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Innovative Product Development Week6 Lecture
Agile Methodology
The Scrum Framework and Roles
Learning Objectives
Knowledge Level:
- Understand the empirical nature of the Scrum framework, its Three Pillars, and Five Scrum Values
理解敏捷框架的经验性质、其三大支柱和五大敏捷价值观 - Clearly identify the three core roles in the Scrum team and their responsibility boundaries
明确识别 Scrum 团队中的三个核心角色及其责任边界 - Recognize the alignment between Scrum framework and PMBOK’s Team Performance Domain and Development Approach and Life Cycle Performance Domain
认识到 Scrum 框架与 PMBOK 的团队绩效领域和开发方法以及生命周期绩效领域之间的关联
Skills Level:
- Be able to differentiate the different focus areas and working methods of Product Owner, Scrum Master, and Developers
能够区分产品负责人、Scrum 大师和开发者的不同关注领域和工作方法 - Be able to identify role conflicts in Scrum team collaboration and resolve them using Scrum values
能够识别 Scrum 团队协作中的角色冲突，并使用 Scrum 价值观解决它们 - Be able to apply the Three Pillars of Scrum to real project scenarios
能够将 Scrum 的三个支柱应用于实际项目场景
Application Level:
- Be able to assign appropriate Scrum roles to team members in real projects
能够在实际项目中为团队成员分配适当的 Scrum 角色 - Be able to understand how Scrum Master’s Servant Leadership is practiced in teams
能够理解 Scrum Master 的仆人式领导在团队中的实践 - Be able to connect Scrum role design with PMBOK team management concepts
能够将 Scrum 角色设计与 PMBOK 团队管理概念联系起来
Agile Methodology
Brief History of Software Development Methodologies
1. Early Software Development (1940s-1960s)
- No formal methodology
没有正式的方法 - “Code and fix” approach
“编码和修复”方法 - Limited documentation
文档有限 - High maintenance costs
高维护成本
2. Traditional Methodologies Evolution
- 1970: Waterfall model introduced by Winston Royce
1970 年：温斯顿·罗伊斯提出瀑布模型 - 1980s: Structured programming and documentation
1980 年代：结构化编程和文档 - 1990s: Rise of object-oriented methods
20 世纪 90 年代：面向对象方法的兴起 - 2000s: Emergence of lighter, more flexible approaches
21 世纪初：轻量级、更灵活方法的涌现
Problems with Traditional Waterfall Approach
Key Issues
- Difficult to go back and make changes
难以回溯进行修改 - High cost of late-stage changes
后期修改成本高昂 - Often outdated by implementation time
通常在实施时已经过时 - Customer sees results only at end
客户只能在最后看到结果 - Etc.
等等
The Birth of Agile
| Kent Beck Mike Beedle James Grenning Jim Highsmith Robert C. Martin Steve Mellor Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler | James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick | Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas |
The Agile Manifesto
| Individuals and interactions 个人和交互 |
over 优于 |
Processes and tools 进程和工具 |
| Working software 工作软件 |
over 超过 |
Comprehensive documentation 全面文档 |
| Customer collaboration 客户协作 |
over 超过 |
Contract negotiation 合同谈判 |
| Responding to change 应对变化 |
over | Following a plan 按照计划进行 |
Agile Workflows
From “What to Build” to “How to Build It”
The Essence of Scrum: Empiricism
“Scrum’s foundation is empiricism, where knowledge comes from experience and decisions are based on known facts."
"敏捷的基石是经验主义，知识来源于经验，决策基于已知事实。”
Rather than following a rigid plan, Scrum teams learn through doing, inspecting results, and adapting their approach based on real evidence.
敏捷团队不是遵循僵化的计划，而是通过实践、检查结果并根据实际证据调整方法来学习。
The Three Pillars and Five Values of Scrum
Three Pillars
TransparencyWork and processes visible to all stakeholders (e.g., public Product Backlog, visual task boards) |
InspectionFrequent examination of Scrum artifacts and progress to detect deviations |
AdaptationQuick adjustments when inspection reveals problems to minimize further deviation |
Five Values
| Commitment 承诺 |
Courage 勇气 |
Focus 聚焦 |
Openness 开放 |
Respect 尊重 |
Scrum Framework Overview
The Scrum Team
“A Scrum Team is a self-organizing, cross-functional small team (typically under 10 people), without hierarchy or sub-teams.”
