Well, a couple of things might help - In the SCRUM process, there is the concept of Product Owner wchich is a Pig Role, this represents the customer. So you can invite the PLM or the client's main contact to your SCRUM's meeting. This will give your customer's some buy-in into your process and will get them to work "with" you on your goals - Weekly builds to the client might help. So, the basic idea of the weekly drops is to show the customer "progress". So if for a few weeks there is no progress, this should raise the question "why?" and then you should be able to explain that it is for the lack of requirements finalization.
Sounds like the BAs may not be handing you your user stories for the sprint in a timely manner.
I take it that there is no sprint planning sessions from what you say.
Given that one of the big tenets of Scrum is that the development team takes responsibility for what they will work on per sprint, it sounds like this ain't too agile to me! (-:
Don't wait. Build a prototype based on whatever minimal requirements you do have and get feedback ASAP from the product owner. More often than not they don't know what they want anyway - if you can show them something tangible as a starting point you're more likely to get useful feedback. Also, once you have a better idea of the real requirements you will probably have already gained a lot of insight from developing your prototype.
If I understand your situation correctly, the BAs are the ones falling behind. There are two things you could try.
Try either small sprints or smaller requirement chunks. Either way the work for the BAs should be more concise and managable.
Take an interation to rework or bug squash. That should give the BAs sometime to get ahead of the curve.
If, however, the problem is that the BAs need to see the previous requirements in the "wild" before making more requirements you have much bigger issues. :)
在我看来，这些并不能真正独立地作为故事，也许 BA 团队需要重新评估他们如何编写故事。 我的意思是你不能用定制的 X 屏幕真正“讲故事”。 理论上，故事应该类似于“当用户进入屏幕 X 时，他们应该能够修改（并保存）floozit”
At a previous position we managed this by asking our business customers to be a week ahead or so. Sure this breaks from some of the strict interpretations of agile but it made things so much easier. We would have both testing and the business working a week or 2 off from development so when developers were working on iteration 2 testing is working on what came out of IT1 and the business is on IT3. Priority was always given to active development so sometimes it broke down if a story was particularly flexible (i.e. the business had to spend lots of time revising things mid iteration) but overall it worked well.
Update to respond to the questioneers Update
It seems to me those don't really stand on their own as stories then and maybe the BA team needs to reevaluate how they are writing stories. I mean you can't reall "tell a tale" with customize X screen. In theory a story should be something like "When the user goes to screen X they should be able to modify (and save) the floozit"
您的用户故事不完整。 “自定义 X 屏幕”是一项任务，它不描述任何要求或完成标准。 用户故事应该类似于“允许 Nancy 查看库存中商品的相关采购订单”。 然后将其分解为您可以在冲刺期间完成的任务。
一旦 BA 开发出可行的用户故事，然后将其添加到您的产品待办事项列表中，确定其优先级，并为最重要的待办事项项目规划冲刺。 BA 应该独立于您的冲刺来开发用户故事并添加到您的积压工作中，从而不会阻碍您。 在冲刺期间，任务完成并且用户故事不会改变。 发布后，客户提供反馈，这些反馈作为更多用户故事进入产品待办事项列表中。
Your user stories are incomplete. 'Customize X screen' is a task, it doesn't describe any requirements or completion criteria. The user story should be something like 'Allow Nancy to see the related purchase orders for an item in inventory'. Then break that down into tasks during your sprint that you can work on.
Once the BAs have developed a workable user story then add it to your product backlog, prioritize it, and plan your sprints for the top backlog items. The BAs should be developing user stories and adding to your backlog independent of your sprints, and thus not blocking you. During a sprint the tasks are completed and the user story does not change. After releasing the customer provides feedback which goes into the product backlog as more user stories.
Option 1, Under SCRUM, you should have a Product Owner who is managing your product backlog, which is supposed to contain requests for features of the software. If the feature consists of something vague like 'Customize screen X' and you decide to add that to your sprint, then the sprint tasks should be concrete, decomposed tasks, and I would say one of those tasks has to be 'Define requirements for screen X'.
During the daily SCRUM, when you're asking your three questions of each team member, the developer who has that screen mod task will say "I'm blocked waiting for requirements from the BA.", and your scrum master does what they can to get that moving along.
option 2, in my opinion, is that items do not go into your product backlog until they're defined well enough to do at least some productive work on. We all know requirements change, but the point is that you're supposed to have enough to start with.
As it is said above, usually at the beginning of each sprint you should prioritize the existing backlog and pick some stories for the current sprint. If there is not enough user stories for the developers, you should shift developers to another project and let the product owner some time to create a decent (=large enough to feed some team) backlog for the project.
