（Heat Map）对规模化敏捷框架的组件进行性能分析[21]。如下图所示：每一列代表一个组织中的团队，每一行代表一个Scaled@Scrum组件。绿色表示正常状态，红色表示阻塞状态。图1是在对本文中提到的条目进行分析时，客户营销发布火车实际使用的热图照片。
Figure 1.Scaled@Scrum Performance Heat Map
图1 Scaled@Scrum性能热图
Some scaling components relate to the teams (team process, team coordination, continuous improvement, delivery), others relate to the Product Owner (PO) (vision, portfolio prioritization, backlog refinement, release planning). Key components relate to the entire organization (Executive Action Team, MetaScrum, product release, metrics) [10]. By evaluating the effectiveness of each component, a prioritized list of improvement initiatives can be generated. This list of improvements is then driven by an Executive Action Team that runs like a Scrum team. Client Marketing quickly identified several targeted areas for improvement using this process. Improvements are prioritized by maximum impact for minimum effort and reprioritized after every individual improvement implementation. The system is constantly changing, so the A3 Process is a highly effective way to target the prioritized dysfunction's root cause.
一些Scaled@Scrum组件与团队相关（团队流程、团队协调、持续改进、交付），另一些与产品负责人（PO）相关（愿景、组合优先级、待办事项优化、发布计划），以及与整个组织相关的关键组件（最高行动团队、MetaScrum、产品发布、度量）[10]。通过评估每个组件的有效性，可以生成一份改进计划的优先级列表。然后，这个改进列表由一个像Scrum团队一样运行的最高行动团队驱动。通过该流程，客户营销发布火车很快确定了几个需要改进的目标领域。改进待办项以最小的努力产生最大的影响为标准排定优先级，并在每个单独的改进实施后重新确定优先级。系统在不断地变化，采用A3流程是从根本上解决优先级问题的非常有效的方法。
6.1 Scrum Basics Scrum的基础知识
A performance analysis revealed that inconsistent Scrum implementation was a significant impediment to efficiency. In a review of all Client Marketing Scrum teams, it was found that roughly 50% had significantly altered four (Planning, Review, Daily Scrum, Retrospective) of the five Scrum events. Additionally, there was no uniform application of the three Scrum roles (PO, SM, Team) across Client Marketing.
一项性能分析显示，Scrum实施的不一致性明显地阻碍了效率的提升。在对所有客户营销发布火车的Scrum团队调查后，发现大约50%的团队明显地改变了五个Scrum事件中的四个（计划、评审、每日Scrum、回顾）。此外，在客户营销发布火车中对于三个Scrum角色（PO、SM、团队）的应用没有做到一致。
A related issue discovered was the existence of too many roles. Based on the work of the Pasteur Project at Bell Labs with over 200 published case studies, there was ample evidence that too many roles caused poor communication saturation increasing the need for meetings and extensive rework. This poor communication environment was the primary driver of reduced velocity [22]. Leadership hypothesized that an abundance of different roles within Client Marketing was causing process constraints, hindering communication, and slowing down work.
一个与此相关的问题是角色过多。根据贝尔实验室巴斯德项目的工作，以及200多个已发表的案例研究，有充分的证据表明，过多的角色导致沟通不畅，从而导致大量的开会时间以及大量的返工。这种糟糕的沟通环境是速度降低的主要原因[22]。领导层认为客户营销发布火车中的
