I agree it should be kept Simple Stupid, but most of the Scrum framework can be used here.
I had several people working in this fashion both on projects as well as on maintenance/operational work.
Product Owner/Backlog - There's still an owner thats in charge of defining the business value and prioritizing, right? The backlog should still be there. If he's part of a bigger Scrum enterprise then he probably needs to feed on part of a bigger Product Backlog.
Scrum Team - yep, its either a 1 or 2-person team. So its really SELF-organization... but thats ok! Daily scrum? yes between the 2 persons, or if its just that 1 person at times, good time to go over tasks and problems, think about what impediments need to be surfaced to the Scrum of Scrum or to the Product Owner.
Sprint - Still a good idea, especially if part of a larger Scrum enterprise thats working in sprints, but even without it. Good chance to catch up with PO, demo what you got, energize yourself, retrospect and see what you can do better, plan for the next sprint. Note that in case of working outside of a Scrum enterprise / Scrum of Scrum, sprints can benefit from being shorter than usual since the scope is probably smaller and the planning overhead lower. but it depends on the situation.
Retrospective - yes, it can be held alone. I think killer programmers need to retrospect on their own work/progress and take action on things that hold them back. Even keep a chart in your workspace to help you with making progress.
Task Board / Burndown - Yes, you need those. You can have them in your work space on the wall, they can be small, but they really help even if you're one person. Why can GTD (Getting Things Done) help a single person and a TB/BDC not? If that person is doing project work then a Sprint Burndown and Release Burndown provide a lot of value. If he's doing operational/maintenance work its still a way to verify he's on track or not, and apply relevant measures accordingly.
Scrum Master - the person should be his own scrum master.
Coach - if the organization had a coach helping the teams/SMs/POs, then he should also help this scrum cell...
To sum up - its clear to me that the values and principles underlying Scrum/Agile apply for 1-2 person teams as well. Its also clear that most of Scrum can be applied as well.
The questions is what the individuals involved think.
If the management, the developer, the PO are all on board and believe that the values/principles make sense, and strive to improve, it will work. If they don't, then first get to the point where the overall thinking makes sense, then deal with the individual team...
An ideal team for SCRUM is 8-10 people. So, I don't know how you can make it work for such small team.
Generally, scrum or agile processes are misunderstood by management people. Just by reading about the success ratio of scrum it creates I-want-to-do-it kind of attraction in management people.
There are two facets of over all SCRUM implementation:
Processes: Stand up meetings, retrospection meetings etc.
Engineering Practices: creating clear requirements (user stories), Test automation, continuous integration etc.
IMHO, here your management is looking forward to engineering practices and (may be) some processes as well.
You can adopt these in piecemeal to get in better shape then you may be as of now. (At least in the eyes of management ;-))
Maybe SCRUM is overkill here. Organize into work packages and underlying tasks.
The best way? Keep it simple stupid. Don't bloat the project with to much management overhead. You don't have to use a software for your scrum tasks. Issue trackers like Redmine / JIRA are nice to track your progress and assign tasks. But you can also use a whiteboard with a few magnets and memos (task name). So you can assign tasks via the board ;)
In my experience, Scrum can still be relevant for projects in small teams of a couple of people with existing responsibilities. Here’s why:
It still encourages task breakout and granular estimation.
Sprints are still set units of work which should not change in scope or duration.
Daily stand-up meetings still encourage regular discussion.
You still deliver in iterative cycles.
There is still a burn-down chart to track to.
You still have the retrospective continuous improvement phase.
All of these are equally relevant for a 2 member team or an 8 member team. Don’t be brow-beaten by people saying “there’s only one way to do Scrum” or that you need more than a handful of people to make it work.
就像 Martin K. 所说：保持简单愚蠢。 只需一两个人，不需要“项目管理”之类的。 少废话，直接去做吧。
（这并不是说您不应该遵循预算、支出和衡量进度，而是说不要在不需要的基础设施上浪费时间和金钱）
Scrum is most surely overkill here. Besides, don't think Scrum is a silver bullet and feel left out if you can't implement it in your project. Read Getting Real by 37signals and some other resources on keeping things lean and you'll find that working with a cross-disciplinary team of 1 or 2 is actually quite an impressively productive unit, if the 1 or 2 people involved are willing and able.
