事半功倍的规模化敏捷实践案例︱规模化敏捷

on with the Chief PO's backlog. This meeting was first implemented at Patient Keeper [31] in 2003 and was later formally defined by the Scrum Patterns Group [32] as essential to high-performing organizations with many Scrum teams. Client Marketing implemented a weekly MetaScrum to coordinate prioritization and dependencies and achieve ongoing alignment with stakeholders. The process was led by the Release Train Engineer and involved consolidating all prioritization, train-level work intake, feature refinement, and dependency coordination discussions down to a weekly meeting with all stakeholders, product managers, and leaders present. This allowed prioritization to be aligned through POs down to each team.

 

MetaScrum是由高级领导层、首席PO、PO和工程团队的高级成员参加的定期会议（至少每个Sprint一次）[10]。其目的是使组织与首席PO的待办列表保持一致。这个概念于2003年在Patient Keeper[31]首次实施，后来被Scrum模式小组[32]正式定义为MetaScrum，并作为拥有多个Scrum团队的高绩效组织的精髓对外推广。客户营销发布火车实施了每周一次的MetaScrum，以协调优先级和依赖，并与利益相关者持续保持一致。这个过程由发布火车工程师（Release Train Engineer-RTE，译者注：SAFe框架中的一个角色）主导，内容包括提前整合所有的优先级、火车级的工作项、特性精炼和依赖协调的讨论，并在每周的会议上与所有的利益相关者、产品经理和领导会面。这样可以将优先级通过PO传递到每个团队，从而使各团队对齐。

 

7.4 Scaled Daily Scrum 规模化的Daily Scrum（SDS）

 

As MetaScrums began, Client Marketing leadership started holding a Scaled Daily Scrum (SDS) with all the SMs in the Release Train. Two of the most significant changes of the SDS from the previous Leadership Standup were the time it occurred and its focus. The SDS occurred after each team's Daily Scrum, and the focus was purely on delivery. With a dashboard with Sprint burn down charts for each team prominently displayed on a screen, each SM would report on their team's progress towards the Sprint goal and any impediments.

 

随着MetaScrums的开始实施，客户营销发布火车的领导层开始与发布火车上的所有SM举行规模化的每日Scrum（SDS）。与以前的领导层会议相比，SDS的两个最重要的变化是它的时间和专注点。SDS发生在每个团队的Daily Scrum之后，其专注点是纯粹的交付。在屏幕上醒目地显示着每个团队的Sprint 燃尽图，每个SM将报告他们的团队在实现Sprint目标方面的进展和任何障碍。

 

If a team did not clearly show to be trending towards early Sprint completion, the SM was expected to bring one or more impediments to the SDS that they were focused on removing. If the SM could not eliminate an impediment within hours, it became the highest priority item the Release Train Leader would focus on. The SDS converted a low-value status report meeting about the schedules of SMs into a high-value event focused on taking immediate action to resolve challenges that same day that teams were facing to hit Sprint goals. This Scaled Scrum ceremony, along with the Daily Scrum, directly attack and resolve decision latency. The importance of this cannot be overstressed, as the Standish Group noted, “The value of the interval is greater than the quality of the decision” and “The root cause of poor performance in a software project is slow decision latency [33].”

 

如果一个团队没有明确显示出提前完成Sprint目标的趋势，SM就应该向SDS提出团队遇到的一个或多个障碍，他们要集中精力消除这些障碍。如果SM不能在几个小时内消除一个障碍，它就会成为发布火车领导们需要关注的最高优先级的事项。SDS将一个关于SM日程安