除了美国参与者的 scrum 之外，您可能还希望每个人每天都在 wiki 上发布状态和问题。 重点是以最有效的方式进行日常沟通。
You might want to have everyone post status and questions to a wiki daily in addition to the scrum for the US participants. The point is daily communication in the most effective manner.
Actually from experience I feel that working across different time-zones is a blessing in a way. As there is nothing like coming in the morning and seeing stuff has actually progressed and bugs are getting handled, etc... it gives you a warm feeling inside.
Anyways we used mailing lists. Not scrum, but mailing lists, and chats for the emergencies work well enough.
Make the process in such a way that the communication happens through one channel. Have scrum at each place and let them update it on to the Project portal(Wiki) or VSTS or any other single channel. So instead of just one morning scrum let this be two scrums per day so you guys will get the benefit of a 24 hours project running time per day.
Does a rugby team play together in one field?.. Any project will be more successful when key team members are physically present at the same location. Perhaps at different phases it may not be necessary and perhaps video conferencing will help the most, but its not the same when you can spontaneously interact in personam. I would say that wherever most of the team is located, others should relocate there until the project is completed.
Scrum 的一大目的是了解人们正在做什么、计划做什么以及是否存在任何障碍。 这可以通过上面提到的 wiki 来完成。 只要人们每天更新维基，它就具有与站会类似的好处：沟通、展示团队和个人的进展。
One big purpose of the scrum is to know what people are working on, what they plan on working on, and any roadblocks. That COULD be done with the wiki mentioned above. As long as people do their daily updates to the wiki, it has a similar benefit to the stand up meeting: communication, showing group and individual progress.
I've been in this sort of situation, and it really does make project management difficult. One way I've seen this "work" (in quotes because the company eventually went out of business, but it was functional for a while) is to have very clear separation of tasks between the two groups; basically forcing an "interface definition" between the two instances of "developer group". That way, you minimize interdependency while clearly stating the responsibilities of each; and deliverables become simpler. There's still a certain amount of "gawdawful early meeting time", but it gets somewhat minimized.
Having a single participant on their own in India is pretty much a worst case scenario in my opinion. Tools like wikis and having a second scrum will help but the fact that the team is asymmetric is what will really kill things.
You might also try having someone in the main team "buddy" with your team member in India. Their role is to keep the person in India up to date on stuff they might have missed, that happens outside of meetings everyone does manage to attend.
I wrote a white paper on the whole topic of distributed teams. You might find it helpful.
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除了美国参与者的 scrum 之外，您可能还希望每个人每天都在 wiki 上发布状态和问题。 重点是以最有效的方式进行日常沟通。
You might want to have everyone post status and questions to a wiki daily in addition to the scrum for the US participants. The point is daily communication in the most effective manner.
其实从经验来看，我觉得跨时区工作在某种程度上是一种祝福。 因为没有什么比早上来看到事情实际上已经取得进展、错误正在得到处理等等更好的了……这会给你一种内心温暖的感觉。
无论如何，我们使用了邮件列表。 不是 Scrum，而是邮件列表和紧急情况下的聊天就足够了。
Actually from experience I feel that working across different time-zones is a blessing in a way. As there is nothing like coming in the morning and seeing stuff has actually progressed and bugs are getting handled, etc... it gives you a warm feeling inside.
Anyways we used mailing lists. Not scrum, but mailing lists, and chats for the emergencies work well enough.
以这样一种方式进行流程，即通过一个渠道进行沟通。 在每个地方进行 Scrum 并让他们将其更新到项目门户（Wiki）或 VSTS 或任何其他单一渠道。 因此，与其只进行一次早上的 Scrum，不如每天进行两次 Scrum，这样你们就能从每天 24 小时的项目运行时间中受益。
Make the process in such a way that the communication happens through one channel. Have scrum at each place and let them update it on to the Project portal(Wiki) or VSTS or any other single channel. So instead of just one morning scrum let this be two scrums per day so you guys will get the benefit of a 24 hours project running time per day.
橄榄球队是否在同一个场地一起比赛？……当关键团队成员实际出现在同一地点时，任何项目都会更加成功。 也许在不同的阶段可能没有必要，也许视频会议会更有帮助，但当你可以自发地面对面互动时，情况就不一样了。 我想说，无论团队的大部分成员在哪里，其他人都应该搬到那里，直到项目完成。
Does a rugby team play together in one field?.. Any project will be more successful when key team members are physically present at the same location. Perhaps at different phases it may not be necessary and perhaps video conferencing will help the most, but its not the same when you can spontaneously interact in personam. I would say that wherever most of the team is located, others should relocate there until the project is completed.
Scrum 的一大目的是了解人们正在做什么、计划做什么以及是否存在任何障碍。 这可以通过上面提到的 wiki 来完成。 只要人们每天更新维基，它就具有与站会类似的好处：沟通、展示团队和个人的进展。
One big purpose of the scrum is to know what people are working on, what they plan on working on, and any roadblocks. That COULD be done with the wiki mentioned above. As long as people do their daily updates to the wiki, it has a similar benefit to the stand up meeting: communication, showing group and individual progress.
我曾经遇到过这种情况，这确实让项目管理变得困难。 我看到这种“工作”的一种方式（用引号引起来是因为该公司最终倒闭了，但它运行了一段时间）是在两个组之间有非常明确的任务分离； 基本上是在“开发人员组”的两个实例之间强制执行“接口定义”。 这样，您可以最大限度地减少相互依赖，同时明确说明每个人的责任； 并且交付成果变得更加简单。 仍然有一定量的“令人惊叹的提前会议时间”，但它在某种程度上被最小化了。
I've been in this sort of situation, and it really does make project management difficult. One way I've seen this "work" (in quotes because the company eventually went out of business, but it was functional for a while) is to have very clear separation of tasks between the two groups; basically forcing an "interface definition" between the two instances of "developer group". That way, you minimize interdependency while clearly stating the responsibilities of each; and deliverables become simpler. There's still a certain amount of "gawdawful early meeting time", but it gets somewhat minimized.
恕我直言，不，这不值得，不仅因为时区，还因为延迟
IMHO no it's not worth it, not just because of the timezone but also the latency
在我看来，在印度只有一个参与者是最糟糕的情况。 像 wiki 和第二次 Scrum 这样的工具会有所帮助，但团队不对称的事实才是真正会毁掉事情的。
您也可以尝试让主团队中的某人与您在印度的团队成员成为“伙伴”。 他们的作用是让印度人随时了解他们可能错过的最新信息，这些信息发生在每个人都设法参加的会议之外。
我写了一份关于分布式团队整个主题的白皮书。 您可能会发现它很有帮助。
http://www.ademiller.com/blogs/ tech/2008/10/patterns-practices-agile-showcase/
Having a single participant on their own in India is pretty much a worst case scenario in my opinion. Tools like wikis and having a second scrum will help but the fact that the team is asymmetric is what will really kill things.
You might also try having someone in the main team "buddy" with your team member in India. Their role is to keep the person in India up to date on stuff they might have missed, that happens outside of meetings everyone does manage to attend.
I wrote a white paper on the whole topic of distributed teams. You might find it helpful.
http://www.ademiller.com/blogs/tech/2008/10/patterns-practices-agile-showcase/