Antecedent review, we learned that on a background of agile origin, declarations, principles; above also made preliminary comb. Today we begin to uncover the second layer of "life cycle" agile mystery. Reference to "life cycle" Detailed everyone certainly no stranger to IT is true that languages: C, C ++, C #, JAVA and so will have its own life cycle, everyone also play a thief slipped. Now today, life cycle development do not speak the language, the agile life cycle.
Mentioned agile project life cycle, from the first traditional talking about. Whether we are accustomed to do first program (research needs) -> Document Analysis -> OK Requirements -> Design (prototype) -> OK -> Encoding -> test -> implementation of delivery -> Normandy D-Day (beginning of a nightmare); or such is the demand -> design -> implementation -> Normandy D-day to reproduce.
See here, do not be surprised, why I repeat mention Normandy D-Day, many in the film, which is portrayed as the heroic action by the world famous. But I want to say is, IT sector do not advocate such heroic and tragic. We do not promote personal independence war, focus on teamwork and customer cooperation + + = continuous flexible policies have output quality.
Team takes many forms, all kinds of people, there are a variety of embodiments, we want to summarize the characteristics of a successful project / failure to form an effective team management. Here, could not help but say: "Do not fear failure, failure to face, from which extracted for team members to learn, something right experience and methods change.
从上面我们可以看出，我所提的两种方式可以归纳到”预测型生命周期“，何为预测型生命周期？这是一种传统的方法，和ASP一样古老，即提前进行大量的计划工作，然后一次连续执行，直至项目编码终结。在该过程中，不会有任何的商业或功能的交付。这种方法有效，也有弊端。这里只讲弊端，设想一下这么个场景，A集团下分部IT，某天接到A的指示，做一个OA系统。OK，部门负责人开始走”分析->设计->创建->测试->交付“这么一个流程。逻辑上没有问题，但A只有在IT部交付那一刻，才知道软件的功能。该过程期间A一直在想，这群人在做什么？是不是在偷懒？进度无法得知，那么，奖金、KPI怎么算？IT部负责人在人员气氛不稳时，向A申请经费或时间来活跃气氛，A会同意吗？往往是开始A对IT部很信任，越往后信任度越低，自然各种福利待遇会逐渐减少。团队成员会觉得被无情压榨，部门负责人也相当委屈，长久以来，效率低、士气低、人员流动性大。上节我们有讲过团队人最重要，人才流失产品质量往往大折扣。最终两个结果，1.负责人引咎辞职；2.产品严重不符合预期，后期不断的修改，人员怨声载道，工期一拖再拖，项目以流产告终.....
迭代型生命周期：这种方法允许对未完成的工作进行反馈，从而改变和修改工作的方法，项目复杂度高、变更频繁适用这种方式，自然”瀑布式\预测型生命周期“也适合这种方式。优势在于反馈-更改，进度可控，质量可控。相信很多企业在用这种方式。
基于第一种的方式，我们更改下故事；小A接任上一任负责人，负责项目开发。小A基于以往踩过的坑，决定采用定期向总部交付，那怕软件不完整，也要交付。
我们来看看小A是怎么做的，每次交付时，会在集团区里进行汇报：
1.本周期更新了什么。
2.参与人有哪些。
3.测试人员有哪些。
4.下次预估会交付哪些内容。
收获自然受到集团的好评，集团知道进度可控，对IT部信心增加，那么集团/客户会更放手让团队去施展。笔者一直认为”一个好的领导，做事要有策略、手段。敏锐感知团队、客户的动向，发现异常后及时通过一定的手段进行调整，将利益最大化。而不是，踩着部下向上爬..一味的去迎合客户、上级，会翻车的。“
扯远了，还有个好处是，通过这种方法，项目在开发过程中，方向不会偏离，质量有保证。组员不会因为无休止的修复未预料到的需求，加深组员对产品、对团队、对领导者的信心，逐步像敏捷过度。这种就是增量型生命周期。
再讲一个故事，最后一个。小A通过"增量型生命周"发现，队员已经习惯这种高效的方法来工作且收获颇深。小A决定换一种方法，即采用故事、将故事拆分成一个个章节，通过卡片、时间盒的方式进行研发。
真正做到客户/领导/组员对当下工作清晰明了，每日组员主动领取任务，通过看板、软件等方式进行质量进度管理。Scrum/负责人一定要合理分配时间盒、严格按照约定的时间进行掌控。小A深知人是有惰性的，要怀疑一切，故小A无时无刻在调配组员在工作中需要的各项组员，严格把关，真做到”领导分配->组员领取“到”人人主动拉去任务，领取->反馈“的过度，人人都是团队的小主人，领导负责人即使仆人。正是通过”需求->分析->设计->创建->测试“这种方式基于”迭代的敏捷生命周期方式“，将需求隔离，限制WIP，小A职务获取了更高一步的提升，团队人员收入也进行了一次大的调整，客户/公司利益得到最大化，实现双赢。
当然还有基于流程的敏捷生命周期：从TODO List中提去部分功能开始工作，而不是按照基于迭代的进度计划开始工作。工作流的价值就体现出来了，限制在制WIP数，便于及时发现问题，减少需求表更式的返工，有团队、业务方决定规划、产品评审与回顾。
"Demand Change -> Analysis -> Create -> test -> limit the number of WIP" process development, process is characteristic of agile lifecycle. WIP is the first to propose and Toyota applications, WIP will talk about in a special course, not be repeated here.
| method | characteristic | action | Deliver | Goal / outcome |
|---|---|---|---|---|
| Predictive | fixed | Throughout the project execution time | single | Management costs increase |
| Iterative | Variety | Repeat until the correct | single | Correct and effective |
| Incremental | Variety | To perform a given increment | Frequent Partial | speed |
| Agility | Variety | Repeat until the correct | Frequent Partial | The maximum customer benefit |
Two important concepts of agile iterative and incremental life cycle when:
Iteration: like sketches or copy, by every delivery, repeated truth-seeking process, the quality of the software / project has become increasingly clear, so as to enhance the quality of software / project.
Incremental: Like puzzles, each delivery a little more, by accumulating the number of features that make the quality of software / project has become increasingly clear, so as to enhance the quality of software / project.
Believe that here, you may have questions, talk so much, in the end which is suitable, you can not use both? Congratulations, you have entered the agile development model.
Mixed life cycle: the project is not using a single method, doctors to diagnose patients by "look and smell", the project is no exception. It needs through a variety of combinations, according to the different periods of agile way to set up for the team. Example: "forecast, iterative, incremental, agile: Iterative, incremental" or a combination of coordination (servant) style approach, Scrum, Kanban, XP and other elements to build a cross-functional approach to Steering Group members, including sprint plans, Hitachi will, review, review / re-set agile project development approach. Goal of project management is under certain circumstances, the use of the best way to create maximum business value.
Finally, long-winded one, "there is no fixed mode, only to meet a variety of combinations of the moment", level of experience of the team, the cooperation of customers, projects require more teamwork, team members lack experience in agile methods, etc. should be considered as the elements of.
"In my long life, how many small bullets and shrapnel fell on my body, coming from nowhere, struck my heart, so I left a lot of bullet wounds.
And when my life is almost old age, these countless wounds began to heal.
in a place that once injured, they grow out of thought to. "" birth of the idea "comes Quotations