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和看板是當今商業上最流行的兩種項目管理技術。作為開發人員，我認為了解這些流程很重要，因為如果您是團隊的一員，您可能會大量參與其中。通過了解，我們可以專注于解決問題，而不必對某些流行語感到恐懼。

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.

我是按行業進行開發的人員，但是我最后受雇的職位是產品管理。我嘗試了這兩種方法，以盡可能最佳的方式提高生產力和效率，以提供產品和服務。它們還有助于使組織Swift適應其產品/服務需求的變化。

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是一種項目管理方法，專為從事復雜項目的少于10名成員的跨職能團隊而設計。它的主要目標是利用團隊成員的各種技能為客戶/最終用戶創建解決方案/產品。

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一詞源自橄欖球比賽，兩隊球員互鎖并試圖將球作為功能單位。

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運行在三個主要Struts上，即透明度，檢查和適應。此方法基于以下前提：客戶/最終用戶可以改變他們對想要的東西的想法，或者可能存在計劃的方法無法應對的變化。

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

該項目通常以可用的信息開始。之后，可以在跟蹤開發過程的任何時候進行必要的更改或調整。

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.

該項目被分解為稱為sprint的不同操作，這些操作必須在固定的時間范圍或迭代內完成。沖刺的平均持續時間通常為兩周到一個月。

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.

通過每天15分鐘的固定站立會議來跟蹤進度。這鼓勵了團隊成員之間的緊密交互和溝通，而不是傳統的順序方法。

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.

看板是一個可視化的項目管理框架，它是通過精益軟件開發過程創建的，并用于敏捷項目管理中。看板一詞在日語中的意思是Billboard，它源于日本汽車制造商Toyota率先采用的精益生產方法。

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).

它通過看板委員會可視化工作流程和進度。它用于需要連續交付的產品/解決方案，旨在平衡需求與可用容量(拉式系統)，而不是將產品推向市場(推式系統)。

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產過程中的瓶頸，從而使項目能夠順利進行并保持在預算之內。它通常與Scrum等其他敏捷方法結合使用。

歷史 (History)

Scrum的演變 (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年的哈佛商業評論文章“中提到的新新產品開發游戲 ”的竹內弘高和野中郁次郎。

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".

作者將這個過程描述為最初將整體或橄欖球方法稱為新的發展過程，它將提高將商業產品推向市場的速度和靈活性。他們認為它“擅長持續，漸進和螺旋式創新”。

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首次使用了這種方法。兩年后，Sutherland和Ken Schwaber在德克薩斯州奧斯汀舉行的面向對象編程，系統，語言和應用程序'95(OOPSLA)會議上共同提出了一篇描述Scrum方法的論文。

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還在2001年與Mike Beedle一起編寫了第一個Scrum文本，名為“ 敏捷軟件開發與Scrum” 。同年，兩位作者以及Sutherland和其他14位Scrum專家一起在猶他州草擬了《敏捷宣言》，其中詳細說明了這種方法的原理，特征和價值。

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聯盟由Schwaber于2002年創建，旨在為Scrum方法論以及通過CSM(Certified ScrumMaster)計劃的正式認證提供管理機構。 Schwaber后來于2009年離開聯盟，成立了負責專業Scrum認證系列的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年以來，名為Scrum指南的文檔為Scrum方法提供了指南，并定期修訂，最新版本于2017年11月發布。

看板的演變 (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.

看板作為一種生產方法而誕生，該方法是大野泰一在豐田的工廠車間推廣的，他被稱為豐田生產系統之父。

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一直在尋找一種方法來提高汽車生產過程中的生產率并減少效率低下，同時避免生產無法為公司銷售和虧損的產品。

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.

為了尋求解決方案，大野在1943年訪問東京一家超級市場時偶然發現了它。在那里，他注意到所出售的產品僅在根據客戶需求幾乎售罄時才重新進貨，而不是通過常規供應來補充。從供應商處。這確保了超級市場幾乎沒有多余的庫存并且可以有效地運行。

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.