“Scrum 团队是一个自我组织、跨职能的小型团队（通常人数少于 10 人），没有等级或子团队。”
The Scrum Team consists of three distinct roles, each with specific responsibilities that complement one another to deliver maximum value.
Scrum 团队由三个不同的角色组成，每个角色都有特定的职责，相互补充以实现最大价值。
Product Owner (PO)
Core Responsibility
- Maximize product value
最大化产品价值
Focus
- “What” & “Why”
“是什么”与“为什么”
Key Point
- The PO is one person, not a committee. Their decisions must be respected throughout the organization.
产品负责人是一个人，不是一个委员会。他们的决定必须在整个组织中得到尊重。
Specific Duties
- Define and communicate product goals
定义和传达产品目标 - Create and manage the Product Backlog
创建和管理产品待办事项 - Prioritize requirements to ensure maximum value
优先排序需求以确保最大价值 - Ensure the backlog is transparent, visible and understandable
确保待办事项透明、可见且易于理解 - Bridge between development team and stakeholders (customers, users, management)
连接开发团队和利益相关者（客户、用户、管理层）
Scrum Master
The Scrum Master is a servant-leader who helps everyone improve the way they work.
Scrum Master 是一个服务型领导者，帮助每个人改进他们的工作方式。
Core Responsibility
- Ensure Scrum is understood and executed correctly
确保 Scrum 被正确理解和执行
Focus
- “How (the process)“
“如何（这个过程）”
Role Comparison
- A “coach,” not a “project manager” or “boss”
“教练”，而不是“项目经理”或“老板”
Services Provided
To DevelopersRemove obstacles, facilitate self-organization, protect from external interference |
To Product OwnerHelp effectively manage backlog, ensure collaboration with team |
To OrganisationGuide Scrum adoption, promote cross-team collaboration |
Development Team (Developers)
Core Responsibility
- Deliver a valuable, usable “Done” product increment each Sprint
在每个冲刺中交付一个有价值、可用的“完成”产品增量
Focus
- “How (the work)“
“如何（完成工作）”
Key Point
- No titles within the team—everyone is a “Developer”
团队内无职位头衔——大家都是“开发者”
Specific Duties
- Self-organize to transform backlog items into deliverable increments
自我组织，将待办事项转换为可交付的增量 - Function cross-functionally with all skills needed (development, testing, design)
与所有所需技能（开发、测试、设计）跨职能协作 - Create Sprint Backlog and commit to Sprint Goals
创建冲刺待办事项并承诺达成冲刺目标 - Synchronize progress in Daily Scrum meetings
在每日站会中同步进度 - Take responsibility for product quality
对产品质量负责
Collaboration Summary: PO decides “what to do,” Developers decide “how to do it,” and SM helps everyone “do it better”—a balanced, collaborative triangle.
协作总结：产品负责人决定“做什么”，开发者决定“怎么做”，敏捷教练帮助大家“做得更好”——一个平衡的、协作的三角形。
PMBOK Knowledge Areas Alignment
Comparison:
| Traditional Team Structure 传统团队结构 | Scrum Team Structure 敏捷团队结构 |
|---|---|
| Divided by function (development, testing, design work separately) 按职能划分（开发、测试、设计工作分别进行） | Cross-functional team (all skills in one team) 跨职能团队（所有技能在一个团队中） |
| Project Manager controls 项目经理负责 | Self-organizing, team decides 自我组织，团队决策 |
| Hierarchical structure 层级结构 | Flat structure, no hierarchy 扁平结构，无层级 |
| Individual accountability 个人责任 | Collective accountability 集体责任 |
Innovative Product Development Week6 Lecture
https://mizuki.anka2.top/posts/l5-ipd-week6-lecture/ 部分信息可能已经过时
