regarded as the most comprehensive definition of the Kanban methodology for Knowledge workers.

安德森(Anderson)在2010年出版的《技术业务的成功进化变革》一书中整理了他与看板的经验，该书被认为是知识工人看板方法最全面的定义。

Scrum原则/价值观 (The Scrum Principles/Values)

The Scrum project management methodology became part of the Agile development approaches which spread in the late 1990s and early 2000s. These were an effort to find a solution to the high failure rate in software development.

Scrum项目管理方法论已成为敏捷开发方法的一部分，该方法在1990年代末和2000年代初广泛传播。这些都是为解决软件开发中高故障率的解决方案而做出的努力。

The Waterfall Development approach used primarily before this point in the software industry was rigid and inflexible – product development had to follow rigidly laid down procedures and documentation.

在此之前，主要在软件行业中使用的Waterfall Development方法是僵化和僵化的–产品开发必须遵循严格规定的程序和文档。

Scrum allowed software developers the flexibility and freedom to respond to changes in development. It also called for the involvement of the customer in the development process rather than being a bystander.

Scrum允许软件开发人员灵活，自由地响应开发变更。它还要求客户参与开发过程，而不是成为旁观者。

This methodology later spread to other industries. Scrum has become the most used of the agile project management methodologies – research indicates that it is in use in 66% of all projects incorporating agile development methods.

这种方法后来传播到其他行业。 Scrum已成为敏捷项目管理方法中使用最多的方法–研究表明，在所有采用敏捷开发方法的项目中，有66％都在使用Scrum。

Scrum is easy to understand and follow as it avoids rigid instructions and procedures. With Scrum, organizations can do whatever is needed to get the project done, adapting to circumstances that might suddenly arise. This flexibility is one reason Eric Naiburg, marketing vice president at scrum.org, calls Scrum the opposite of a to-do list.

Scrum易于理解和遵循，因为它避免了严格的说明和程序。使用Scrum，组织可以做任何事情来完成项目，以适应可能突然出现的情况。这种灵活性是scrum.org营销副总裁Eric Naiburg称Scrum与待办事项清单相反的原因之一。

The breaking down of projects into sprints makes it suited for complex undertakings while the involvement of the customer in the development process enhances transparency.

将项目分解为sprint，使其适合于复杂的任务，而客户在开发过程中的参与可提高透明度。

敏捷宣言 (The Agile Manifesto)

The Agile Manifesto set out to address frustrations among software project developers in 2001 and came out with four principles. Today these principles are the bedrock of the Scrum project management philosophy and have spread beyond the software industry. They state that projects should value:

敏捷宣言于2001年着手解决软件项目开发人员的挫败感，并提出了四项原则。如今，这些原则已成为Scrum项目管理理念的基石，并已扩展到软件行业之外。他们指出，项目应重视：

Individuals and interactions over processes and tools.
在流程和工具上的个人和互动。
Working products/solutions over comprehensive documentation.
全面的文档中有效的产品/解决方案。
Customer collaboration over contract negotiation.
客户通过合同谈判进行协作。
Responding to change over following a plan.
响应按照计划进行的转换。

Scrum最佳实践 (Scrum Best Practices)

There are some best practices which underpin the Scrum methodology.
有一些最佳实践可作为Scrum方法的基础。
We are ensuring Customer Satisfaction through early and continuous product delivery.
我们通过早期和持续的产品交付来确保客户满意度。
Testing and incorporating product owner feedback daily.
每天测试和合并产品所有者的反馈。
Welcoming and responding to changing requirements even late in the development process.
即使在开发过程的后期，也欢迎并响应不断变化的需求。
We are working together with the customer on the development process.
我们正在与客户一起开发过程。
We are providing the support and environment for motivated individuals to get the work done.
我们为有动力的人完成工作提供支持和环境。
Emphasis on face to face communication within and to the team.
强调团队内部和团队之间的面对面交流。
We are measuring progress through a working solution/product.
我们正在通过一个可行的解决方案/产品来衡量进度。
We are promoting development at a sustainable pace.
我们正在以可持续的步伐促进发展。
We are enhancing agility by devotion to technical excellence and good design.
我们致力于卓越的技术和良好的设计，从而提高了灵活性。
Self-organizing teams being the best way to get the best architecture, requirements and designs.
自组织团队是获得最佳架构，需求和设计的最佳方法。
Having regular reflections on improving effectiveness through sprint reviews and adjusting actions to suit such.
定期反思通过冲刺审查和调整适合自己的行动来提高有效性。
We are respecting the balance between the team members' professional and private lives to keep stress to a minimum.
我们尊重团队成员的职业和私人生活之间的平衡，以将压力降至最低。

Scrum的好处 (Benefits of Scrum)

The scrum methodology is the most widely used agile project management methodology for the following reasons.

