Agile development is actually a management culture of enterprise.
The biggest problem the software industry agile development management is currently too much focus on specific forms, while ignoring the agile mind.
Many companies make a few quick coaching setup process, meeting room chairs have announced that from now on we moved away stood a meeting to establish the use of iterative agile management tools, build demand, sub-tasks, but this really means agile ?
Because agility, the boss for this function on the line tomorrow, how to realize I do not care, after all, in response to changes than following a plan.
Because agile, we hope to publish every day at least one version, no way, Agile requires us to rapidly deliver working software.
Because agile, though we have not thought about demand, but this version to ensure that on-line this week, he said the Agile Manifesto, we are pleased to face changes in demand.
Because agile, we project a document did not, after all, the software works than exhaustive documentation.
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We must ask, is this really quick it? The mind is agile team members to work more closely with the completion of Agile development stressed embrace change, but that does not mean the freedom to changing requirements. The essence of agile development is by way of iterative and incremental software development, to prevent serious deviation from the long-closed doors to customer demand, to achieve rapid response to market changes.
Now I would like to share our company in the next hundreds of people development team, while the process dozen projects in development, how to use CORNERSTONE management platform for agile project management.
First, the division of roles
Jeff Sutherland roles SCRUM team divided into three types:
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Development team members responsible for carrying out specific development work;
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Scrum competent to assist in the development team to make things better;
- Product managers and determine what should be done to work to develop content do list.
We develop our role in the actual situation of the system is divided into the following four categories:
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Project Manager: the equivalent of Scrum, is responsible for internal coordination team, called stand-ups, to control the overall project progress. To be clear, the project manager is not a team leader in the traditional sense. With the more popular words, the project manager is more like a servant leader. The project manager should not be called to the team members yelled small, will not tell researchers what to do and how to develop a product, but should focus on research and development staff to help remove obstacles on the road ahead.
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Product Manager: equivalent to the product owner, is responsible for deciding what should be done to work to develop content-do list and prioritize the various issues. In fact, unlike a lot of people understood that prioritize the various issues almost agility is the most important work. why? There is a principle based on decades of research summed up that in any piece of software, 80 per cent from 20 per cent of the value of the function in the field of software development. People always like to say that everyone needs are important, but product managers need to ask yourself, what kinds of requirements can bring the most value to the whole project? These can bring the most value needs must take precedence completed.
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Developers: Developers are project specific development tasks of the perpetrators. They are responsible for the completion of development tasks, development progress and timely feedback.
- Testers: Testers are testing tasks specific project implementers. They are responsible for developing test plans, write test cases, create and return defective.
In CORNERSTONE, we can set different roles and permissions based on specific functions of project members.
Second, gathering requirements (user stories)
Before the project began, the product manager should be based on user demand or market, to write user stories that CORNERSTONE in demand. A good demand (user stories) should meet the general criteria INVEST:
(A) independence (Independent) - make a demand as much as possible independent of other needs. Dependence between demand makes to plan, prioritize and assess workload becomes very difficult, usually we can reduce dependency needs through a combination of demand and decomposition.
(B) can be negotiated (Negotiable) - content requirements can be negotiated if the demand is not a contract.
(Iii) valuable (Valuable) - Each requirement must have value to customers.
(D) can be assessed (Estimable) - need to measure the development team needs to determine priorities and workload, and facilitate the organization of the work plan.
(E) the small size (Small) - to try to maintain a good demand for small-scale, at least make sure that can be completed in an iterative cycle. The greater the demand, the greater the risk in the scheme of arrangement, assessment of the workload.
(Vi) can be tested (Testable) - needs to be a test to make sure it is done. If a demand is not able to test, then you can not know when it can be done.
Based on these principles, CORNERSTONE support when you create demand, demand associated with other (so that we can do a combination of demand to control the granularity of a single demand!), Associated test cases (confirmed demand can be tested!), Associated iteration (to ensure demand can be completed in one iteration!), set priorities and begin deadline.
Third, the sprint planning meeting (Sprint Planning Meeting)
Before each iteration, version of the development started, we will hold a planning meeting, the product owner to explain the demand by all team members together will be responsible for dismantling demand refined into specific development tasks. Graininess development tasks of the best small enough to ensure that a developer can be developed in an iterative cycle.
Sprint planning meeting is generally the product of:
(A) a list of the specific tasks assigned to each developer; 
the minutes (two) meetings, CORNERSTONE provides WIKI function, you can save the minutes of each meeting in the system;
Fourth, the station will daily
After the iterative version, our team usually fixed for about 15 minutes every morning for internal communication. We usually open the Kanban view CORNERSTONE tasks:
Each team member only need three to five-sentence description of the following three questions:
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What did I do yesterday to complete my task;
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I'm going to do to complete my task today;
- Is there any possible impediments can cause I can not complete the task on time.
In general, the project leader needs to focus on helping team members to resolve impediments to assist in all tasks completed on time.
Fifth, always concerned about the progress of the team
In the iterative development process, the project manager need to keep focus on the development progress of the project. Our project managers in general to see the overall completion of the project by project dashboard CORNERSTONE provided; burndown understand by the completion of the task; by defect distribution, the cumulative defect to understand the quality of iteration is complete.
The system comes with a Gantt chart you can always see the division of tasks specific process iterations and each project member circumstances, to achieve a reasonable distribution.
In addition to the above statistics, there is a "report" function belongs to the administrators, the report features include iteration burndown, the code submitted to statistics, the state distribution statistics, daily new curve, a day to complete the curve, the cumulative number of hours of work and members of the curve a list of other statistical information.
VI Assessment Summary
Before each iteration of the bundle, our R & D team members also get together to open assessment will demonstrate the results achieved in this stage of the product to the person in charge to accept assessments. R & D team members will assess the tasks on the list how much has been completed, they are claimed in the sprint stages in this task that is not done too much, or too little unclaimed tasks. CORNERSTONE also provides a summary view to display instructions in such a meeting.
To sum up, in fact, is a way to manage agile, agile will not tell us specifically how each project should do, Jeff Sutherland saying goes, do not guess, to plan, do, check, act. I think this sentence points to the agile nature.