The author of this article is Guo Zhengyuan, a teacher with many years of experience in agile development team management and practice. Teacher Guo Zhengyuan’s public account “IT Old Captain” will share some technical dry goods for fans to learn and exchange from time to time, welcome all technical research and development fans to pay attention to. Today we will see how Guo zhengyuan uses ONES to implement agile best practices.
As is known to all, agile development takes user demand as the orientation, demand evolution as the core, and adopts iterative and gradually perfect way to carry out software development. The core is “evolution of user needs” and “iteration and gradual improvement”! The former ensures that what we do is meaningful (or commercially valuable) to the users (end users, products, leaders, implementations, R&D, and everyone else who has reasonable requirements), while the latter ensures that the requirements are developed in order and that the r&d work is not interrupted within a certain period of time.
In order to truly implement the whole process of agile development, we must implement the agile principle of “3 roles, 3 artifacts, 5 processes”, together with good management tools, in order to complement each other and truly implement agile development.
Good engineers are those who can clearly understand and implement the agile “33/5” principle, and good tools that can understand the development and smooth development of software project management are the real weapon.
The combination of good work and sharp tools makes product managers relaxed, engineers satisfied, customers satisfied, and software development to achieve true agility. To sum it up:
“Make something complicated simple — contribute!”
The author has been engaged in software development for more than ten years. At present, the tool to promote the development progress of my team is ONES. Today WE will discuss how ONES is implementing the agile “350/5” principle.
Three roles, three artifacts to complete
In Agile development, using Scrum as an example, the three roles are:
L The Product Owner, usually the Product manager;
L Development Team is a Team of R&D engineers;
L Scrum Master, usually the R&D manager. I am currently the Scrum Master of the team
Three roles, with full cooperation, communication costs can be reduced, and the project has track to follow.
In the most common form of Scrum, the three artifacts are:
L Product Backlog
L Sprint Backlog
L incremental
An ideal process would look like this:
Product owner, sort out requirements, input into the system, define “what is wanted”, and complete the first artifact of Scrum agile development, the “Product Backlog”.
Afterward, the product owner communicates with the Scrum team to clearly identify task priorities.
The Scrum Master and the team break down the requirements into task by task.
Then, in terms of priorities, identify what needs to be done in the current DEVELOPMENT Sprint to complete the second Scrum Agile development artifact, the Sprint To-do list.
R & D engineer, identify tasks, clear demand content, conceive implementation ideas.
R&d engineers update task status during development. The update completes the third artifact of Scrum Agile development, the “increment.”
The Scrum Master acts as the team leader and external interface person to check the development progress in real time.
ONES provides the “burn out chart” that best represents Scrum agile development.
In order to fit more Chinese characteristics of agile development, common statements, but also available.
The five events, which refer to the Sprint development Sprint, are:
L the Sprint plan
L Stand daily
L Sprint to perform
L Sprint review
L the Sprint review
The five events, except the “daily station meeting”, are all in THE ONES software, which has been implemented in one of the “three artifacts” of the “three roles” mentioned above.
In fact, when I led my team to carry out the “daily station meeting”, I also projected the Agile management swimlane of ONES, confirming task by task.
Scrum’s “daily standup” for agile development only identifies problems and does not discuss them in detail, so an electronic presentation of ONES makes the team’s work clear.
How can Scrum, with Its Chinese characteristics, be agile without a defect management and reporting process?
Regardless of the external reporting of the overall quality management results:
At the general staff meeting, trend analysis was given:
The ONES product design philosophy boils down to “one tool, all features.”
I remember that I used other tools at home and abroad, including the famous Jira, when I led the software development team.
Software development project management products vary. However, the author’s deep experience is that if a software setup is complex, it needs experienced administrators to configure to use it smoothly, and there are many plug-ins, it will make people tired to deal with.
If you use a tool, it has all the features. You can make good workers really use sharp tools, so that complex things become simple.