大野將這項技術帶給了豐田公司，豐田公司認為要完全投入運行需要10年的時間。該過程的很大一部分將是通信系統，該通信系統使用稱為看板的可視卡，該可視卡在車輛制造過程的每個階段向工人說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.

它還根據公眾需求調整了車輛制造數量，而不是充分利用生產能力。此過程也稱為精益生產或“準時生產”。

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.

這有助于標準化生產流程，消除了效率低下的情況，并通過避免堆積了無法銷售的多余產品，使豐田變得靈活靈活。這是美國汽車制造商也遇到的問題。

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.

這使豐田成為全球汽車巨頭。看板哲學在汽車工業中被采用后，傳播到世界各地，并進入不同的行業。

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，看板將在服務/知識行業中變得流行。他是精益生產過程的崇拜者，在2004年與Microsoft XIT Sustaining Engineering小組合作時，應用了受Ohno看板哲學影響的拉動開發系統。

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.

在接下來的幾年中，安德森(Anderson)和其他一些同事將塑造看板方法的特征和原理。看板方法通過管理會議和講座傳播，越來越多的公司開始采用它。

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《技術業務的成功進化變革》一書中整理了他與看板的經驗，該書被認為是知識工人看板方法最全面的定義。

Scrum原則/價值觀 (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項目管理方法論已成為敏捷開發方法的一部分，該方法在1990年代末和2000年代初廣泛傳播。這些都是為解決軟件開發中高故障率的解決方案而做出的努力。

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，主要在軟件行業中使用的Waterfall Development方法是僵化和僵化的–產品開發必須遵循嚴格規定的程序和文檔。

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允許軟件開發人員靈活，自由地響應開發變更。它還要求客戶參與開發過程，而不是成為旁觀者。

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.

這種方法后來傳播到其他行業。 Scrum已成為敏捷項目管理方法中使用最多的方法–研究表明，在所有采用敏捷開發方法的項目中，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，因為它避免了嚴格的說明和程序。使用Scrum，組織可以做任何事情來完成項目，以適應可能突然出現的情況。這種靈活性是scrum.org營銷副總裁Eric Naiburg稱Scrum與待辦事項清單相反的原因之一。

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.

將項目分解為sprint，使其適合于復雜的任務，而客戶在開發過程中的參與可提高透明度。

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年著手解決軟件項目開發人員的挫敗感，并提出了四項原則。如今，這些原則已成為Scrum項目管理理念的基石，并已擴展到軟件行業之外。他們指出，項目應重視：

Individuals and interactions over processes and tools.
在流程和工具上的個人和互動。
Working products/solutions over comprehensive documentation.
全面的文檔中有效的產品/解決方案。
Customer collaboration over contract negotiation.
客戶通過合同談判進行協作。
Responding to change over following a plan.
響應按照計劃進行的轉換。

Scrum最佳實踐 (Scrum Best Practices)

There are some best practices which underpin the Scrum methodology.
有一些最佳實踐可作為Scrum方法的基礎。
We are ensuring Customer Satisfaction through early and continuous product delivery.
我們通過早期和持續的產品交付來確保客戶滿意度。
Testing and incorporating product owner feedback daily.
每天測試和合并產品所有者的反饋。
Welcoming and responding to changing requirements even late in the development process.
即使在開發過程的后期，也歡迎并響應不斷變化的需求。
We are working together with the customer on the development process.
我們正在與客戶一起開發過程。
We are providing the support and environment for motivated individuals to get the work done.
我們為有動力的人完成工作提供支持和環境。
Emphasis on face to face communication within and to the team.
強調團隊內部和團隊之間的面對面交流。
We are measuring progress through a working solution/product.
我們正在通過一個可行的解決方案/產品來衡量進度。
We are promoting development at a sustainable pace.
我們正在以可持續的步伐促進發展。
We are enhancing agility by devotion to technical excellence and good design.
我們致力于卓越的技術和良好的設計，從而提高了靈活性。
Self-organizing teams being the best way to get the best architecture, requirements and designs.
自組織團隊是獲得最佳架構，需求和設計的最佳方法。
Having regular reflections on improving effectiveness through sprint reviews and adjusting actions to suit such.
定期反思通過沖刺審查和調整適合自己的行動來提高有效性。
We are respecting the balance between the team members' professional and private lives to keep stress to a minimum.
我們尊重團隊成員的職業和私人生活之間的平衡，以將壓力降至最低。