由于以下原因，Scrum方法是使用最广泛的敏捷项目管理方法。

Freedom of initiative — Professionals who love the freedom to take initiatives are in love with the scrum process due to its self-organizing ethos. This tends to boost team morale.

主动自由 -热爱采取主动行动的专业人员因其自我组织的精神而爱上了Scrum流程。这往往会提高团队士气。

High-quality products/services — Products and services that are produced using the scrum process tend to be of a high quality due to the various iterations and improvements they have had to go through as well as customer involvement in the development.

高质量的产品/服务 -由于需要经过各种迭代和改进，以及客户参与开发，因此使用Scrum流程生产的产品和服务往往具有较高的质量。

Shorter delivery times — This is a result of the incremental development process which shortens the delivery time by 30%-40%. The involvement of the customer in the development is also a factor here.

交货时间更短 -这是增量开发过程的结果，该过程将交货时间缩短了30％-40％。客户参与开发也是这里的一个因素。

Better return on investment — This is as a result of the shorter delivery times, better product/service quality and fewer defects as a result of continual feedback and the early testing.

更高的投资回报率 –这是由于交付时间更短，产品/服务质量更高以及持续不断的反馈和早期测试所导致的缺陷更少的结果。

Flexibility— Teams are able to react quickly to sudden changes in the market and reflect them in the product/service development.

灵活性 -团队能够对市场的突然变化做出快速React，并将其反映在产品/服务开发中。

Scrum的缺点 (Drawbacks of Scrum)

Like everything else, the Scrum process does have its limitations. Here are some of them.

像其他所有内容一样，Scrum流程确实有其局限性。这里是其中的一些。

Need for expertise — Scrum requires professionals with expertise and training on the scrum methodology. This requires upfront investment by the organization.

对专业知识的需求 -Scrum要求专业人员提供有关Scrum方法论的专业知识和培训。这需要组织进行前期投资。

Scope creep — The customer could request too many modifications on the product/project, which could turn out to be unnecessary.

范围蔓延 —客户可能会要求对产品/项目进行过多的修改，这可能是不必要的。

Expensive — The need for high expertise during the scrum process as well as the constant events makes the scrum process expensive to operate

昂贵 -在Scrum流程以及持续不断的事件中对专业知识的需求使得Scrum流程的操作成本很高

Scrum过程 (The Scrum Process)

Scrum团队 (Scrum Teams)

The process starts with the formation of a Scrum team to work on a pre-defined solution/project. These teams are usually self-organizing and cross-functional. According to Scrum principles, self-organizing teams are the best way to ensure optimal performance on a project as they can influence how the work will be accomplished rather than follow external directions.

该过程从组建Scrum团队开始，以进行预定义的解决方案/项目。这些团队通常是自组织和跨职能的。根据Scrum原则，自组织团队是确保项目最佳性能的最佳方法，因为它们可以影响工作的完成方式，而不是遵循外部指示。

Cross-functionality refers to the different competencies among the team members which enable the Scrum team to have all it requires to accomplish the project within and does away with the need for external help.

跨功能是指团队成员之间的不同能力，这使Scrum团队能够在内部完成项目所需的一切，而无需外部帮助。

An ideal Scrum team shouldn't have more than 9 members to enhance the team spirit, closeness and effectiveness. It's also important that the team members are in the same physical location or are at least online constantly if they work remotely.

理想的Scrum团队不应拥有超过9名成员，以增强团队精神，亲密性和有效性。同样重要的是，团队成员必须位于同一物理位置，或者如果他们远程工作，至少要经常在线。

Scrum Teams deliver solutions in increments, incorporating the views of the product owner at each product's iteration. This ensures the constant availability of a functional product. There are 5 values or principles which every Scrum team should abide by in order to be effective.

Scrum团队逐步提供解决方案，并在每个产品的迭代中结合产品所有者的观点。这样可以确保功能产品的持续可用性。每个Scrum团队都应遵循5项价值观或原则，以使其有效。

Commitment — Working towards the team goals at every sprint.
承诺 -在每个冲刺阶段都朝着团队目标努力。
Courage — Being able to do the right thing despite conflicts and challenges.
勇气 —尽管有冲突和挑战，但能够做正确的事。
Focus — Concentrating on the team goals and the sprint backlog exclusively.
专注 -专心于团队目标和冲刺积压。
Openness — Being transparent with one another about the job and its challenges.
开放性 —关于工作及其挑战彼此透明。
Respect — Respecting each and every team member.
尊重 —尊重每个团队成员。

Scrum角色 (Scrum Roles)

There are three distinct roles in any Scrum team: the product owner, the Scrum Master, and the Development team.

