敏捷道路上的五大障礙

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backlog和sprint review)的同時不改變原有的組織結構,也能讓敏捷行之有效"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"最有可能出現這種情況的環境"}]},{"type":"numberedlist","attrs":{"start":1,"normalizeStart":1},"content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":1,"align":null,"origin":null},"content":[{"type":"text","text":"傳統行業中的組織,例如印刷出版公司"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":2,"align":null,"origin":null},"content":[{"type":"text","text":"存在“經理”的傳統權力分層結構"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":3,"align":null,"origin":null},"content":[{"type":"text","text":"組織不像科技公司那樣深度接觸敏捷理念和實踐"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何打破這個障礙"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"鼓勵所有人蔘與分佈式權力結構,例如:"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"創建和維護一個共享的心智模型,例如團隊章程、願景聲明"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"共同決定組織需要做什麼事情,以及如何做到它們"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"跟蹤進度以確保生產力,提供所需的輸出"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"成功打破障礙、實現敏捷後,可以看到這樣的成果……"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大家會共聚一堂,共同就團隊實現或超越其SLO的具體方式創建相應的協議,達成共識。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"2、團隊凝聚力差"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"換句話說:團隊沒有形成一個有凝聚力的組織,而是各自爲戰"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"原因"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"個體將自己的目標置於團隊需求之上"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"不同團隊成員就團隊該如何完成工作的問題存在衝突"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"團隊中的工程師沒有發自內心產生的團隊合作動機"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"最有可能出現這種情況的環境"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"團隊中的許多成員是在不同時間加入進來的,沒有和其他人“打成一片”"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"牛仔開發者文化,每個人都優先在爲自己考慮"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何打破這個障礙"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"讓每個人都負起團隊合作的責任,例如爲團隊OKR做出貢獻"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"鼓勵團隊成員以建設性的方式評論彼此的工作"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每日scrum或站會之外再舉辦一些定期社交聚會"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"成功打破障礙、實現敏捷後,可以看到這樣的成果……"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"整個團隊會作爲一個整體SLO目標,獲得整體獎勵,而並不會過分強調個體表現。在團隊內部,成員之間依舊可以排定榮譽級別,但外在的獎勵(來自上級和外部)總是屬於團隊整體的。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"3、缺乏冗餘"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"換句話說:團隊人手不足時沒有後備力量"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"原因"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每個人都被要求留在自己的車道上,或者他們自己就更願意這麼做"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"成員職責被細分到非常具體的級別"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"最有可能出現這種情況的環境"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其實很多時候都會有這種情況發生,沒有特別突出的場景"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何打破這個障礙"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"舉辦交叉培訓課程,向更有經驗的隊友學習"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"實施相鄰角色的工作輪換(例如,每個團隊成員應將10%的工作時間花在非核心活動上)"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在日常scrum中促進相關角色之間的交流,鼓勵他們互相幫助"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"重複的角色(即2個或更多具有相同職責的成員)安排也是可行的,但這裏也有風險,因爲在沒有設置常規任務邊界時人們很容易干擾相同崗位的同事的工作"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"成功打破障礙、實現敏捷後,可以看到這樣的成果……"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"一名混沌工程師突然離開了公司,剩下的成員平穩接手工作。他們有一些混沌實踐的經驗,並主動向其他團隊尋求幫助。他們在下一個sprint中調整了工作負載,以將認知負荷保持在合理的水平上。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"4、薄弱的學習文化"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"換句話說:不要重新發明輪子,只把工作做好就行了"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"原因"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每個人都急着把事情做完,然後趕快回家"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了sprint結束時的強制性要求之外,敏捷流程中沒有任何學習環節"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"最有可能出現這種情況的環境"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"有的團隊習慣了僱傭“專家”,這些專家認爲自己已經瞭解世界的運轉方式,並沒有持續學習和改進的動力和慾望"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"領導層認爲AAR和事後分析並不重要"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"如何打破這個障礙"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"分享在受人尊敬的公司中失敗的故事來嚇唬團隊"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"建議在突發事件後增加深度學習課程"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"使用微學習工具,可在對認知負荷影響最小的前提下分享改進想法"}]}]}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"成功打破障礙、實現敏捷後,可以看到這樣的成果……"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"每個團隊成員都在努力尋找和分享關於如何改進事件分析任務的想法。當團隊聚在一起討論事件時,這是很有用的。"}]},{"type":"heading","attrs":{"align":null,"level":2},"content":[{"type":"text","text":"5、團隊自治度低下"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"換句話說:團隊沒有獨立充分發揮實力的空間"}]},{"type":"heading","attrs":{"align":null,"level":3},"content":[{"type":"text","text":"原因"}]},{"type":"bulletedlist","content":[{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"其他團隊使用更大的政治影響力來讓本團隊成員分心"}]}]},{"type":"listitem","attrs":{"listStyle":null},"content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"外部利益相關者(如2級經理)會干預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