Agile敏捷开发管理Salesforce项目(第一篇)- 4大核心价值观+12条原则

敏捷开发(scrum, agile)相对于瀑布流开发(waterfull)更适合现在快节奏的商业模式需求,它将一整个项目拆分为相互独立的小块,我们成为sprint(冲刺),每个sprint都包含前期的需求分析,开发测试,客户演示和demo优化,UAT,如下图。


【敏捷开发的4大核心价值观?】The Four Values of The Agile Manifesto
1. Individuals and Interactions Over Processes and Tools


2. Working Software Over Comprehensive Documentation

传统的项目管理大量时间被消耗在记录产品开发和最终交付,如技术规范、技术要求、技术说明文档、接口设计文档、测试用例文档等拖延了项目交付时间,敏捷不排除文档,它借助User Story敏捷文档需求结合敏捷工作软件使形式更精简,这给开发者明确的工作任务而非陷入细节。

3. Customer Collaboration Over Contract Negotiation



4. Responding to Change Over Following a Plan

【敏捷开发的12条原则?】敏捷开发之 12条敏捷原则 | 周金根博客

1. Customer satisfaction through early and continuous software delivery


2. Accommodate changing requirements throughout the development process

3. Frequent delivery of working software

4. Collaboration between the business stakeholders and developers throughout the project

5. Support, trust, and motivate the people involved

6. Enable face-to-face interactions

7. Working software is the primary measure of progress

8. Agile processes to support a consistent development pace

9. Attention to technical detail and design enhances agility

10. Simplicity

11. Self-organizing teams encourage great architectures, requirements, and designs

12. Regular reflections on how to become more effective

1. User Stories
End User关于产品的要求,常用如下格式表示一个完整的User Story:

As a/an role, I want/need(features), so that(benefits).
通常,在收集user story的同时,会要求客户注明可接受条件(acceptance criterias),作为软件实施的Basic Requirement/MVP(Most viable product)。

2. Product Backlogs - 产品待办项(未完成项/存量)

The collection of all user stories, we called product backlogs.

3. Realeas List<Backlogs>

从Product Backlogs挑出需要实施的User,并按照优先级Must/Should/Could/Won't排序,并规定每个task需要完成的时间,如:1hr/2hrs/4hrs/8hrs | 2ds/3ds/5ds/10ds | 1m/2ms/3ms/6ms.

3. Team Roles
Product Owner: 将正确的功能放入Product Backlogs的人。
Scrum Master: 相当于项目经理,需要确保项目进度,协调客户与团队并主持scrum daily meetings等。

Team: include developers, testers, customers, executives.

4. Sprints

指Realease Planning,一般一个Sprint周期为2d-1m。

5. Burndown Charts (燃尽图)




敏捷项目管理(第二版),amazon上五星级评价 Addison Wesley, 2009 Best practices for managing projects in agile environments—now updated with new techniques for larger projects Today, the pace of project management moves faster. Project management needs to become more flexible and far more responsive to customers. Using Agile Project Management (APM), project managers can achieve all these goals without compromising value, quality, or business discipline. In Agile Project Management, Second Edition, renowned agile pioneer Jim Highsmith thoroughly updates his classic guide to APM, extending and refining it to support even the largest projects and organizations. Writing for project leaders, managers, and executives at all levels, Highsmith integrates the best project management, product management, and software development practices into an overall framework designed to support unprecedented speed and mobility. The many topics added in this new edition include incorporating agile values, scaling agile projects, release planning, portfolio governance, and enhancing organizational agility. Project and business leaders will especially appreciate Highsmith’s new coverage of promoting agility through performance measurements based on value, quality, and constraints. This edition’s coverage includes: * Understanding the agile revolution’s impact on product development * Recognizing when agile methods will work in project management, and when they won’t * Setting realistic business objectives for Agile Project Management * Promoting agile values and principles across the organization * Utilizing a proven Agile Enterprise Framework that encompasses governance, project and iteration management, and technical practices * Optimizing all five stages of the agile project: Envision, Speculate, Explore, Adapt, and Close * Organizational and product-related processes for scaling agile to the largest projects and teams * Agile project governance solutions for executives and management * The “Agile Triangle”: measuring performance in ways that encourage agility instead of discouraging it * The changing role of the agile project leader azmaon link:
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