任何Scrum团队中都有三个不同的角色：产品所有者，Scrum主管和开发团队。

Product owner — This person represents the customer in the Scrum team and has the responsibility of ensuring the team delivers the project/solution/product according to the customer' s/end user's specifications. They have to communicate the end user's product requirements as well as the customer's feedback at each product's iteration. They also manage the product backlog which identifies the features of the product to be worked on.

产品负责人 —该人代表Scrum团队中的客户，并负责确保团队根据客户/最终用户的规范交付项目/解决方案/产品。他们必须在每个产品的迭代中传达最终用户的产品要求以及客户的反馈。他们还管理积压的产品，以标识要使用的产品的功能。

Scrum master — This individual ensures that the team follows the Scrum principles and guidelines. They ensure that whatever is needed for the project is made available and take care of any impediments obstructing it. They also facilitate team events and ensure proper communication.

Scrum master —此人确保团队遵循Scrum原则和准则。他们确保提供项目所需的一切，并照顾到阻碍该项目的任何障碍。他们还促进团队活动并确保适当的沟通。

Development team — This comprises the rest of the Scrum team. They have to work together to provide a product/project using their various competencies. They organize themselves and choose their own path in getting the product delivered.

开发团队 -这包括Scrum团队的其余成员。他们必须共同努力，利用各自的能力提供产品/项目。他们组织起来并选择自己的方式来交付产品。

Scrum活动 (Scrum Events)

Communication is vital in the Scrum framework. This is enshrined in the five events or meetings where information about the development process is exchanged regularly.

在Scrum框架中，沟通至关重要。这在五个活动或会议中得到了体现，其中定期交换有关开发过程的信息。

Backlog refinement — The product owner regularly reviews the product backlog which refers to the list of product features, the work to be done, and the sequence of delivery. They make sure that the backlog is properly prepared in a way that communicates to team members what needs to be done at each sprint.

待办事项列表的改进—产品所有者定期查看产品待办事项列表，后者涉及产品功能列表，要完成的工作以及交货顺序。他们确保正确准备待办事项，以便与团队成员沟通每次冲刺需要做什么。

Sometimes, the order of work has to be modified due to customer feedback or reviews from the development team. The review of the backlog, which is done in between the conclusion of a sprint and before the start of a new one, prioritizes features based on factors like business value, risk and date the features are needed. This review usually delivers the content for the next sprint.

有时，必须根据客户的反馈或开发团队的评论来修改工作顺序。在未完成冲刺和开始新冲刺之间进行的积压审阅，会根据业务价值，风险和需要功能的日期等因素对功能进行优先级排序。该评论通常提供下一个冲刺的内容。

Sprint planning — This is done at the beginning of a sprint to plan what needs to be worked on by the Scrum team. The smaller parts which a project is broken down into are called sprints. They could last from a week to a month.

Sprint计划 -这是在Sprint的开始阶段完成的，以计划Scrum团队需要进行的工作。项目分解成的较小部分称为sprint。它们可能持续一周到一个月。

The sprint meeting, which usually lasts an average of four hours for a 2-week sprint, has the team choosing the backlog items that can be completed during the sprint, how it will be worked on, and the goal for the sprint. These are all included in a sprint backlog.

这次Sprint会议通常为期2周，平均持续4个小时，让团队选择可以在Sprint中完成的待办事项，将如何进行工作以及Sprint的目标。这些都包含在sprint待办事项列表中。

Daily scrum/stand up — This is a quick daily stand up meeting that lasts a maximum of 15 minutes. The previous day's work is reviewed and challenges are identified by the team as well as individual members.

每日Scrum /站立会议—这是一次快速的每日站立会议，最多持续15分钟。审查前一天的工作，团队以及各个成员共同确定挑战。

An individual is tasked with getting solutions to any challenges identified and any uncompleted work from the previous day is highlighted by the Scrum master on the scrum board.

Scrum负责人会在Scrum板上突出显示一个人的任务，即解决已发现的所有挑战，并解决前一天未完成的工作。

Detailed discussions aren't allowed during scrum meetings. The strategy to be used for the day's work is also agreed upon.

在Scrum会议期间不允许进行详细的讨论。还商定了用于日常工作的策略。

Sprint review — This meeting which is held at the end of the sprint is used to review the performance of the team. If the work for the day is completed, the product's iteration is demonstrated and then presented to the customer/end-user along with the sprint backlog containing the 'done' items for their feedback.

