Agile 与 Scrum 练习

The Agile Manifesto values individuals and interactions over processes and tools, but it does not mean other items are ignored.

Working software over comprehensive documentation is one of the four Agile Manifesto values.

Agile teams engage customers continuously and use feedback to refine what is delivered.

Responding to change over following a plan means Agile teams treat change as a source of value rather than a failure.

Frequent delivery creates fast feedback and lets the customer see progress in small increments.

Sustainable development means sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Daily collaboration reduces misunderstandings and lets the team adjust as they learn.

The Agile Manifesto names face-to-face conversation as the most efficient and effective way to convey information.

The Product Owner owns the Product Backlog and is accountable for maximizing the value of the product.

The Product Backlog contains product work items ordered by value and refined over time.

The Sprint Backlog is created during Sprint Planning and is owned by the Development Team.

The Definition of Done creates transparency and ensures everyone has the same understanding of complete work.

An Increment is a concrete stepping stone toward the Product Goal and must be usable.

Velocity is a planning aid based on completed work in past Sprints; it is not a productivity score.

The Scrum Master serves the team by helping remove obstacles, though the whole team also works on impediments.

The Product Owner may influence the selection, but the Development Team chooses what it can commit to delivering.

The Daily Scrum helps the team inspect progress toward the Sprint Goal and adapt its plan.

Sprint Planning produces the Sprint Goal and a Sprint Backlog for the upcoming Sprint.

The Sprint Review is an inspection of the Increment with stakeholders and an opportunity to adjust the backlog.

The Retrospective focuses on quality and effectiveness, helping the team improve its process next Sprint.

User stories describe value from the user view and are usually written in the form of a role, goal, and benefit.

Story points estimate relative complexity and are used for planning, not as an exact time measurement.

Sprints are time-boxed to one month or less so the team can deliver value and receive feedback frequently.

The Product Goal describes the future state of the product and gives the Product Backlog a clear purpose.

The Scrum Master coaches the Product Owner in areas such as backlog management and value delivery.

The Scrum Master helps the Developers improve their self-management, skills, and way of working.

The Daily Scrum is a 15-minute daily event for the Developers to plan work for the next 24 hours.

The Definition of Done creates a shared understanding of what it means for an Increment to be complete.

The Product Goal is the commitment for the Product Backlog and describes the future product state.

The Sprint Goal gives the Sprint Backlog purpose and guides the team during the Sprint.

The Definition of Done is the commitment that makes the quality of an Increment transparent.

Openness means the team and stakeholders are honest about work, progress, and challenges.

Courage allows the team to raise concerns, solve hard problems, and be transparent.

Impediments can be process problems, tooling issues, or external blockers that the team needs to remove.

Self-managing teams choose how to do their work, while staying accountable to the Sprint and Product Goals.

Stakeholders provide feedback and context, but they are not accountable for Scrum roles.

Cross-functionality lets the team create value without depending on outside specialists for core work.

Timeboxes focus the team and create urgency while keeping events short and effective.

Refinement keeps items clear, sized, and ready so Sprint Planning is productive.

Focus helps the team protect the Sprint Goal and avoid being pulled in too many directions.

Commitment, focus, openness, respect, and courage are the five Scrum values. Control is not one of them.

The Scrum Team consists of one Product Owner, one Scrum Master, and Developers. A traditional project manager role is not defined in Scrum.

The Sprint contains all other events. Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective are the formal events inside it.

The three Scrum artifacts are the Product Backlog, Sprint Backlog, and Increment. A Gantt chart is not a Scrum artifact.

The Product Goal, Sprint Goal, and Definition of Done are commitments for the three Scrum artifacts.

Scrum is built on transparency, inspection, and adaptation. Waterfall planning is a different approach.

INVEST stands for Independent, Negotiable, Valuable, Estimable, Small, and Testable.

The Product Owner may delegate work, but remains accountable for the Product Backlog and value maximization.

The Daily Scrum is for the Developers to inspect progress and plan the next 24 hours, not a report to the Product Owner.

Process improvement happens in the Sprint Retrospective. The Sprint Review inspects the Increment with stakeholders.

If the work proves different than expected, the Product Owner and Development Team collaborate to negotiate the Sprint Goal.

Scrum does not prescribe tools. Teams may use any tools that support transparency and their workflow.

The Sprint Retrospective helps the team improve quality and effectiveness in the next Sprint.

The Product Backlog is the single source of work for the Scrum Team.

The Product Owner owns the Product Backlog and is accountable for value.

Timeboxes keep Scrum events focused and short. A timebox is the fixed maximum duration assigned to an event such as a Sprint, Daily Scrum, or Sprint Review. This limit encourages the team to finish the event's purpose efficiently and prevents meetings from expanding without control.

The Definition of Done ensures that completed work is transparent and usable.

The Product Owner maximizes value, the Scrum Master supports Scrum use, and the Developers create the Increment.

Planning selects work, review adapts the product, and retrospective improves the team process.

Each Scrum artifact has a commitment that adds transparency and focus.