Scrum的好處 (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方法是使用最廣泛的敏捷項目管理方法。

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.

主動自由 -熱愛采取主動行動的專業人員因其自我組織的精神而愛上了Scrum流程。這往往會提高團隊士氣。

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.

高質量的產品/服務 -由于需要經過各種迭代和改進，以及客戶參與開發，因此使用Scrum流程生產的產品和服務往往具有較高的質量。

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.

交貨時間更短 -這是增量開發過程的結果，該過程將交貨時間縮短了30％-40％。客戶參與開發也是這里的一個因素。

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.

更高的投資回報率 –這是由于交付時間更短，產品/服務質量更高以及持續不斷的反饋和早期測試所導致的缺陷更少的結果。

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

靈活性 -團隊能夠對市場的突然變化做出快速React，并將其反映在產品/服務開發中。

Scrum的缺點 (Drawbacks of Scrum)

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

像其他所有內容一樣，Scrum流程確實有其局限性。這里是其中的一些。

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

對專業知識的需求 -Scrum要求專業人員提供有關Scrum方法論的專業知識和培訓。這需要組織進行前期投資。

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

范圍蔓延 —客戶可能會要求對產品/項目進行過多的修改，這可能是不必要的。

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

昂貴 -在Scrum流程以及持續不斷的事件中對專業知識的需求使得Scrum流程的操作成本很高

Scrum過程 (The Scrum Process)

Scrum團隊 (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.

該過程從組建Scrum團隊開始，以進行預定義的解決方案/項目。這些團隊通常是自組織和跨職能的。根據Scrum原則，自組織團隊是確保項目最佳性能的最佳方法，因為它們可以影響工作的完成方式，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.

跨功能是指團隊成員之間的不同能力，這使Scrum團隊能夠在內部完成項目所需的一切，而無需外部幫助。

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團隊不應擁有超過9名成員，以增強團隊精神，親密性和有效性。同樣重要的是，團隊成員必須位于同一物理位置，或者如果他們遠程工作，至少要經常在線。

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團隊逐步提供解決方案，并在每個產品的迭代中結合產品所有者的觀點。這樣可以確保功能產品的持續可用性。每個Scrum團隊都應遵循5項價值觀或原則，以使其有效。

Commitment — Working towards the team goals at every sprint.
承諾 -在每個沖刺階段都朝著團隊目標努力。
Courage — Being able to do the right thing despite conflicts and challenges.
勇氣 —盡管有沖突和挑戰，但能夠做正確的事。
Focus — Concentrating on the team goals and the sprint backlog exclusively.
專注 -專心于團隊目標和沖刺積壓。
Openness — Being transparent with one another about the job and its challenges.
開放性 —關于工作及其挑戰彼此透明。
Respect — Respecting each and every team member.
尊重 —尊重每個團隊成員。

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團隊中都有三個不同的角色：產品所有者，Scrum主管和開發團隊。

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.

產品負責人 —該人代表Scrum團隊中的客戶，并負責確保團隊根據客戶/最終用戶的規范交付項目/解決方案/產品。他們必須在每個產品的迭代中傳達最終用戶的產品要求以及客戶的反饋。他們還管理積壓的產品，以標識要使用的產品的功能。

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 —此人確保團隊遵循Scrum原則和準則。他們確保提供項目所需的一切，并照顧到阻礙該項目的任何障礙。他們還促進團隊活動并確保適當的溝通。

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.

