文件名称:
scrum project management-crc
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文件大小: 1mb
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上传时间: 2011-06-06
详细说明： Product development is becoming increasingly complex. The pace of technological change grows daily, leaving little time to accumulate expertise before development of a new product begins. Acquiring enough experience to be able to predict the risk and develop the courses of action during the development is difficult and often happens during the course of the true developmental phases of the new product development. This situation creates a need for tapping into the skills and abilities of all the participants in the development e ffort and relying less on heroic efforts to save the day and carry the project and product to a successful conclusion. Even when we have product development heroes and they carry the day, the loss of these individuals to the organization will be detrimental to the organization and represents a human resources risk. The recovery period can be prolonged for organizations with poor team practices and those that favor heroic actions. We are presenting a modified version of the agile software development tool scrum as an alternative to traditional program management and as a tool for standard line management. Both of us have experience in deploying and implementing the tool. We understand the pitfalls of this method, which we will elucidate during the course of our discussion. We are not saying that we believe the waterfall approach should be condemned to obscurity or that we are calling for the death of this development model. In fact, we know of few organizations that take the waterfall method as it is often portrayed in books; that is, taking it to be a rigid and one-way pass through the development process. In fact, there are some similarities between the methods, although scrum approach throughput is quicker and keeps people focused on what is deemed important by the project managers. Basically scrum is to the waterfall approach what lean manufacturing (especially one-piece flow) is to batch-mode manufacturing. Additionally, the team aspects of the method—moving toward self-directed work teams—means the actions of the team must be successful and are largely in the hands of the team itself. The concept of a self-directed work team also suggests we must have a motivated and skilled team capable of achieving project goals. It is unwise to condemn conventional tactics across the board, when frequently the conventional tactics are not executed well. Poor execution does not improve the probability of ...展开收缩
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