该文章是从乔梁的一篇博文链接到原文的，看了之后觉得这些小技巧确实有用，所以把我看到的意思写出来并且将原文转载过来。
我的理解：
在上周伦敦举行的Embedding Agile Methods小型讨论会上，Keith Richards提出了一些有趣的小技巧来检查项目的运行情况：
- 是否团队中的每一个人都能够用粗的画图笔（flip-chart marker）在一张便签纸上写下项目的目标？如果不能，那么项目的“目标”（end game）没有被定义明确并且没有被广泛的接受。
- 走近某个同事对他说“能帮我一个忙么”，然后看他的反应。如果他很不耐烦，那么他可能对工作感到的厌烦和不满。Richards建议尽量去选择那些即使是正在处理问题也会说“我能够帮助你”的人来组建团队，这样的人能够提高协作和团队合作的精神。
- 当项目的一个阶段正式完成时，问一下自己“继续前进是否安全“？如果这个问题让你感觉不舒服，那么实际上你们没有真正的“完成”。
- 你的项目有多少是以严格的项目审查结束的？根据Richards的观点，项目审查对于组织的提高是至关重要的，它可以防止错误重复的发生并且能够在团队间共享知识。
- 当客户说“我改主意了”的时候，团队中的成员会有什么反应？如果他们的反应很消极，那么系统有可能没有那么灵活。
- 要求某个人对一个任务进行修改，在要求之后沉默10秒钟——不要做任何能够引起响应的事情。如果其他的人对此表示不确定或者感到焦虑，那么他们会把它说出来。如果他们也保持沉默的话，那就说明一切都进展顺利。
- 你是否清楚上一项目/迭代的测试花了多少时间？如果你连这个都无法估算的话，那么你收集不到项目良好的实际测量。根据Richards的观点，收集项目的实际测量对于估算实际工作的时间是至关重要的。
- 拿起一份文档，把它反过来看看它的背面有什么。如果你发现有些图表，那么说明文档需要更加明确，因为人们可能需要画这些图表来解释上面的事情。
下面是原文：
During the Embedding Agile Methods mini-conference in London last week, Keith Richards suggested several interesting techniques for checking how a software project is going:
- Can everyone on the team write the aim of the project on a post-it note with a thick flip-chart marker? If not, then the end game is not clearly defined and universally understood.
- Come up to a colleague and say ‘can I ask a favour?’ just to see how they will react. If you get told off, the person is probably not very happy about the work. Richards advised building teams with “those who say can” , even when they are dealing with problems. Such people will improve collaboration and team spirit on the team.
- When a phase of project is officially done, ask yourself “is it safe enough to move on?”. If this question gives you a bad gut-feel, you aren’t done yet.
- How many of your projects ended with a serious project review? This is, according to Richards, crucial for organisational improvement, preventing repeated mistakes and sharing knowledge between teams.
- How would people on the team feel about the customer saying “I’ve changed my mind”. If the response is negative, the system isn’t as flexible as it should be.
- Ask someone for an update on a task and stay completely silent for 10 seconds – don’t do anything to provoke a response. If the other person is unsure or nervous about something, they will start spilling that out. If they too remain silent, things are going OK.
- Do you know how much time was spent on testing on your last project / iteration? If you can’t even estimate this, you aren’t collecting good actual measurements of the project. Collecting actual measurements is, according to Richards, crucial for getting to realistic work estimates.
- Pick up a document, turn it over and see what’s on the back. If you find diagrams, that suggest the need for clarity as people were drawing on it to explain things.