common misunderstanding in agile

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Richard Hsiao

本文探讨了对敏捷(补驳颈濒别)的常见误解，包括与文档、设计和规划相关的误区。敏捷不意味着没有文档或凭空而动，而是需要更强的规划和团队纪律。文章强调团队应积极寻求反馈和拥抱变化，以提高开发效率。

Software

Agile 代表沒有?文件
在 Agile 當中你想要寫多少?文件都
可以。寫?文件只是另?一件可以作的
事情，如果它真能為你的專案來好處
，那就把它放進開發之中然後把它做
出來——就像其他?工作?一樣。

Agile 代表不做設計
Agile 可能意味著需要「更多的設計」。設
計其實是散落在所有溝通、開發、會議之中。
Agile / Lean 更著重的是從 Mockups 就開始
尋求反饋。
Agile 代表的是big-up-front design的末?日，
那個在專案開始不久就會失效的玩意。

Agile 代表沒有規劃，
靠臨場隨性發揮
Agile 通常要規劃更多東?西。同樣的，規劃
要貫穿整個開發?行為中、?而不是只有再?一開
始的時候規劃；規劃應該是每個?人都要作的
事情、?而不只是?一兩個?人特有的?工作。

開發?人員可以?用按?自?己喜歡的
?方式做事
Run Agile 仍需要紀律來規範團隊，你可以
?自?己想像?一下沒有共識的團隊是多沒有有效
率以及多難推動事情的進展。
團隊所形成的共識就是紀律，請務必尊重並
遵照這些決議執?行。

敏捷?鼓勵?大家擁抱變動，所以
?自?己想變就變
Agile Scrum裡?面有許多場合可以讓成員發出
聲?音的場合，優良的團隊與領導並不會打壓
開發現場?人員的聲?音。因此請好好善?用這些
場合及機會。

我們沒辦法?用 Agile，因為......
（以下開放填空）
你隨時都可以讓?自?己打消念頭，或是找到?一
個「明天再作」的好理由。
?而我們這裡已經渡過了這個關卡很久了。只
要你願意開始並請堅持反省就能突破。

本文探讨了Scrum Master在建立自我组织和高效团队中的关键角色，强调了理解团队背景和目标的重要性。Scrum Master通过引导、协调和促进团队合作，帮助团队克服障碍、实现敏捷转型，并在不同阶段中采取适合的实践。成功的Scrum团队需要建立信任和责任感，具备理想特质，并通过持续学习和改进实现文化的培养。

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