付周期缩短（上图蓝线）和管理角色减少（下图蓝线）之间的相关性。第一部分显示了一个消极的趋势，周期时间和非交付角色都在增加。第二部分代表了管理角色的变化时期。第三部分显示了因为有更多团队的加入增加了PO角色（在这些图表中被视为非交付角色，因此底部图表中是上升的）。
8.3 Delivery Focus 聚焦交付
The Scrum Reset brought a new level of clarity to the SM and PO. The MetaScrum and SDS provided frequent cycles in which POs and SMs could receive real-time feedback on their performance, take corrective action, and compare results before the next increment. Through this increased visibility and clarity, SMs and POs typically either saw a dramatic improvement in their effectiveness or were able to determine that the role did not fit their strengths objectively. This led to Client Marketing having the right people in key leadership roles, resulting in a high-performance culture focused on delivering value. The result of having effective SMs and POs, along with delivery teams made up of team members with multiple skills, was a team structure and process that drove shorter cycle times for delivering value to clients.
Scrum重置给SM和PO带来了新的清晰度。MetaScrum和SDS提供了频繁的循环，PO和SM可以收到关于他们表现的实时反馈，采取纠正措施，并在下一次增量之前比较结果。通过这种增加的可视化和清晰度，SM和PO通常要么看到他们的效率有了极大的提高，要么能够客观地确定这个角色不符合他们的强项。这使得客户营销部在关键的领导岗位上有了合适的人选，从而形成了一种专注于交付价值的高绩效文化。拥有高水平的SM和PO，同时配备一个具有多种技能的执行团队，是最好的团队组合方式，它能以最短时间向客户提供有价值的服务。
8.4 OKRs OKR
The tracking of OKRs became a bellwether for Rocket Mortgage technical teams to be proactive in their work. Client Marketing’s code coverage data is presented in Table 2. Other OKRs either had limited or no pre-Agile data, or contained proprietary information.
对OKR的跟踪成为Rocket Mortgage技术团队积极主动工作的风向标。客户营销部的代码覆盖率数据如表2所示。其他的OKR要么是有限的或没有敏捷前的数据，要么包含专有信息。
Table 2. Client Marketing overall code coverage
表2 客户营销部的整体代码覆盖率
8.5 Deployments 部署
Deployment rates were improved through a careful process. After having all prerequisites in place, releases could be done on-demand using a CI/CD gated pipeline as previously mentioned instead of the previous once per Sprint limitation.
通过一个谨慎的过程，部署频率得到了提高。在具备所有的先决条件后，可以使用之前提到的CI/CD流水线按需发布，而不局限于每个Sprint发布一次。
8.6 Release Planning 发布计划
In addition to faster deployments, release planning frequency was also increased. A survey by Puppet and DORA showed that organizations with high-performing DevOps enjoy 22% less time spent on unplanned work, 3x lower change failure rates, and enhanced employee engagement [37]. Client Marketing incrementally increased their original release planning cadence of once per quarter to five times per year, then once per month, and then eliminated it with the implementation of continuous planning.
除了更快的部署之外，发布计划的频率也得到了提高。Puppet和DORA的一项调查显示，拥有高绩效的DevOps的组织在计划外工作上花费的时间减少了22%，变更失败率降低了3倍，员工的敬业度也有所提高[37]。客户营销部逐步将他们原来每季度一次的发布计划
