别看Scrum每日立会的定义和内容非常简单，但要真正开好，还是很有难度的。结合我个人的实践体会，表中列出的：Self-Organization和Respect这两点，是每日例会中最难于实现和最容易出现问题的地方。往往大家很容易就把每日立会开成了对领导的工作汇报会，其实这点通过发言的方式就可以看出来。如果团队成员都是面向着Manager在讲述，类似于一个1-on-1方式，那么这就是典型的工作汇报；如果大家在每日立会中只是报喜而不报忧，说话小心翼翼，这也是典型的工作汇报；如果Manager对每个人的发言都要做出评价和结论，这也是工作汇报。工作汇报是单向的，而Scrum的每日例会期待的发言是双向的：
-> 让团队知道我的进度和遇到的问题，期待别人对我的问题建议反馈。<- 了解别人进展，提供我所能想到的好的建议。
|
Team Values/Foundations |
High-Performance Pattern |
High-Performance Examples |
Scope for Growth
(有待改进的情况) |
Potential Solutions |
|
Self-Organization |
Team members fully engaged, conversation between
team members |
Team members grab tasks off the task board, recognize
need for different disciplines (QA and engineer
working together) |
Team members report to ScrumMaster/PO/manager versus
team discussion |
"Look at Your Shoes" technique: SM/PO/manager
looks at his/her shoes each time a team members
look at him/her during stand-up |
|
Focus |
Team members hone in on what's most important, what's
standing in the way |
Team members police each other on focus, are willing
to call each other out when getting off topic: “Let’s
discuss this after the meeting." |
Discussion wanders to problem-solving or other topics,
important but better discussed after stand-up |
ScrumMaster can assign specific phrase or code word
to alert when discussion loses focus; moderating
is more of a game |
|
Collaboration |
Team members offer help to each other, not afraid
to ask for assistance |
“How could I support you? How could you support
me? Let us discuss after the meeting.” |
SM/PO must remind team members of dependencies of
work and point out opportunities for support |
Third question changes to, “What is stopping us
from completing this work?” Helps team members realize
they're not alone in any task |
|
Rhythm |
Consistent and brisk flow of control throughout
stand-up from one person to another; no external
"go"signal required; everyone in charge,
hence no one in charge |
Perfect popcorn discussion, no team members talking
over each other (eye contact and anticipation) |
ScrumMaster must consistently prompt next person
to share, team members wait for "go" signal |
Move stand-up location near sprint task board (tangible
prompt for team members); have stand-up at same
time, same place every day. |
|
Courage |
Expose and confront roadblocks, accept and embrace
change when needed |
If burn-down is not progressing as it should, team
members have the courage to speak up |
Everyone ignores elephant in the room, avoids difficult
discussions |
Use comment box: place to post sticky notes explaining
concerns with process/progress |
|
Respect |
Team members, ScrumMaster, product owner treat each
other with consideration; appreciate the value of
stand-up |
Attendees on time for stand-up and monitor time
elapsed |
Team regards stand-up solely as opportunity for
ScrumMaster and product owner to check up on team;
no thought of mutual gain |
Limit or eliminate SM and/or PO from meeting; consider
note-taking, timekeeping; stop any rituals that
could convey judgment |
通过这张表我们看到，好的Scrum每日立会绝不是每天按照规章制度走一遍就能建立起来的、不是参加了两个培训就能成的，当然也不是C#、Java、C/C++、.NET、Azure等具体技术能帮上忙的，呵呵！Self-organization、Focus、Collaboration、Rhythm、Courage和Respect这些特点更多体现出来的是团队的组织和管理的艺术和水平。因为归根到底，人是任何项目的主宰和决定力量，管理好人在Scrum中行为和认识才是敏捷的主题，从而达到生产效率的提高，降低不必要的浪费那才是敏捷的目的。
如果你的每日立会还没有达到上述表格中“High-Performance
Pattern”列中的要求，或者说“Scope for Growth”列所描述的场景还经常出现在你的每日立会中，即使是这样也没有关系，能够认识到这些不足之处也是一个不小的收获，它是通向成功的每日立会的第一步。团队的生命和活力就在于能够不断地发现自身的不足之处，并采用小步快跑的方式持续改进自己。所以说只要你的团队还有这样的自我不断改进机制在，那就是有活力、有希望的团队，呵呵！
最后需要强调的是，千万不要期盼有一种Scrum模式是普适于所有的团队，因为人不同、项目不同、公司文化不同、以及团队的成熟度不同，种种这些不同决定每个团队的每日立会都会有所不同。所以，只有持续的探索、总结和不断小步改进，才是找到适合你的团队模式唯一出路。
