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敏捷项目管理 - 它是什么以及如何入门?

敏捷方法如何为您的软件团队效力

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什么是敏捷项目管理?

敏捷项目管理是一种管理软件开发项目的迭代方法,侧重于持续发布,并在每次迭代中纳入客户反馈。

软件团队采用敏捷项目管理方法,可以加快开发速度、提升协作水平,并且加强应对市场趋势的能力。

以下是您开始使用或改进敏捷项目管理实践时需要了解的全部内容。

敏捷项目管理简史

受 Toyota 在 20 世纪 40 年代提出的精益制造理念的启发,软件开发团队采用敏捷方法来减少浪费并提高透明度,同时快速满足客户不断变化的需求。与侧重于“大爆炸”发布的瀑布式项目管理相比,敏捷项目管理的一个明显变化就是帮助软件团队实现前所未有的良好协作和快速创新。

传统的敏捷项目管理可以分为两个框架:Scrum 和看板。Scrum 侧重于定长项目迭代,看板侧重于持续发布。完成一个项目管理任务后,团队将立即投身于下一个项目管理任务。

敏捷项目管理框架 1:Scrum

Scrum 是一种适用于敏捷项目管理的框架,使用固定时间长度的工作迭代(称为 Sprint)。它有四大支柱,这四大支柱构成了每个 Sprint 的结构。

一切流程均从待办事项或需要完成的工作主体开始。Scrum 有两个待办事项:一个是产品待办事项(由产品负责人所有),它是重要工作的优先级列表;另一个是 Sprint 待办事项,指的是从执行产品待办事项顶部的事务开始,到启动下一个 Sprint 之间的所有待完成工作。Scrum 团队中有多个特定于其流程的独特角色。这些角色通常包括:Scrum 主管,或团队中运用 Scrum 方法方面的佼佼者;产品负责人,也就是产品的代表;Scrum 团队成员,通常为负责完成 s@#$ 的跨职能团队成员。

Scrum 的四大支柱

Sprint 规划 SPRINT 演示 每日立会 回顾
团队规划会议,确定在即将到来的 Sprint 内要完成哪些工作。 分享例会,团队在此例会中展示在 Sprint 中发布的内容。 也称为简短例会,是软件团队为保持进度同步而进行的 15 分钟的小型会议。 回顾进展顺利和进展不顺的行动,以便在下一个 Sprint 内做得更好。

敏捷项目管理框架 2:看板

看板是适用于敏捷项目管理的框架,可将工作量与团队能力进行匹配。它侧重于尽可能快地完成工作,使团队能够以比使用 Scrum 更快的速度应对变化。

与 Scrum 不同,看板通常没有待办事项。在看板中,工作项目位于“待完成”列中。这让看板团队能够随时随地集中精力进行持续发布。所有工作全都一目了然,确定好了范围并等待执行,以便当某项工作完成后,团队可立即转向下一项工作。团队可以设置 WIP 限制,使工作量与团队能力相匹配。此限制是预定义的工作限制,可同时在单个列中进行设置(“待完成”列除外)。看板框架包括以下四个部分:

看板的四个部分

工作(故事)
列表

列或泳道

进行中的工作 (WIP) 限制

持续发布

被定义为要完成的事务或任务的工作或故事的列表

在看板上使用,用于区分来自不同工作流、用户、项目等的任务。 一项规则,用于根据团队能力限制要完成的工作量。 团队负责处理 WIP 限制内的故事量,并随时发布。

敏捷项目经理的职责

无论选择什么敏捷框架来支持软件开发,您都需要一种能够查看团队进度的方法,以便您可以对未来的工作或 Sprint 进行规划。敏捷项目预估可帮助 Scrum 和看板团队了解其能力。敏捷报告可随时间显示团队的进度。待办事项疏理可帮助项目经理确保工作列表保持最新状态并做好准备供团队处理。

Value stream management solutions

Value stream management solutions help leaders elevate value stream thinking across the organization to increase the effectiveness of their teams. Teams need real-time access to data and reporting to understand whether processes are running smoothly. They can use VSM tools to drive continuous improvement and correlate investments to customer value. 

VSM software solutions scale up collaboration without slowing teams down by:

  • Offering an integrated view that breaks down company silos 
  • Linking people, work, and time across every level of the company
  • Combining data from disparate sources like heterogenous toolchains
  • Creating a single source of truth without disrupting day-to-day operations
  • Continuously reinforcing Agile best practices
  • Working with the framework of your choice, such as SAFe, Scrum@Scale, LeSS, Disciplined agile, Spotify, or hybrids.
  • Providing tools for teams at every level - from executives through release trains
  • Proactively managing cross-team dependencies to improve predictability
  • Creating an environment of continuous improvement with shortened feedback loops
  • Measuring and analyzing the things that matter
     

VSM solutions allow teams to act autonomously to deliver customer-requested products, then analyze whether they resulted in tangible, measurable changes in customer experiences, and respond to what they learn.

