6.4 Meeting Structures Did Not Drive Delivery 会议结构并没有驱动交付价值
Scrum is designed to minimize meetings and reports as these are the largest source of waste in most organizations. They significantly reduce process efficiency [28], which radically reduces throughput. Systematic, a large consultancy in Europe operating at CMMI Level 5, implemented Scrum and cut project costs in half [29]. Client Marketing leadership did an ROI analysis of all meetings, including the time the meeting took, topics discussed, attendees, and value of outputs and reports, and decided to eliminate anything non-essential to the Scrum framework [11].
Scrum旨在最大限度地减少会议和报告，因为它们是大多数组织中最大的浪费源。它们显著降低了流程效率[28]，也从根本上降低了吞吐量。Systemic是欧洲的一家大型咨询公司，它通过了CMMI的5级认证，在实施了Scrum之后，将项目成本削减了一半[29]。客户营销发布火车的领导层对所有会议进行了投资回报率分析，包括会议时长、讨论的主题、与会者，以及产出和报告的价值，并决定取消了对Scrum框架不重要的一切会议[11]。
It was found that priorities and outcomes were not consistently communicated across teams. They were often discussed in separate, loosely attended (often- canceled) meetings with marketing leadership primarily focused on lists of deliverables and delivery dates. Meanwhile, leadership leaned on individual meetings with a single Product Manager and monthly sync-ups with each engineering team to prioritize multiple value streams. These delivery teams planned work quarterly with the organization and experimented inconsistently with shorter cycles to address uncertainty and wasted effort.
研究发现，团队之间对于沟通优先事项和需要的结果没有达成一致。他们经常在单独的、出席人数不多（经常被取消）的会议上和营销部的领导层重点讨论可交付成果和交付日期的清单。与此同时，领导层依靠与单个产品经理的单独会议，以及与每个工程团队的每月同步，来确定多个价值流的优先级。这些交付团队每季度与组织一起做工作计划，为了设法解决不确定性和人力浪费的问题，会在更短的周期内进行一些与计划不一致的尝试。
A daily "Leadership Standup," which followed the typical pattern of a status meeting, was the only organized daily communication. Each SM would talk about what they would be focused on for the day, with updates typically consisting of a list of meetings and action items receiving their attention. This meeting took place first thing in the morning, before the SMs had their Daily Scrum with their teams, produced little to no value, and was disparate from what each team was doing in delivering value or being hindered by impediments.
每日“领导层站立会”是唯一有组织的日常沟通，它遵循典型的状态会议模式。每个SM都会谈论他们一天的工作重点，更新内容通常包括会议列表和他们关注的行动事项。这个会议是早上第一件事，在SM与他们的团队进行每日Scrum会议之前举行，但是几乎没有产生任何价值，并且其会议内容与每个团队在交付价值方面所做的事情，或受到的阻碍完全不同。
7 Countermeasures Taken 采取对策
Because Scaled Scrum and Scaled Agile are both major Agile frameworks, it is generally accepted that one or the other should be selected [30]. But while the rest of Product Engineering stopped at Scaled Agile, Client Marketing took the extra steps of putting Scaled Scrum on
