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  • Julien is the Consulting Director of OutSofting China, an active Agile Consultant and his specialities are the business and management aspects of Agile development, with a current focus on Scrum and Lean software development. Julien is particularly interested in the management aspects of an Agile transformation, on “building the right product” and on developing some thinking tools to help others do it. For instance, he is currently co-developing a new framework on how to effectively deliver on high uncertainty projects by using Scrum and Opportunity Engineering. Julien is a Software Engineer with more than 10 years of software development, project management, management consulting experiences in Canada, Lebanon, Switzerland and China. He developed and led software projects for CAE Inc. (world leader in professional flight simulators) for more than 4 years in Canada during which he used eXtreme Programming practices. Acknowledging the importance of management and “building the right product” in Software development, Julien obtained his MBA in 2006 and started as a management consultant for different companies. He continued the practice of Agile project management and Scrum during his engagements and started helping different teams and organizations to be Agile. Since he co-founded OutSofting China in late 2008, Julien has 2 main focuses: Expand and improve the usage of Agile development in China. Together with the OutSofting China consulting team, coach all the levels of development organizations on effectively adopting Agile development. Julien provided coaching to numerous teams and organizations including ClickTouch America, Ice Affects Inc., Mezzabites, Falafel Games and Orange France-Telecom. Julien provided presentations on Agile topics at QCon Beijing 2009, China Software Technology Conference 2009 in Beijing, Agile Tour 2009 in Chengdu, Shanghai Scrum Gathering 2010, Shanghai Scrum Forum 2010, Agile Tour Beijing 2010 and Shanghai Scrum Gathering 2011.
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  • 国际精益看板大学认证培训师,Scrum联盟认证 Scrum Professional, Project Management Professional, Lean Six Sigma 绿带大师。 明兰现就职于微软中国移动终端事业部运营发展经理,带领组织级变革项目和跨职能业务流程改进。具有15年的软件行业背景,先后在不同公司任职软件工程师,测试工程师,测试自动化项目主管,项目经理,产品经理,质量部经理,敏捷教练/培训师等,运营发展经理。 明兰于2009年初成为国内较早的Certified Scrum Master之一。 于2012年初在挪威师从看板软件之父David J. Aderson系统学习看板方法后,开始在中国敏捷社区积极推广精益和看板的应用。 明兰先后在芬兰公司Elektrobit、Nokia和Microsoft指导scrum 流程框架,精益原则和看板管理,产品负责人和scrum master技能, 敏捷领导力的发展,组织变革, 组织流程改进等。此外,她还是具有多年企业级和大型项目质管经验的资深质量经理人,带领过多个大型复杂项目的质量管控和企业的质量系统建设工作。
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博文
看板每日站会技巧
2014-07-21 博主: 王明兰

 

初始启动看板的团队可能不知道,在看板里的每日站会和scrum流程里的每日站会有所不同。这里介绍看板里做每日站会的一些技巧。
(The picture is from Håkan Forss’s <kanban kata>)
Scrum团队的每日站会是以人为中心,每个人互相同步和汇报彼此的工作转态:“我昨天做了什么”,“我今天要做什么”,“我遇到了什么阻碍”。通过审视状态,对当前的Sprint做检查和必要的调整。 
使用看板的团队的每日站会使以板子为中心,关注工作项的流动。这是与scrum团队每日站会的最大不同。
我总结看板的每日站会有四部曲:走读,拉动,关注,检视
所谓走读,指每日站会要按照拉动的方向,从下游向上游(从右向左)走读看板里的每个工作项状态。
然后,按照流程步骤,做出拉动某一工作项的决策。拉动哪一个工作项是团队的决定,总的来说要遵循“stop starting”, “start finishing” 的原则。决策时需要综合考虑工作项的服务类别、延期成本,价值、风险、依赖关系、工作量、进入看板的时间和截至日期等。
由于看板墙上已经高度可视化了工作项的状态,一目了然,不需要像scrum团队那样,每个人逐一汇报每个工作项的进展。在走读和拉动的时候,团队要重点关注如下工作项:
 被阻碍的工作项
有延期风险的工作项
 几天都没进展的工作项
有bug的工作项
做完上述工作后,团队检视看板系统的如下方面:
是否有在看板墙里没有可视化的信息吗?
瓶颈在哪里?
 是否有没识别的阻碍吗?
WIP 上限是否需要调整?
优先级对每个人都清楚吗?
每日站会的结果是:
更新了的看板
拿掉Done了很久的卡片
 更新累计流图
可能触发后讨论
最后说明一点,看板和scrum不同,不是流程框架,因此本文介绍的是经验技巧,不是看板规定的必须遵循的流程步骤。最好的流程步骤,是符合您上下文环境的探索出来并经实践检验的!
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