Like Martin K. stated: Keep It Simple Stupid. It's just 1 or 2 people, no need to have "project management" as such. Cut out the crap and just do it.
(That isn't to say you shouldn't follow budgets, expences and measure progress, but don't waste time and money on infrastructure that's not needed)
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我同意它应该保持 Simple Stupid，但是大多数 Scrum 框架都可以在这里使用。
我有几个人以这种方式从事项目以及维护/运营工作。
产品负责人/待办事项列表 - 仍然有一个负责人负责定义业务价值和确定优先级，对吧？ 积压的订单应该仍然存在。
如果他是更大的 Scrum 企业的一部分，那么他可能需要依赖更大的 Product Backlog 的一部分。
Scrum 团队 - 是的，它是一个 1 人或 2 人团队。 所以它确实是自组织......但没关系！ 每日例会？ 是的，在 2 个人之间，或者如果有时只有 1 个人，这是检查任务和问题的好时机，考虑需要向 Scrum of Scrum 或产品负责人展示哪些障碍。
Sprint - 仍然是一个好主意，特别是如果是在 Sprint 中工作的大型 Scrum 企业的一部分，但即使没有它。 这是赶上 PO 的好机会，演示你所取得的成果，激励自己，回顾并看看你可以做得更好，为下一个冲刺做好计划。
请注意，如果在 Scrum 企业/Scrum of Scrum 之外工作，冲刺可以受益于比平时更短，因为范围可能更小，规划开销也更低。 但这取决于具体情况。
回顾展——是的，它可以单独举行。 我认为杀手级程序员需要回顾自己的工作/进展，并对阻碍他们的事情采取行动。 甚至可以在工作空间中保留一张图表来帮助您取得进展。
任务板/燃尽图 - 是的，你需要那些。 您可以将它们放在墙上的工作空间中，它们可能很小，但即使您是一个人，它们也确实很有帮助。
为什么 GTD（Getting Things Done）可以帮助一个人，而 TB/BDC 却不能？ 如果那个人正在做项目工作，那么冲刺燃尽图和发布燃尽图会提供很多价值。 如果他正在进行操作/维护工作，这仍然是验证他是否走上正轨并相应地采取相关措施的一种方法。
Scrum Master - 这个人应该是他自己的 Scrum Master。
教练 - 如果组织有一位教练帮助团队/SM/PO，那么他也应该帮助这个 Scrum 单元...
总而言之 - 我很清楚 Scrum/Agile 的价值观和原则适用于 1-2 个人团队也是如此。
很明显，大多数 Scrum 也可以应用。
问题是相关个人的想法。
如果管理层、开发人员、产品负责人都同意并相信价值观/原则有意义，并努力改进，那么它就会起作用。
如果他们不这样做，那么首先要了解整体思维是否有意义，然后再处理单个团队......
I agree it should be kept Simple Stupid, but most of the Scrum framework can be used here.
I had several people working in this fashion both on projects as well as on maintenance/operational work.
Product Owner/Backlog - There's still an owner thats in charge of defining the business value and prioritizing, right? The backlog should still be there.
If he's part of a bigger Scrum enterprise then he probably needs to feed on part of a bigger Product Backlog.
Scrum Team - yep, its either a 1 or 2-person team. So its really SELF-organization... but thats ok! Daily scrum? yes between the 2 persons, or if its just that 1 person at times, good time to go over tasks and problems, think about what impediments need to be surfaced to the Scrum of Scrum or to the Product Owner.
Sprint - Still a good idea, especially if part of a larger Scrum enterprise thats working in sprints, but even without it. Good chance to catch up with PO, demo what you got, energize yourself, retrospect and see what you can do better, plan for the next sprint.
Note that in case of working outside of a Scrum enterprise / Scrum of Scrum, sprints can benefit from being shorter than usual since the scope is probably smaller and the planning overhead lower. but it depends on the situation.
Retrospective - yes, it can be held alone. I think killer programmers need to retrospect on their own work/progress and take action on things that hold them back. Even keep a chart in your workspace to help you with making progress.
Task Board / Burndown - Yes, you need those. You can have them in your work space on the wall, they can be small, but they really help even if you're one person.
Why can GTD (Getting Things Done) help a single person and a TB/BDC not? If that person is doing project work then a Sprint Burndown and Release Burndown provide a lot of value. If he's doing operational/maintenance work its still a way to verify he's on track or not, and apply relevant measures accordingly.