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“用户故事”是未来对话的占位符，因此请站在客户面前询问他们； 如果那是 BA 的工作，那就生火；-)
the "user story" is a placeholder for a future conversation, so get in front of the customer and ask them; if that's the BA's job, light a fire ;-)
嗯，有几件事可能会有所帮助
- 在 SCRUM 流程中，有一个 Product Owner 的概念，它是一个 Pig Role，代表客户。 因此，您可以邀请 PLM 或客户的主要联系人参加您的 SCRUM 会议。 这将使您的客户对您的流程有一定程度的支持，并让他们“与”您一起实现您的目标
- 每周为客户构建可能会有所帮助。 所以，每周下降的基本想法是向客户展示“进步”。 因此，如果几周内没有任何进展，就应该提出“为什么？”的问题。 然后你应该能够解释这是因为缺乏需求最终确定。
希望这可以帮助
Well, a couple of things might help
- In the SCRUM process, there is the concept of Product Owner wchich is a Pig Role, this represents the customer. So you can invite the PLM or the client's main contact to your SCRUM's meeting. This will give your customer's some buy-in into your process and will get them to work "with" you on your goals
- Weekly builds to the client might help. So, the basic idea of the weekly drops is to show the customer "progress". So if for a few weeks there is no progress, this should raise the question "why?" and then you should be able to explain that it is for the lack of requirements finalization.
Hope this helps
听起来 BA 可能没有及时向您提供冲刺的用户故事。
我认为你所说的没有冲刺计划会议。
鉴于 Scrum 的一大原则是开发团队对每个冲刺的工作负责，听起来这对我来说不太敏捷！ （-：
除了短冲刺之外。
Sounds like the BAs may not be handing you your user stories for the sprint in a timely manner.
I take it that there is no sprint planning sessions from what you say.
Given that one of the big tenets of Scrum is that the development team takes responsibility for what they will work on per sprint, it sounds like this ain't too agile to me! (-:
Apart from having short sprints that is.
别等了。 根据您的最低要求构建原型，并尽快从产品负责人那里获得反馈。 通常情况下，他们并不知道自己想要什么——如果你可以向他们展示一些切实可行的东西作为起点，你就更有可能获得有用的反馈。 此外，一旦您更好地了解了实际需求，您可能已经从开发原型中获得了很多见解。
Don't wait. Build a prototype based on whatever minimal requirements you do have and get feedback ASAP from the product owner. More often than not they don't know what they want anyway - if you can show them something tangible as a starting point you're more likely to get useful feedback. Also, once you have a better idea of the real requirements you will probably have already gained a lot of insight from developing your prototype.
如果我对你的情况理解正确的话，BA是落后的。 您可以尝试以下两件事。
尝试小冲刺或更小的需求块。 无论哪种方式，BA 的工作都应该更加简洁和易于管理。
进行交互以进行返工或消除 bug。 这应该会给 BA 一些时间来走在前面。
然而，如果问题是业务主管需要在提出更多要求之前“野外”查看以前的要求，那么您就会遇到更大的问题。 :)
If I understand your situation correctly, the BAs are the ones falling behind. There are two things you could try.
Try either small sprints or smaller requirement chunks. Either way the work for the BAs should be more concise and managable.
Take an interation to rework or bug squash. That should give the BAs sometime to get ahead of the curve.
If, however, the problem is that the BAs need to see the previous requirements in the "wild" before making more requirements you have much bigger issues. :)
在之前的职位上，我们通过要求我们的商业客户提前一周左右来解决这个问题。 当然，这打破了敏捷的一些严格解释，但它使事情变得更加容易。 我们会让测试和业务在开发中休息一两周，因此当开发人员进行第 2 次迭代时，测试正在研究 IT1 的结果，而业务则在 IT3 上进行。 始终优先考虑主动开发，因此有时如果故事特别灵活（即业务必须花费大量时间在迭代中修改内容），它就会崩溃，但总体而言效果良好。
更新以回应提问者更新
在我看来，这些并不能真正独立地作为故事，也许 BA 团队需要重新评估他们如何编写故事。 我的意思是你不能用定制的 X 屏幕真正“讲故事”。 理论上，故事应该类似于“当用户进入屏幕 X 时，他们应该能够修改（并保存）floozit”
At a previous position we managed this by asking our business customers to be a week ahead or so. Sure this breaks from some of the strict interpretations of agile but it made things so much easier. We would have both testing and the business working a week or 2 off from development so when developers were working on iteration 2 testing is working on what came out of IT1 and the business is on IT3. Priority was always given to active development so sometimes it broke down if a story was particularly flexible (i.e. the business had to spend lots of time revising things mid iteration) but overall it worked well.