 

Value stream metrics for measuring goals and progress

Many enterprises suffer from lack of visibility and comprehensive reporting, especially those that are highly matrixed. Value stream management solutions cut through silos, pulling together disparate data to provide you with the metrics you need and actionable insights.

Flow metrics

Flow metrics evaluate the rate of value delivery in relation to desired business outcomes. 

  • Flow velocity measures the number of units of value that are completed during a specific time period within a value stream. 
  • Flow time measures the time from when work is started on a unit of value within a value stream to when it is released to a customer. Excessive flow times can indicate inefficiencies or bottlenecks.
  • Flow load measures work in progress (WIP), a leading indicator that correlates to inefficiencies within a value stream. 
  • Flow efficiency measures the proportion of time that units of value are actively worked on compared to total flow time. A low flow efficiency may indicate lengthy wait times between steps causing large queues and more WIP. 
  • Flow distribution measures the ratio of the above flow items completed over a period of time. It is useful for prioritizing the work required to achieve corporate and team goals.

DORA metrics

DORA metrics evaluate and improve the effectiveness of DevOps teams.

  • Lead time for changes is the length of time between when a code change is committed to the trunk branch and when it is in a deployable state. 
  • Change failure rate is the percentage of code changes that require hot fixes or other remediation after production. 
  • Deployment frequency measures how often new code is deployed into production, and can be used to measure a team’s speed and agility.  
  • Mean time to recovery (MTTR) measures how long it takes to recover from a partial service interruption or total failure.

Objectives and key results (OKRs)

Enterprises need to keep work done by teams aligned with corporate goals. Objectives and key results (OKRs) have two components: the objective you want to achieve and the key results that measure success. The C-Suite sets high-level OKRs connected to the organization’s mission, vision, and core values. Individual teams decide how to achieve those goals by setting their own team-level OKRs. OKRs can be set on a quarterly basis to allow for quicker pivot or persevere decisions based on new data or market changes. OKRs are tracked so you can see the current status of activities, such as whether they are on time, at risk or blocked. 

How does VSM improve value realization?

Value realization focuses on making sure the right items are being worked on, they deliver what is intended, and they contribute to the next cycle of product development. While priority is typically given to developing new products or features rather than systemic improvements, a holistic view is required when making investments into features, defects, tech debt, and risk.

Value realization can be divided into two categories:

Outputs (value stream health)

Outputs are connected to the flow of work from idea to realization and delivery of a continuous stream of value for customers. Making improvements to the underlying delivery system (people, process, and technology) releases more time for value creation. By measuring work distribution and cycle times, teams can see how their actions impact their ability to deliver new features and increase capacity.

Outcomes (customer experiences) 

By measuring customer experience, teams can see if they delivered the desired customer value, such as increased customer usage or positive reviews. These metrics (based on data, feedback, and analysis) provide teams with information needed to make future decisions and investments.

 

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Tamulyn Takakura
Tamulyn Takakura

Tamulyn Takakura 是 Atlassian Open DevOps 的高级产品营销经理。加入 Atlassian 前,Tamulyn 已经在技术营销领域工作了十多年,特别是在应用安全和 Dev(Sec)Ops 方面经验丰富。她曾在 Citrix、Codenomicon(现为 Synopsys)、Prevoty(现为 Imperva)和 ForallSecure 参与并主导了上市策略。

FAQs

What is the difference between value stream mapping and value stream management?
  
What is the difference between value stream mapping and value stream management?

Value stream mapping is a technique used to identify the collection of processes (value stream) required to provide a product or service to a customer - from idea to delivery.

Value stream management is a way of working that incorporates mapping as one of the techniques that leads to continuous inspection and adaptation of an organization's value streams to optimize for customer experience and organizational performance. 

How are enterprise agility and value streams connected?
  

Value streams are an essential component of enterprise agility. Agile enterprises operate with cross-functional teams built around end-to-end value streams. The organization continually learns about its customers’ needs and develops innovative products and features accordingly.

Is there a downside to value stream management?
  

Change often makes people uncomfortable, even when it provides long-term benefits. Inefficiencies and waste uncovered during value stream mapping can shine a light on poor decision-making. 

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