将修补bug修复到Scrum进程的最佳方法？ [英] Best ways to fit bug fixing into a Scrum process?

问题描述

在过去的几天里，我一直在学习阅读Scrum，阅读有关Sprint Planning和任务的内容。出现在我脑海里的一个问题是如何处理Scrum中的错误。 Henrik Kniberg在他非常好的书籍来自沟通的Scrum和XP中列出了一些处理这个问题的方法：

I have been studying and reading about Scrum in the last few days and reading about Sprint Planning and tasks. One problem that popped into my mind is how to deal with bugs in Scrum. Henrik Kniberg lists some ways of dealing with this issue in his very nice book Scrum and XP from the Trenches :

1. 产品所有者打印出最多
   高优先级Jira项目，将
   冲刺计划会议，
   ，并将它们放在墙上
   以及其他故事
   （从而隐含地指定这些项目的
   优先级，而
   其他故事）。


2. 产品所有者创建引用Jira
   项目的故事。例如修复最多
   关键后台报告错误，
   Jira-124，Jira- 126和Jira-180。


3. 修复错误在冲刺之外是
   ，即团队
   保持足够低的焦点要素（对于
   示例50％），以确保他们
   有时间修复错误。然后
   简单地假设团队将
   花费一定的时间每个
   sprint修复Jira-报告的错误


4. 将产品积压在Jira
   （即ditch Excel）。只要
   像任何其他故事一样处理错误。

1. Product owner prints out the most high priority Jira items, brings them to the sprint planning meeting, and puts them up on the wall together with the other stories (thereby implicitly specifying the priority of these items compared to the other stories).
2. Product owner creates stories that refer to Jira items. For example "Fix the most critical back office reporting bugs, Jira-124, Jira- 126, and Jira-180".
3. Bug-fixing is considered to be outside of the sprint, i.e. the team keeps a low enough focus factor (for example 50%) to ensure that they have time to fix bugs. It is then simply assumed that the team will spend a certain amount of time each sprint fixing Jira- reported bugs
4. Put the product backlog in Jira (i.e. ditch Excel). Treat bugs just like any other story.

这是否真的需要根据每个项目决定？有更好的解决方案？我可以想到这些方法中的问题。来自那些最有效的方法有混合动力吗？在项目中如何处理这个问题？

Is this really something that needs to be decided per-project basis or are there better solutions? I can think of problems with each of those approaches. Is there a hybrid coming from those approaches that works best? How do you handle this in your projects?

推荐答案

这是一个非常好的问题，当有不同的观点解决这个问题的方法。

This is a very good question and I have some observations when it comes to different approaches to this problem.

1. 与积压项目平等地处理所有错误可能听起来像是一个好主意（在一个地方跟踪）但在实践中效果不佳。 Bug通常是低级的，而且更多，所以如果您为每个错误创建一个单独的用户故事，那么真实的故事很快就会变得模糊不清。


2. 如果以产品所有者可见的方式完成，则每个修订保留的冲刺的明确时间都是正确的。在日常scrum中应该提到错误，在sprint审查期间应该讨论修复的错误。否则，产品所有者将不会意识到项目中发生了什么。


3. 将整个积压在bug跟踪工具中导致与1中相同的问题集合。此外，大多数bug跟踪器不是设计用于Scrum，并且为此而使用它们可能会很痛苦。

我们发现最令人满意的解决方案是在每个冲刺中放置一个名为门票或错误的用户故事。那么这样一个故事可以分为描述一个特定错误（如果在规划中已知的）的低级任务，或者是为保护一般错误修复而保留给定的小时数的元任务。这样，产品所有者就可以看到这个过程，而燃尽图反映了进度。

The solution we found the most satisfying was to put a single user story called "Tickets" or "Bugs" on every sprint. Then such a story can be divided either into low-level tasks describing a particular bug (if known during planning) or meta-tasks reserving a given number of hours for general bug fixing. This way the product owner has visibility into the process and the burndown chart reflects the progress.

只要记住无情地关闭所有的错误，实际上是新功能，并为他们创建新的积压项目。还要确保在冲刺结束之前修复针对当前冲刺报告的所有错误，以便将sprint考虑为完成。

Just remember to mercilessly close all "bugs" that are actually new features and create new backlog items for them. Also make sure to fix all the bugs reported against the current sprint before the sprint is over in order to consider the sprint as done.

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