Sprint审查 —在Sprint末尾举行的此会议用于审查团队的绩效。如果当天的工作完成了，将演示产品的迭代过程，然后将其与包含“完成”项的sprint待办事项列表一起呈现给客户/最终用户，以供他们反馈。

The product owner can also make adjustments to the product backlog at this point.

产品所有者此时还可以调整产品积压。

The recommended duration for the meeting is usually a maximum of four hours.

建议的会议时间通常最多为四个小时。

Sprint retrospective — This is an opportunity for the Scrum team to reflect on how effective they were and what could be improved upon for better productivity the next time.

Sprint回顾 -这是Scrum团队有机会反思他们的效率以及下一次可以提高生产力的方面可以改进的地方。

Scrum工件 (Scrum Artifacts)

This refers to the commonly used tools in the scrum process. These are three of them used to record the progress of the Scrum team as well as details of the project.

这是指Scrum流程中常用的工具。这三个是用来记录Scrum团队的进度以及项目细节的。

Product backlog — Is a list of work that has to be done on the project by the scrum team. It contains the product requirements, features to be worked on and bugs that have to be fixed. It's overseen by the product owner and serves as a guide to the team. It's usually reviewed before it makes it into the Sprint backlog.

产品积压 —是Scrum团队必须在项目上完成的工作的列表。它包含产品要求，要使用的功能和必须修复的错误。它由产品负责人监督，并作为团队的指南。通常先检查它，然后再将其纳入Sprint积压。

Sprint backlog — This list which is overseen by the development team refers to the list of product features from the product backlog that has to be worked on during the present sprint.

Sprint积压 -由开发团队监督的列表是指当前sprint期间必须处理的产品积压的产品功能列表。

Team members sign up to handle tasks they can handle based on their competencies in the spirit of self-organization and commitment.

团队成员按照自我组织和承诺的精神进行注册，以根据自己的能力来处理可以处理的任务。

Sprint backlogs can be modified during a sprint but the end goal remains constant.

可以在冲刺期间修改冲刺积压，但最终目标保持不变。

Product increments — This is the end result of the work completed during a sprint. It's usually added to the completed work from previous sprints.

产品增量 -这是冲刺期间完成工作的最终结果。通常将其添加到先前冲刺的已完成工作中。

This is usually according to what the Scrum Team defines and agrees as 'Done' status. Most times, this means the product is functional at an optimal level and ready to be delivered to the customer/end-user.

这通常是根据Scrum团队定义并同意为“完成”状态的条件来进行的。在大多数情况下，这意味着该产品具有最佳功能，可以随时交付给客户/最终用户。

看板原则与实践 (The Kanban Principles and Practices)

看板原则 (The Kanban Principles)

There are four core principles which form the bedrock of a successful implementation of the Kanban methodology.

有四个核心原则构成了成功实施看板方法的基础。

Start with the present system — Kanban methodology stresses the need to avoid a culture shock by introducing a new system overnight. Instead, it can be brought into an organization and applied alongside the existing techniques.

从当前的系统开始-看板方法强调必须在一夜之间引入新系统来避免文化冲击。相反，可以将其引入组织并与现有技术一起应用。

This makes Kanban easy to implement and non-disruptive. Changes can then be implemented at a speed that everyone is okay with within a long gestation period while information about the current workflow and its inefficiencies are collected and analyzed.

这使看板易于实施且无中断。在收集和分析有关当前工作流及其效率低下的信息的同时，可以在一个长的孕育期内以所有人都能接受的速度实施更改。

Make changes incrementally — The Kanban methodology emphasizes gradual and small changes to the status quo. This will enable more buy-in from the organizational members that will be affected by the process, reduce uncertainty and unease, and in turn enable the organization to be turned around for the better as the evidence from previous incremental changes is apparent.

逐步进行更改—看板方法强调逐步改变现状。这将使受该过程影响的组织成员有更多的支持，减少不确定性和不安，并反过来使组织得到更好的转变，因为先前增量变化的证据显而易见。

Respect the current workflow processes and roles — The existing work process, functions, and those in charge of them are not done away with immediately when the Kanban methodology is implemented.

尊重当前的工作流程和角色-在实施看板方法后，不会立即取消现有的工作流程，职能以及负责这些工作的职能。

The team will decide what roles should be modified, what changes should be introduced, and the right time they should be done. This is to ease the organizational transition among the members and make the incremental changes acceptable among them.

团队将决定应修改哪些角色，应进行哪些更改以及正确的时间。这是为了缓解成员之间的组织过渡并使增量更改在他们之间可以接受。

Encourage leadership at every level — Kanban recognizes that leadership qualities can emerge from anybody no matter the level they are in an organization. This is why team members are encouraged to act when there is a need for changes or to kick off initiatives instead of waiting for superior or senior management to order them.

