看板/混乱板 [英] Kanban/Scrum Boards

问题描述

我很好奇其他人在公司中使用哪些物理看板/ Scrum板。感谢您提供敏感的业务信息，您可能无法提供董事会照片。我正在寻找您的董事会是什么样的，以及您如何组织用户故事和任务，因为它们经历了典型的冲刺/迭代？

I'm curious as to what other people use for physical Kanban/Scrum boards in their companies. I appreciate that because of sensitive business information you may not be able to provide a photo of the board. I"m looking at to find out what does your board looks like, and how you organize user stories and tasks as they move through a typical sprint/iteration?

通常，我曾在一个按照以下方式组织董事会的地方工作

Typically I've worked in a places that organize the board as follows with each

User Story   | Todo                   | In Progress  | Ready for QA     | Done   |
UC-001       | Domain Object, Service | DAO(Bob)     |                  |        |
UC-002       | Payment UI Screen      |              | Payment Srv (Don)|        |
UC-003       |                        |              | UC-003           |        |
             |                        |              |                  | UC-004 |
             |                        |              |                  | UC-005 |

所以总结一下：

• 团队的一名成员（Bob）正在执行UC-001的任务。待办事项的其他人正在待办事项列中等待，但是团队的另一位成员可以与鲍勃协调以完成工作。


• 对于UC -002付款服务任务已完成，并且质量检查的自动测试工具已完成，从而使他们无需UI即可测试服务。如果测试失败，则会引发一个错误，并将其与支付服务任务一起返回到QA阶段


• 所有UC-003的任务都已完成并移至准备进行质量检查。
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• Uc-004和UC-005的所有任务均已完成，因此用户故事已移至完成。

• A task for UC-001 is in progress by one member of the team (Bob). A list of tasks for other people to pick up are waiting in the Todo column, but this can be picked up by another member of the team who co-ordinate with Bob to get the work done.
• For UC-002 the payment service task was completed and an automated test harness was completed for QA allowing them to test the service without a UI. If the test fails a bug is raised and moved along with the Payment Service task back into the QA phase
• All the tasks for UC-003 was completed and moved to Ready for QA.
• All the tasks for Uc-004 and UC-005 were complete so the user story was moved to Done.

这是一个有形的白板，涉及人们与每个任务/用户故事的交互（表示为便笺）。电子版本是在冲刺/迭代之前创建的，并且仅在冲刺/迭代的末尾根据当前情况进行更新。欢迎提出评论和批评：）

This works as a tangible white board that involves people interacting with each of the tasks/user stories (represented as post it notes). An electronic version is created prior to the sprint/iteration and is only updated at the end of the sprint/iteration corresponding to the current situation. Comments and criticism are welcomed : )

推荐答案

我们使用的是受著名来自Trench的Scrum和XP （来自Henrik Kniberg），各列根据上下文进行了调整（通常：TODO，ON进行测试）：

We use something inspired by the famous Scrum and XP from the Trenches from Henrik Kniberg, the columns being adapted depending on the context (often: TODO, ON GOING, TO BE TESTED, DONE):

替代文字http://blog.realcoderscoding.com/wp-content/uploads/2008/09/hk.png

产品待办事项（PBI）被打印为Sprint计划会议（至少最重要）的物理卡（A5格式）。一旦团队为下一次迭代选择了PBI，项目将分解为任务/活动（在便签上）。会议结束后，一切都会在Scrum板上进行，我建议使用胶带，图钉或磁铁。 PBI按重要性排序，最重要的是在董事会的顶部，次要的重要性在底部。团队应该首先处理最重要的项目，直到完成为止。首先，活动后继活动从左向右移动。然后，PBI跳至完成。意外的任务将添加到计划外的项目区域（在燃尽图中将其考虑在内）。将来的PBI在下一个区域中保持可见（如果所有项目在迭代过程中均已完成，我们将从那里选择一个新项目）。非常简单。

Product Backlog Items (PBIs) are printed as "physical cards" (A5 format) for the Sprint Planning Meeting (at least the most important). Once the team has picked up PBIs for the next iteration, items are break down into tasks/activities (on sticky notes). After the meeting, everything goes on the Scrum Board and I suggest to use tape or thumbtacks or magnets. PBIs are ordered by importance, most important at the top of the board, less important at the bottom. The team should work on the most important item first until it gets done. First, activity post-its move from the left to the right. Then, the PBI jumps to Done. Unexpected tasks are added to an "Unplanned items" zone (to take them into account in the burndown chart). Future PBIs stay visible in a "Next" zone (if all items are completed during the iteration, we pick a new one from there). Pretty simple.

这些做法可以直观地检测气味，例如：

These practices allow to detect smells visually, for example:

• 被卡住的任务（即不移动的任务）显示出潜在的障碍


• 团队以错误的顺序处理事情，而不是像样本中那样关注优先级最高的项目：）


• 正在进行的工作太多，什么也没做


• 计划外的物品正在杀死冲刺

• stucked tasks (i.e. tasks that are not moving) that show a potential impediment
• team doing things in the wrong order and not focusing on top-priority items, like on your sample :)
• too much work in progress, nothing done
• unplanned items that are killing a sprint

效果很好。

如果您正在寻找更多看板导向的东西，也许看看看板与Scrum ，在看板土地一日和看板和Scrum-来自同一个Henrik Kniberg的实用指南。

If you are looking for more "kanban oriented" stuff, maybe have a look at Kanban vs Scrum, One day in Kanban Land and Kanban and Scrum - a practical guide from the same Henrik Kniberg. Great stuff too.

而且，要获取更多图片，请尝试使用 scrum + board ，看板 ， scrumban ， scrum +看板。

And, for more pictures, give Google Images a try with scrum+board, kanban, scrumban, scrum+kanban.

这篇关于看板/混乱板的文章就介绍到这了，希望我们推荐的答案对大家有所帮助，也希望大家多多支持IT屋！