開發團隊 -這包括Scrum團隊的其余成員。他們必須共同努力，利用各自的能力提供產品/項目。他們組織起來并選擇自己的方式來交付產品。

Scrum活動 (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，溝通至關重要。這在五個活動或會議中得到了體現，其中定期交換有關開發過程的信息。

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.

待辦事項列表的改進—產品所有者定期查看產品待辦事項列表，后者涉及產品功能列表，要完成的工作以及交貨順序。他們確保正確準備待辦事項，以便與團隊成員溝通每次沖刺需要做什么。

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.

有時，必須根據客戶的反饋或開發團隊的評論來修改工作順序。在未完成沖刺和開始新沖刺之間進行的積壓審閱，會根據業務價值，風險和需要功能的日期等因素對功能進行優先級排序。該評論通常提供下一個沖刺的內容。

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計劃 -這是在Sprint的開始階段完成的，以計劃Scrum團隊需要進行的工作。項目分解成的較小部分稱為sprint。它們可能持續一周到一個月。

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.

這次Sprint會議通常為期2周，平均持續4個小時，讓團隊選擇可以在Sprint中完成的待辦事項，將如何進行工作以及Sprint的目標。這些都包含在sprint待辦事項列表中。

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 /站立會議—這是一次快速的每日站立會議，最多持續15分鐘。審查前一天的工作，團隊以及各個成員共同確定挑戰。

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負責人會在Scrum板上突出顯示一個人的任務，即解決已發現的所有挑戰，并解決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會議期間不允許進行詳細的討論。還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審查 —在Sprint末尾舉行的此會議用于審查團隊的績效。如果當天的工作完成了，將演示產品的迭代過程，然后將其與包含“完成”項的sprint待辦事項列表一起呈現給客戶/最終用戶，以供他們反饋。

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

產品所有者此時還可以調整產品積壓。

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

建議的會議時間通常最多為四個小時。

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回顧 -這是Scrum團隊有機會反思他們的效率以及下一次可以提高生產力的方面可以改進的地方。

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.

這是指Scrum流程中常用的工具。這三個是用來記錄Scrum團隊的進度以及項目細節的。

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.

產品積壓 —是Scrum團隊必須在項目上完成的工作的列表。它包含產品要求，要使用的功能和必須修復的錯誤。它由產品負責人監督，并作為團隊的指南。通常先檢查它，然后再將其納入Sprint積壓。

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積壓 -由開發團隊監督的列表是指當前sprint期間必須處理的產品積壓的產品功能列表。

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

團隊成員按照自我組織和承諾的精神進行注冊，以根據自己的能力來處理可以處理的任務。

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

可以在沖刺期間修改沖刺積壓，但最終目標保持不變。

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.

產品增量 -這是沖刺期間完成工作的最終結果。通常將其添加到先前沖刺的已完成工作中。

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.

這通常是根據Scrum團隊定義并同意為“完成”狀態的條件來進行的。在大多數情況下，這意味著該產品具有最佳功能，可以隨時交付給客戶/最終用戶。

看板原則與實踐 (The Kanban Principles and Practices)

看板原則 (The Kanban Principles)

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

有四個核心原則構成了成功實施看板方法的基礎。

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.

從當前的系統開始-看板方法強調必須在一夜之間引入新系統來避免文化沖擊。相反，可以將其引入組織并與現有技術一起應用。

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.

這使看板易于實施且無中斷。在收集和分析有關當前工作流及其效率低下的信息的同時，可以在一個長的孕育期內以所有人都能接受的速度實施更改。

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.

逐步進行更改—看板方法強調逐步改變現狀。這將使受該過程影響的組織成員有更多的支持，減少不確定性和不安，并反過來使組織得到更好的轉變，因為先前增量變化的證據顯而易見。

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.