鼓励各级领导—看板认识到，无论组织中的级别如何，任何人都可以体现出领导才能。这就是为什么鼓励团队成员在需要进行更改时采取行动或启动计划，而不是等待上级或高级管理层下达命令的原因。

This principle fosters trust and continuous self-improvement (Kaizen) among the team members, helping them to reach their optimal performance levels which will boost organizational productivity in the long run.

该原则在团队成员之间建立了信任和持续的自我完善(Kaizen)，帮助他们达到最佳绩效水平，从长远来看将提高组织的生产力。

看板实践 (Kanban Practices)

In order for Kanban implementation to be effective, there are six Kanban practices which teams have to put into action.

为了使看板实施有效，团队必须采取六种看板实践。

Visualize the workflow process — This is the first step when using the Kanban methodology. The process used to deliver the products/services by the organization as well as its flow has to be illustrated on a Kanban board which could be physical or electronic.

可视化工作流程 -这是使用看板方法的第一步。组织用于交付产品/服务的过程及其流程必须在看板上进行说明，看板可以是物理的也可以是电子的。

Each step in the workflow is represented by a column on the board. The different work items are denoted by Kanban cards of different colours. A collection of related work items can be bunched together using Kanban swim lanes.

工作流中的每个步骤都由板上的一列表示。不同的工作项目用不同颜色的看板卡表示。可以使用看板泳道将相关的工作项集合在一起。

The main aim of these is for all parties to understand the functioning of the workflow process from the customer request to the final product/service delivery as well as improve communication and collaboration. With this, different areas of the work process can be tracked and analyzed to identify possible impediments which can be worked on.

这些的主要目的是让各方了解从客户请求到最终产品/服务交付的工作流程过程的功能，以及改善沟通和协作。这样，就可以跟踪和分析工作流程的不同领域，以识别可能要解决的障碍。

Limit the work in progress (WIP) — With Kanban, a manageable number of work items should be worked on at a time with a limit placed on the work in progress that can be handled. Work at hand should be completed before moving on to 'pull' in a new task.

限制进行中的工作(WIP)-使用看板，应一次处理可管理数量的工作项，同时限制可以处理的进行中的工作。在进行新任务之前，应先完成手头的工作。

Kanban discourages multitasking as it leads to wastage and inefficiencies. WIP limits in the column boards stress the importance of choosing the work the team has to do at the moment carefully as there is a limited capacity which has to be used efficiently.

看板不鼓励多任务处理，因为它会导致浪费和效率低下。列板上的WIP限制强调了谨慎选择团队目前必须做的工作的重要性，因为必须有效利用有限的能力。

Focus on the WIP also helps to reduce the cycle times (The duration from the customer request to the final delivery) for a particular product/service.

专注于在制品还有助于减少特定产品/服务的周期时间(从客户请求到最终交付的持续时间)。

Manage the workflow — With the Kanban methodology, the various workflow stages and work progress in each of them are highlighted on the Kanban board.

管理工作流程-使用看板方法，在看板上突出显示了每个工作流程阶段和工作进度。

Kanban emphasizes the management of the workflow process instead of the micromanagement of people with the main aim of its implementation being the smooth work process flow at optimal levels.

看板强调工作流程的管理，而不是人员的微观管理，其主要目的是实现最佳水平的平稳工作流程。

This enables the team to analyze the workflow process by measuring productivity/efficiency with metrics like cycle time and lead times. This makes it easier to spot any obstructions in the workflow process.

这使团队能够通过使用周期时间和提前期等度量标准来衡量生产力/效率，从而分析工作流程。这样可以更轻松地发现工作流程中的任何障碍。

Most times, these obstructions are in the intermediate wait stages where the work has to change hands, but sometimes other factors like worker efficiency have a role to play.

大多数情况下，这些障碍处于中间的等待阶段，在此阶段工作必须易手，但有时其他因素(例如工人效率)也可以发挥作用。

Wherever they are present, adjustments are made in the work process to remove them and make the workflow better. This will enable the cycle times for the product or service to be reduced, ensuring faster turn around and the delivery of better value to the customers.

无论它们存在于何处，都将在工作过程中进行调整以将其删除并改善工作流程。这将缩短产品或服务的周期时间，确保更快的周转时间并为客户提供更好的价值。

Communicate the process policies clearly — A big part of Kanban is the communication of policies and process rules on how work is conducted explicitly to all parties concerned so that there is a clear understanding of what is expected of each person. This help provides a standard against which performance can be measured and ensures quality consistency in the product/service delivered.