Update to respond to the questioneers Update
It seems to me those don't really stand on their own as stories then and maybe the BA team needs to reevaluate how they are writing stories. I mean you can't reall "tell a tale" with customize X screen. In theory a story should be something like "When the user goes to screen X they should be able to modify (and save) the floozit"
您的用户故事不完整。 “自定义 X 屏幕”是一项任务，它不描述任何要求或完成标准。 用户故事应该类似于“允许 Nancy 查看库存中商品的相关采购订单”。 然后将其分解为您可以在冲刺期间完成的任务。
一旦 BA 开发出可行的用户故事，然后将其添加到您的产品待办事项列表中，确定其优先级，并为最重要的待办事项项目规划冲刺。 BA 应该独立于您的冲刺来开发用户故事并添加到您的积压工作中，从而不会阻碍您。 在冲刺期间，任务完成并且用户故事不会改变。 发布后，客户提供反馈，这些反馈作为更多用户故事进入产品待办事项列表中。
Your user stories are incomplete. 'Customize X screen' is a task, it doesn't describe any requirements or completion criteria. The user story should be something like 'Allow Nancy to see the related purchase orders for an item in inventory'. Then break that down into tasks during your sprint that you can work on.
Once the BAs have developed a workable user story then add it to your product backlog, prioritize it, and plan your sprints for the top backlog items. The BAs should be developing user stories and adding to your backlog independent of your sprints, and thus not blocking you. During a sprint the tasks are completed and the user story does not change. After releasing the customer provides feedback which goes into the product backlog as more user stories.
我看到了几种处理此问题的方法：
选项 1，在 SCRUM 下，您应该有一个产品负责人来管理您的产品待办事项，其中应该包含对软件功能的请求。 如果该功能包含诸如“自定义屏幕 X”之类的模糊内容，并且您决定将其添加到您的冲刺中，那么冲刺任务应该是具体的、分解的任务，我想说这些任务之一必须是“定义屏幕的要求” X'。
在每日 SCRUM 期间，当您向每个团队成员询问三个问题时，负责屏幕修改任务的开发人员会说“我在等待 BA 的要求时遇到困难。”，而您的 Scrum Master 会尽力而为让它继续下去。
在我看来，选项 2 是在项目被定义得足够好以至少可以完成一些富有成效的工作之前，它们不会进入您的产品待办事项列表。 我们都知道需求会发生变化，但重点是您应该有足够的资源来开始。
I see a few ways to handle this:
Option 1, Under SCRUM, you should have a Product Owner who is managing your product backlog, which is supposed to contain requests for features of the software. If the feature consists of something vague like 'Customize screen X' and you decide to add that to your sprint, then the sprint tasks should be concrete, decomposed tasks, and I would say one of those tasks has to be 'Define requirements for screen X'.
During the daily SCRUM, when you're asking your three questions of each team member, the developer who has that screen mod task will say "I'm blocked waiting for requirements from the BA.", and your scrum master does what they can to get that moving along.
option 2, in my opinion, is that items do not go into your product backlog until they're defined well enough to do at least some productive work on. We all know requirements change, but the point is that you're supposed to have enough to start with.
简单的。
让自己在 Scrum 严格规则之外思考，并回归精益根源：
http://availagility.wordpress.com /2008/04/09/软件开发看板系统/
http://leansoftwareengineering.com/2007 /10/31/小型看板团队的电子表格示例/
http://www.infoq.com/articles/hiranabe-lean-agile-看板
相信我，一旦你开始这个流程，你就永远不会回头。
Easy.
Allow yourself to think outside of Scrum's strict rules, and get back to your lean roots:
http://availagility.wordpress.com/2008/04/09/a-kanban-system-for-software-development/
http://leansoftwareengineering.com/2007/10/31/spreadsheet-example-for-a-small-kanban-team/
http://www.infoq.com/articles/hiranabe-lean-agile-kanban
Trust me, once you get that flow going, you'll never look back.
如上所述，通常在每个冲刺开始时，您应该优先考虑现有的积压工作，并为当前冲刺选择一些故事。 如果开发人员没有足够的用户故事，您应该将开发人员转移到另一个项目，并让产品所有者一些时间为该项目创建一个体面的（=足够大以养活某些团队）积压工作。
As it is said above, usually at the beginning of each sprint you should prioritize the existing backlog and pick some stories for the current sprint. If there is not enough user stories for the developers, you should shift developers to another project and let the product owner some time to create a decent (=large enough to feed some team) backlog for the project.