尊重當前的工作流程和角色-在實施看板方法后，不會立即取消現有的工作流程，職能以及負責這些工作的職能。

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.

團隊將決定應修改哪些角色，應進行哪些更改以及正確的時間。這是為了緩解成員之間的組織過渡并使增量更改在他們之間可以接受。

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.

鼓勵各級領導—看板認識到，無論組織中的級別如何，任何人都可以體現出領導才能。這就是為什么鼓勵團隊成員在需要進行更改時采取行動或啟動計劃，而不是等待上級或高級管理層下達命令的原因。

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.

該原則在團隊成員之間建立了信任和持續的自我完善(Kaizen)，幫助他們達到最佳績效水平，從長遠來看將提高組織的生產力。

看板實踐 (Kanban Practices)

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

為了使看板實施有效，團隊必須采取六種看板實踐。

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.

可視化工作流程 -這是使用看板方法的第一步。組織用于交付產品/服務的過程及其流程必須在看板上進行說明，看板可以是物理的也可以是電子的。

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.

工作流中的每個步驟都由板上的一列表示。不同的工作項目用不同顏色的看板卡表示。可以使用看板泳道將相關的工作項集合在一起。

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.

這些的主要目的是讓各方了解從客戶請求到最終產品/服務交付的工作流程過程的功能，以及改善溝通和協作。這樣，就可以跟蹤和分析工作流程的不同領域，以識別可能要解決的障礙。

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.

限制進行中的工作(WIP)-使用看板，應一次處理可管理數量的工作項，同時限制可以處理的進行中的工作。在進行新任務之前，應先完成手頭的工作。

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.

看板不鼓勵多任務處理，因為它會導致浪費和效率低下。列板上的WIP限制強調了謹慎選擇團隊目前必須做的工作的重要性，因為必須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.

專注于在制品還有助于減少特定產品/服務的周期時間(從客戶請求到最終交付的持續時間)。

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，在看板上突出顯示了每個工作流程階段和工作進度。

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.

看板強調工作流程的管理，而不是人員的微觀管理，其主要目的是實現最佳水平的平穩工作流程。

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.

這使團隊能夠通過使用周期時間和提前期等度量標準來衡量生產力/效率，從而分析工作流程。這樣可以更輕松地發現工作流程中的任何障礙。

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.

大多數情況下，這些障礙處于中間的等待階段，在此階段工作必須易手，但有時其他因素(例如工人效率)也可以發揮作用。

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.

無論它們存在于何處，都將在工作過程中進行調整以將其刪除并改善工作流程。這將縮短產品或服務的周期時間，確保更快的周轉時間并為客戶提供更好的價值。

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.

清晰地傳達流程政策-看板的很大一部分是就如何明確地向有關各方傳達政策和流程規則，以便對每個人的期望有清晰的了解。此幫助提供了可衡量性能的標準，并確保了所交付產品/服務的質量一致性。

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.

每列都必須有工作流程規則和準則，例如誰拉出列的內容，進入和退出標準，完成任務的時間等，這些必須在看板上顯示。這使每個人在朝著共同目標努力的過程中都能獲得直觀的參考。

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.

定期獲取反饋并加以實施 -反饋對于看板方法非常重要。在每日站立會議上對看板板上的工作流程階段進行審查和分析是一個很好的機會。工作流的每個不同方面(如交付和操作)也應分別進行審查以跟蹤其進度。

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.

小組成員還應在前一天對他們的個人評論發表評論。這些日常會議應簡短而直接。應該制定計劃以處理收到的所有反饋。在流程中盡早獲得所有這些反饋可以快速進行改進，從而縮短周期時間并提高組織生產率。

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.

始終進行試驗和改進-看板的進化變化模式使科學調查方法的使用成為可能，該方法包括形成理論，對其進行測試并對其進行改進以使其變得更好。

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.