清晰地传达流程政策-看板的很大一部分是就如何明确地向有关各方传达政策和流程规则，以便对每个人的期望有清晰的了解。此帮助提供了可衡量性能的标准，并确保了所交付产品/服务的质量一致性。

There have to be work process rules and guidelines for each column like who pulls what, entry and exit criteria for the column, when a task is done etc. which has to be visualized on the Kanban board. This keeps everyone with a visual reference in the organization as they work towards a common goal.

每列都必须有工作流程规则和准则，例如谁拉出列的内容，进入和退出标准，完成任务的时间等，这些必须在看板上显示。这使每个人在朝着共同目标努力的过程中都能获得直观的参考。

Get feedback regularly and implement it — Feedback is very important to the Kanban methodology. The review and analysis of the workflow stages on the Kanban board during daily stand up meetings are a good opportunity for this. Each of the different aspects of the workflow like delivery and operations should also be reviewed individually to track their progress.

定期获取反馈并加以实施 -反馈对于看板方法非常重要。在每日站立会议上对看板板上的工作流程阶段进行审查和分析是一个很好的机会。工作流的每个不同方面(如交付和操作)也应分别进行审查以跟踪其进度。

Team members should also comment on their individual observations during the previous day. These daily meetings should be short and be straight to the point. Plans should be set in motion to work on all the feedback received. Getting all this feedback early in the process enables improvements to be made fast so as to improve cycle times and organizational productivity.

小组成员还应在前一天对他们的个人评论发表评论。这些日常会议应简短而直接。应该制定计划以处理收到的所有反馈。在流程中尽早获得所有这些反馈可以快速进行改进，从而缩短周期时间并提高组织生产率。

Always experiment and improve — The evolutionary change pattern of Kanban enables the use of the scientific investigation method which involves forming a theory, testing it and modifying it to be better.

始终进行试验和改进-看板的进化变化模式使科学调查方法的使用成为可能，该方法包括形成理论，对其进行测试并对其进行改进以使其变得更好。

The workflow process should be evaluated and improved upon continuously. New techniques can be introduced incrementally into the workflow process and observed, and then a decision should be made to keep or remove them depending on how much improvement they bring to the process through evaluating the metrics measurement.

工作流程过程应不断进行评估和改进。可以将新技术逐步引入工作流程过程中并加以观察，然后应决定保留还是删除它们，具体取决于它们通过评估度量标准度量对流程带来的改进。

Sometimes, these techniques just need some modification in order to perform optimally. Continuous improvement is the cornerstone of the Kanban methodology.

有时，这些技术仅需进行一些修改即可发挥最佳性能。持续改进是看板方法的基石。

看板过程 (The Kanban Process)

Kanban is a methodology that seeks to improve an organization's efficiency by applying visualization to the work process. It's based on the proven notion that the brain processes pictures more easily than words. With the visualization, areas of inefficiencies become apparent.

看板是一种通过将可视化应用于工作流程来提高组织效率的方法。它基于经过验证的观念，即大脑比文字更容易处理图片。通过可视化，效率低下的区域变得显而易见。

Kanban aims to improve the workflow process gradually and incrementally rather than quickly. This reduces the risk to the organization. It also aims to make the work process flow faster.

看板旨在逐步而不是快速地逐步改进工作流程。这降低了组织的风险。它还旨在使工作流程更快。

看板委员会 (The Kanban Board)

The Kanban board is the main tool for the visual representation of the workflow process. It enables clearer communication among all parties involved with the way information about the project/development process is highlighted through pictures.

看板板是可视化表示工作流程的主要工具。通过图片突出显示有关项目/开发过程的信息，它可以使所有相关方之间进行更清晰的沟通。

Kanban boards can be in physical forms or in a digital/electronic form which is used for teams with remote members. The Kanban board usually comprises of three main columns:

看板板可以是物理形式，也可以是数字/电子形式，用于具有远程成员的团队。看板板通常包含三个主要列：

To do — Tasks that haven't been started are listed here.
要做的事 -这里列出了尚未开始的任务。
Doing — Tasks that are being worked on are listed here.
正在执行 —此处正在处理的任务在此处列出。
Done — This consists of tasks that have been completed.
完成 —这包括已完成的任务。

Tasks are represented by coloured sticky notes or cards. By representing the workflow process with pictures on the Kanban board, the efficiency of the workflow process can be measured especially with the aid of specialized Kanban software.

任务由彩色便签或卡片表示。通过用看板上的图片表示工作流程，可以特别借助专业的看板软件来衡量工作流程的效率。

Where efficiency is lower than expected, impediments can be traced and then dealt with. This enables higher production efficiency and shorter product cycle times as well as improvements in the product/service quality.

