为什么用scrum_为什么每个人都讨厌scrum以及如何替换它？
为什么用scrum
Indeed, there were times when everything around scrum was innovative, valuable and efficient: from planning to sprints and so on.
确实，有时Scrum周围的所有事物都是创新的，有价值的和高效的：从计划到冲刺等等。
However, recently the number of negative reviews has been escalating.
但是，最近负面评论的数量一直在上升。
From the personal experience, I could see that the last days of sprints are fully dedicated to finishing up last weeks’ sprints – everything to avoid extending tasks for the future. In most cases, this leads only to unnecessary risks.
从个人经验来看，我可以看到冲刺的最后几天完全致力于完成上周的冲刺-一切都是为了避免将来扩展任务。 在大多数情况下，这只会导致不必要的风险。
Why can’t some tasks wait for another week? Do they actually have to be completed before the weekend? Thinking about it, the answer is a definite “no”, but scrum has been teaching us that moving deadlines is bad.
为什么有些任务不能再等待一周？ 他们实际上是否必须在周末之前完成？ 考虑这个问题，答案是肯定的“否”，但是混乱一直在告诉我们，变更期限是不好的。
Coming up with a deadline became a pain of its own sort. Estimating how much effort it will take, how many bugs the team might run into and how hard it will be to fix them, will everyone be 100% present or in training, on holidays, medical leave, are there any national holidays or company parties coming up? Most of these are close to impossible to predict accurately.
提出最后期限成为一种痛苦。 估计需要付出多少努力，团队可能遇到多少错误以及修复这些错误的难度，每个人是否都会100％在场或正在接受培训，假期，病假，是否有国家法定假日或公司聚会？接下来？ 其中大多数几乎无法准确预测。
It seems that scrum is paying too much attention to the work process and not the quality. It frequently uses the ratio of completed tasks to undertaken tasks as the main criterion of developer’s productivity. Having to go back and fix something, or adjust a solution, significantly alters the schedule.
似乎Scrum太在意工作过程，而不是质量。 它经常使用已完成任务与已完成任务的比率作为开发人员生产率的主要标准。 必须回去修复某些问题或调整解决方案，这会极大地改变计划。
We have realized that scrum does not really care about the end result and limits our potential. It is never ideal to have deadline-oriented developers, instead of goal-driven ones.
我们已经意识到scrum并不真正在乎最终结果并限制了我们的潜力。 拥有截止日期的开发人员而不是目标驱动的开发人员从来都不是理想的选择。
Scrum has become a synonym for “agile” long time ago, but now it’s anything but.
很久以前，Scrum已经成为“敏捷”的代名词，但如今已不复存在。
Looking for a new truly agile solution was not an easy task, but we ended up choosing Kanban.
寻找一个新的真正敏捷的解决方案不是一件容易的事，但是我们最终选择了看板。
Kanban probably doesn’t need an introduction either. Most of us have heard the Toyota manufacturing story about three cards multiple times. But when it was adapted to facilitate other processes (including development), Kanban got another life as one of the top agile frameworks.
看板可能也不需要介绍。 我们大多数人都多次听到丰田制造有关三张牌的故事。 但是当将其修改为促进其他流程(包括开发)时，看板又成为了顶级敏捷框架之一。 Scrum vs KanbanScrum vs看板
After reading the paragraphs above, you can safely assume we went for a system not based on deadlines.
阅读以上段落后，您可以放心地假设我们选择的系统不是基于截止日期的。
There are other differences though and we will cover them briefly.
但是，还有其他差异，我们将简要介绍它们。
They are all based around metrics these two frameworks use.
它们全部基于这两个框架使用的度量。
Scrum uses velocity as its main default metric for planning and process improvement and uses Burndown Chart to showcase the process during a specific sprint.
Scrum使用速度作为其计划和流程改进的主要默认指标，并使用Burndown Chart在特定的sprint中展示流程。
Both metrics are supposed to facilitate productivity, but in our experience, they are highly demotivating.
两种指标均应有助于提高生产率，但根据我们的经验，它们非常有激励作用。
On the other hand, Kanban offers a variety of metrics that can be used depending on your business processes.
另一方面，看板提供了可根据您的业务流程使用的各种指标。
Most importantly (for us), there is no required timeboxed iteration and it can even be event driven.
最重要的是(对于我们而言)，没有必需的定时迭代，甚至可以是事件驱动的。
Actually, there are almost no required points, everything is optional: teams can be specialized, new items can be added to an ongoing project, prioritization is optional and so on.
实际上，几乎没有必要的要点，所有内容都是可选的：团队可以专门化，新项目可以添加到正在进行的项目中，优先级是可选的，依此类推。
Kanban is truly agile and gives developers flexibility that is so often needed.
看板真正敏捷，并为开发人员提供了经常需要的灵活性。
Of course, such number of optional features has its own downside — your business will need to take some time to figure out which of the metrics, aspects and principals are suitable for you and your company culture.
当然，如此众多的可选功能有其自身的缺点-您的企业将需要花费一些时间来确定哪些指标，方面和原则适合您和您的公司文化。
Even though timeboxes still bring us nightmares, we haven’t completely moved away from estimating timeframes for our projects. Without an added pressure of a ticking bomb-sprint they provide a sense of direction and give our developers a sense of their future engagements.
尽管时间框仍然给我们带来噩梦，但我们还没有完全摆脱估算项目时间范围的想法。 在没有增加炸弹冲刺声的压力的情况下，它们提供了一种方向感，并为我们的开发人员提供了他们未来参与的感觉。
Having semi-regular meetings can also be beneficial. Here it is important to find a balance: not having too many meetings that only distract from work, but having enough of them that they move the project forward.
召开半定期会议也可能是有益的。 在这里找到一个平衡点很重要：不要举行太多只会分散工作注意力的会议，而要召开足够多的会议以使项目向前发展。
Kanban definitely gives more freedom, but you and your employees have to keep in mind that with freedom comes the responsibility. Or choose a software where you can keep a close eye on them.
看板肯定会赋予更多自由，但是您和您的员工必须记住，自由伴随着责任。 或选择一个可以密切关注它们的软件。
Most organizations don’t need a sophisticated framework to keep track of all the processes. Zadarma offers Kanban inside its free CRM system –
大多数组织不需要复杂的框架来跟踪所有流程。 Zadarma在其免费CRM系统– ZCRM. It comes in handy if you need to try this agile framework pain-free.ZCRM中提供看板。 如果您需要不费吹灰之力地尝试这个敏捷框架，它就会派上用场。
为什么用scrum