工作流程過程應不斷進行評估和改進。可以將新技術逐步引入工作流程過程中并加以觀察，然后應決定保留還是刪除它們，具體取決于它們通過評估度量標準度量對流程帶來的改進。

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

有時，這些技術僅需進行一些修改即可發揮最佳性能。持續改進是看板方法的基石。

看板過程 (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.

看板是一種通過將可視化應用于工作流程來提高組織效率的方法。它基于經過驗證的觀念，即大腦比文字更容易處理圖片。通過可視化，效率低下的區域變得顯而易見。

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進工作流程。這降低了組織的風險。它還旨在使工作流程更快。

看板委員會 (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.

看板板是可視化表示工作流程的主要工具。通過圖片突出顯示有關項目/開發過程的信息，它可以使所有相關方之間進行更清晰的溝通。

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，也可以是數字/電子形式，用于具有遠程成員的團隊。看板板通常包含三個主要列：

To do — Tasks that haven't been started are listed here.
要做的事 -這里列出了尚未開始的任務。
Doing — Tasks that are being worked on are listed here.
正在執行 —此處正在處理的任務在此處列出。
Done — This consists of tasks that have been completed.
完成 —這包括已完成的任務。

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.

任務由彩色便簽或卡片表示。通過用看板上的圖片表示工作流程，可以特別借助專業的看板軟件來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.

在效率低于預期的地方，可以追蹤障礙，然后加以解決。這樣可以提高生產效率，縮短產品周期時間，并提高產品/服務質量。

看板的好處 (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業的組織所采用。造成這種情況的一些原因如下。

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.
清晰的溝通和透明度 -看板上的工作流程可視化可實現清晰的溝通，并讓所有相關人員知道對他們的期望。跟蹤工作進度很容易，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.
快速發現障礙 -一些色譜柱的擁擠狀況很容易突出顯示工作流程的放慢之處，因此需要進行調整。
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.
靈活性 -在任何系統或行業中使用看板的能力及其漸進式更改的理念使其成為許多希望持續提高效率的組織的寵兒。它通常與敏捷項目管理技術結合使用，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.
響應需求 -看板可以調整容量以適應客戶需求，從而避免不必要的浪費以及快速響應變化的能力。
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.
專注與協作 -進行中的有限工作迫使團隊專注于WIP而不是多任務處理，從而提高了生產率。隨著組織成員互相幫助消除執行任務中的挑戰，協作也得到了增強。

看板的缺點 (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.
不適用于大型項目 -在大規模情況下看板可能具有挑戰性。
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.
看板板的濫用— 看板板的濫用或過于復雜會向工作流程發出錯誤的信號，從而可能導致代價高昂的錯誤。
Wild demand fluctuations — Irregular product demands could disrupt the Kanban methodology as wrong signals could be sent as a result.
巨大的需求波動 -不規則的產品需求可能會破壞看板方法，因為結果可能會發送錯誤的信號。
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.
質量錯誤 -看板方法將庫存水平降低到幾乎為零，以減少浪費。但是，當最終產品或服務存在質量問題時，由于缺少庫存緩沖區，組織可能難以Swift做出React。

Scrum和看板之間的異同 (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廣泛的生產力改善工具，但它們并不是真正像大多數人認為的那樣彼此直接替代。它們有一些相似之處，但兩者之間也存在差異。

相似之處 (Similarities)

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

Scrum和看板都是提高生產率和效率以及最大程度減少浪費的工具。

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

它們都基于敏捷項目管理技術，該技術強調靈活性和適應變更的能力。

They also work on the 'pull' scheduling technique.

他們還研究“拉式”調度技術。

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

他們倆都認為產品或服務質量的改進以及交貨時間是這兩種技術的基石。

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.