在效率低于预期的地方，可以追踪障碍，然后加以解决。这样可以提高生产效率，缩短产品周期时间，并提高产品/服务质量。

看板的好处 (Benefits of Kanban)

Kanban is quickly being adopted by organizations in different industries globally. Some of the reasons for this include the following.

看板很快被全球不同行业的组织所采用。造成这种情况的一些原因如下。

Clear communication and transparency - The workflow visualization on the Kanban boards enables clear communication and lets everybody involved know what is expected of them. It's easy to track work progress which makes it easy to know what action is needed.
清晰的沟通和透明度 -看板上的工作流程可视化可实现清晰的沟通，并让所有相关人员知道对他们的期望。跟踪工作进度很容易，因此很容易知道需要采取什么措施。
Spot impediments quickly — The overcrowding of some of the columns can easily highlight where the work process is being slowed down, thereby necessitating adjustments.
快速发现障碍 -一些色谱柱的拥挤状况很容易突出显示工作流程的放慢之处，因此需要进行调整。
Flexibility — The ability to use Kanban in any system or industry and its philosophy of incremental change makes it a darling among many organizations desirous of continuous efficiency improvements. It is usually combined with agile project management techniques to make them more effective.
灵活性 -在任何系统或行业中使用看板的能力及其渐进式更改的理念使其成为许多希望持续提高效率的组织的宠儿。它通常与敏捷项目管理技术结合使用，以使其更加有效。
Responsive to demand — Kanban enables capacity to be adjusted to match customer demands avoiding unnecessary wastage as well as the ability to respond to changes quickly.
响应需求 -看板可以调整容量以适应客户需求，从而避免不必要的浪费以及快速响应变化的能力。
Focus and collaboration — Limited work in progress forces teams to focus on WIP instead of multi-tasking thereby enhancing productivity. Collaboration is also enhanced as organizational members help each other to remove challenges in discharging their tasks.
专注与协作 -进行中的有限工作迫使团队专注于WIP而不是多任务处理，从而提高了生产率。随着组织成员互相帮助消除执行任务中的挑战，协作也得到了增强。

看板的缺点 (Drawbacks of Kanban)

The Kanban methodology has its limitations –

看板方法有其局限性–

Ill suited for large projects — Kanban can be challenging to operate in a large scale situation.
不适用于大型项目 -在大规模情况下看板可能具有挑战性。
Misuse of Kanban board — The misuse or over-complication of the Kanban board can send the wrong signals about the workflow process which might result in costly mistakes.
看板板的滥用— 看板板的滥用或过于复杂会向工作流程发出错误的信号，从而可能导致代价高昂的错误。
Wild demand fluctuations — Irregular product demands could disrupt the Kanban methodology as wrong signals could be sent as a result.
巨大的需求波动 -不规则的产品需求可能会破坏看板方法，因为结果可能会发送错误的信号。
Quality miscues— Kanban methodology drives down inventory levels to almost zero in a bid to reduce wastage. But when there's a quality issue with the final product or service, it could be difficult for the organization to react quickly as a result of the absence of an inventory buffer.
质量错误 -看板方法将库存水平降低到几乎为零，以减少浪费。但是，当最终产品或服务存在质量问题时，由于缺少库存缓冲区，组织可能难以Swift做出React。

Scrum和看板之间的异同 (Similarities and Differences Between Scrum and Kanban)

Scrum and Kanban are the most adopted productivity improvement tools globally but they are not really direct alternatives to each other like most people believe. They have some similarities but there are also differences between both of them.

Scrum和看板是全球使用最广泛的生产力改善工具，但它们并不是真正像大多数人认为的那样彼此直接替代。它们有一些相似之处，但两者之间也存在差异。

相似之处 (Similarities)

Both Scrum and Kanban are tools to improve productivity and efficiency as well as minimize wastage.

Scrum和看板都是提高生产率和效率以及最大程度减少浪费的工具。

They are both based on the agile project management technique which emphasizes flexibility and ability to adapt to changes.

它们都基于敏捷项目管理技术，该技术强调灵活性和适应变更的能力。

They also work on the 'pull' scheduling technique.

他们还研究“拉式”调度技术。

They both see improvements in product or service quality and delivery times are the cornerstone of both techniques.

他们俩都认为产品或服务质量的改进以及交货时间是这两种技术的基石。

They are both based on the self-organization ethos with team members taking their own initiatives and actions with every member being equal to each other and no orders coming externally.

它们都是基于自我组织的精神，团队成员采取自己的主动性和行动，每个成员彼此平等，没有外部命令。

Complex tasks are usually broken down into smaller, manageable parts.

复杂的任务通常分为较小的，易于管理的部分。

Scrumban (Scrumban)

In many organizations today, Scrum and Kanban are being used and combined in what is known as Scrumban. This was originally created for teams transitioning from Scrum to Kanban but has become a project management methodology in its own right. Under this methodology, the Scrum process is used but it's viewed through the lens of the Kanban improvement system.

如今，在许多组织中，Scrum和看板已在所谓的Scrumban中使用和组合。它最初是为从Scrum过渡到看板的团队创建的，但已经成为一种项目管理方法。在这种方法下，使用了Scrum流程，但是是通过看板改进系统的视角来查看的。

A board similar to a Kanban board with coloured cards is used. Work is broken down into iterations. WIP limits are used here while team members choose the tasks they will work on since they are self-organizing.

使用类似于带有彩色卡片的看板板的板。工作分为迭代。由于团队成员是自组织的，因此在这里使用WIP限制，而团队成员选择将要处理的任务。

On-demand planning is a feature of Scrumban. This is the application of planning techniques when new tasks are available rather than on a daily basis. Prioritization of tasks is done so that team members know what tasks are important.

按需计划是Scrumban的功能。当有新任务可用时，而不是每天都有，这就是计划技术的应用。完成任务的优先级排序，以便团队成员知道哪些任务很重要。

差异性 (Differences)

There are many differences between Scrum and Kanban. This includes:

Scrum和看板之间有很多区别。这包括：

Definition — Scrum is a framework with specific rules and techniques while Kanban is a workflow visualization tool used alongside an existing system.

定义 -Scrum是具有特定规则和技术的框架，而看板是与现有系统一起使用的工作流可视化工具。

Training and management — Scrum requires a lot of education and training, as well as management and professionals with expertise. Kanban, on the other hand, can be easily understood by everybody which makes it cheaper to run and manage.

培训和管理 -Scrum需要大量的教育和培训，以及具有专业知识的管理和专业人员。另一方面，看板可以被每个人容易地理解，这使得运行和管理便宜。

Change process — Kanban encourages incremental change and is suited for organizations with good, stable workflow structures while organizations that need wholesome change quickly should go for Scrum.

变更流程 -看板鼓励渐进式变更，适合具有良好，稳定工作流程结构的组织，而需要快速进行有益变更的组织则应选择Scrum。

Usage — Kanban is usually used for smaller projects while Scrum is more beneficial for larger, more complex projects.

用法-看板通常用于较小的项目，而Scrum对于较大，更复杂的项目更有利。

Roles — Scrum has three defined roles of scrum master, product owner and development teams. Kanban has no defined roles as every team member can take up available duties.

角色 -Scrum具有Scrum管理员，产品负责人和开发团队三个已定义的角色。看板没有定义的角色，因为每个团队成员都可以承担可用的职责。

Duration — The Scrum process lasts for the duration of the project/development and is started again with a new undertaking while Kanban is a continuous effort as it is done with products/services that have to be continually delivered.

Teams — Scrum advocates cross-functional teams while specialized teams are the norm in Kanban.

New tasks/Iterations — In Scrum, new items cannot be added outside the preplanned tasks for the sprint even when the team has the capacity for such additions. In Kanban, new tasks can be worked on as long as the capacity is available.

Ownership — The sprint backlog in the Scrum process is owned by one Scrum team while the Kanban board can be shared by as many teams possible.

Productivity measurement — Kanban measures productivity using a product's/services' cycle time while Scrum measures this using velocity through the sprints.

Team goals — In Scrum, teams focus on collaborating and completing a pre-defined task while Kanban teams are focused on setting goals and reducing the cycle times.

结论 (Conclusion)

This article doesn't aim to prove which is better between Scrum and Kanban as they are both productivity tools aimed at boosting efficiency. Rather it is aimed at providing an understanding of both tools so that you can make a good decision if choosing between them – or you can decide to go with both.

I personally prefer Kanban. But I think that's because a mentor of mine gave me a copy of 'Kanban: Successful Evolutionary Change for your Technology Business' which really helped me when I started needing to make my teams productive. It's definitely a book that should be in every office.

I personally prefer Kanban. But I think that's because a mentor of mine gave me a copy of ' Kanban: Successful Evolutionary Change for your Technology Business ' which really helped me when I started needing to make my teams productive. It's definitely a book that should be in every office.

If you have any feedback or want to get in touch find me on Twitter @nialljoemaher.

If you have any feedback or want to get in touch find me on Twitter @nialljoemaher .