它們都是基于自我組織的精神，團隊成員采取自己的主動性和行動，每個成員彼此平等，沒有外部命令。

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

復雜的任務通常分為較小的，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，在許多組織中，Scrum和看板已在所謂的Scrumban中使用和組合。它最初是為從Scrum過渡到看板的團隊創建的，但已經成為一種項目管理方法。在這種方法下，使用了Scrum流程，但是是通過看板改進系統的視角來查看的。

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.

使用類似于帶有彩色卡片的看板板的板。工作分為迭代。由于團隊成員是自組織的，因此在這里使用WIP限制，而團隊成員選擇將要處理的任務。

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.

按需計劃是Scrumban的功能。當有新任務可用時，而不是每天都有，這就是計劃技術的應用。完成任務的優先級排序，以便團隊成員知道哪些任務很重要。

差異性 (Differences)

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

Scrum和看板之間有很多區別。這包括：

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

定義 -Scrum是具有特定規則和技術的框架，而看板是與現有系統一起使用的工作流可視化工具。

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.

培訓和管理 -Scrum需要大量的教育和培訓，以及具有專業知識的管理和專業人員。另一方面，看板可以被每個人容易地理解，這使得運行和管理便宜。

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.

變更流程 -看板鼓勵漸進式變更，適合具有良好，穩定工作流程結構的組織，而需要快速進行有益變更的組織則應選擇Scrum。

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

用法-看板通常用于較小的項目，而Scrum對于較大，更復雜的項目更有利。

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管理員，產品負責人和開發團隊三個已定義的角色。看板沒有定義的角色，因為每個團隊成員都可以承擔可用的職責。

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.

結論 (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 .

參考文獻 (References)

https://en.wikipedia.org/wiki/Scrum_(software_development)

https://en.wikipedia.org/wiki/Agile_software_development

https://en.wikipedia.org/wiki/Kanban_(development)

https://en.wikipedia.org/wiki/Scrumban

https://searchsoftwarequality.techtarget.com/definition/Scrum

https://kanbanize.com/kanban-resources/getting-started/what-is-kanban/

https://kanbanzone.com/kanban-resources/what-is-kanban/

https://www.planview.com/resources/articles/what-is-kanban/

https://www.digite.com/kanban/what-is-kanban/

https://getnave.com/blog/kanban-history/

https://www.guru99.com/scrum-vs-kanban.htmlhttps://medium.com/@thorbjorn.sigberg/scrum-vs-kanban-c73dc70e8eefhttps://medium.com/ntask/kanban-vs-scrum-which-one-is-the-better-approach-to-use-in-2018-7503ee98dd0chttps://medium.com/@pavel.obod/kanban-vs-scrum-why-and-how-we-switched-from-scrum-to-kanban-8e524b6619bb

https://www.guru99.com/scrum-vs-kanban.html https://medium.com/@thorbjorn.sigberg/scrum-vs-kanban-c73dc70e8eef https://medium.com/ntask/kanban-vs-scrum-which-one-is-the-better-approach-to-use-in-2018-7503ee98dd0c https://medium.com/@pavel.obod/kanban-vs-scrum-why-and-how-we-switched-from-scrum-to-kanban-8e524b6619bb

https://www.gliffy.com/blog/scrum-what-it-is-and-how-it-works

https://www.visual-paradigm.com/scrum/how-scrum-team-works/

https://skillcrush.com/2017/06/28/what-is-scrum-project-management/

https://stackify.com/what-is-scrum/

https://www.atlassian.com/agile/scrum

https://www.brighthubpm.com/methods-strategies/71133-weighing-the-disadvantages-of-the-kanban-system/

https://smallbusiness.chron.com/advantages-disadvantages-scrum-project-management-methodology-36099.html

https://www.yodiz.com/blog/kanban-vs-scrum-benefits-similarities-pros-and-cons/

https://leankit.com/learn/kanban/kanban-vs-scrum/

https://upraise.io/blog/scrum-kanban-project-management/

https://www.quora.com/How-similar-or-different-are-Scrum-and-Kanban