Scrum Master - the person should be his own scrum master.
Coach - if the organization had a coach helping the teams/SMs/POs, then he should also help this scrum cell...
To sum up - its clear to me that the values and principles underlying Scrum/Agile apply for 1-2 person teams as well.
Its also clear that most of Scrum can be applied as well.
The questions is what the individuals involved think.
If the management, the developer, the PO are all on board and believe that the values/principles make sense, and strive to improve, it will work.
If they don't, then first get to the point where the overall thinking makes sense, then deal with the individual team...
SCRUM 的理想团队是 8-10 人。 所以，我不知道如何让它适用于这么小的团队。
一般来说，Scrum 或敏捷流程会被管理人员误解。 仅仅通过阅读有关 Scrum 的成功率，它就会对管理人员产生一种“我想做”的吸引力。
整个 SCRUM 实施有两个方面：
恕我直言，您的管理层期待工程实践和（可能）还有一些过程。
您可以逐步采用这些方法，以获得比现在更好的体形。 （至少在管理层看来；-））
An ideal team for SCRUM is 8-10 people. So, I don't know how you can make it work for such small team.
Generally, scrum or agile processes are misunderstood by management people. Just by reading about the success ratio of scrum it creates I-want-to-do-it kind of attraction in management people.
There are two facets of over all SCRUM implementation:
IMHO, here your management is looking forward to engineering practices and (may be) some processes as well.
You can adopt these in piecemeal to get in better shape then you may be as of now. (At least in the eyes of management ;-))
也许 SCRUM 在这里有点矫枉过正了。 组织成工作包和基础任务。
最好的办法？ 保持简单愚蠢。 不要用太多的管理开销来使项目变得臃肿。 您不必使用软件来完成 Scrum 任务。 像 Redmine / JIRA 这样的问题跟踪器非常适合跟踪您的进度并分配任务。 但您也可以使用带有一些磁铁和备忘录（任务名称）的白板。 因此您可以通过看板分配任务；）
Maybe SCRUM is overkill here. Organize into work packages and underlying tasks.
The best way? Keep it simple stupid. Don't bloat the project with to much management overhead. You don't have to use a software for your scrum tasks. Issue trackers like Redmine / JIRA are nice to track your progress and assign tasks. But you can also use a whiteboard with a few magnets and memos (task name). So you can assign tasks via the board ;)
根据我的经验，Scrum 仍然适用于由几个人承担现有职责的小团队中的项目。 原因如下：
所有这些对于 2 人团队或 8 人团队同样重要。 不要因为有人说“Scrum 只有一种方法”或者你需要很多人才能让它发挥作用而感到震惊。
In my experience, Scrum can still be relevant for projects in small teams of a couple of people with existing responsibilities. Here’s why:
All of these are equally relevant for a 2 member team or an 8 member team. Don’t be brow-beaten by people saying “there’s only one way to do Scrum” or that you need more than a handful of people to make it work.
Scrum 在这里肯定是矫枉过正了。 此外，不要认为 Scrum 是灵丹妙药，如果您无法在项目中实施它，就会感到被排除在外。 阅读 37signals 的 Getting Real 和其他一些关于保持精简的资源，您会发现，如果参与其中的 1 或 2 人愿意并且有能力，与 1 或 2 人组成的跨学科团队合作实际上是一个非常高效的单位。
就像 Martin K. 所说：保持简单愚蠢。 只需一两个人，不需要“项目管理”之类的。 少废话，直接去做吧。
（这并不是说您不应该遵循预算、支出和衡量进度，而是说不要在不需要的基础设施上浪费时间和金钱）
Scrum is most surely overkill here. Besides, don't think Scrum is a silver bullet and feel left out if you can't implement it in your project. Read Getting Real by 37signals and some other resources on keeping things lean and you'll find that working with a cross-disciplinary team of 1 or 2 is actually quite an impressively productive unit, if the 1 or 2 people involved are willing and able.
Like Martin K. stated: Keep It Simple Stupid. It's just 1 or 2 people, no need to have "project management" as such. Cut out the crap and just do it.
(That isn't to say you shouldn't follow budgets, expences and measure progress, but don't waste time and money on infrastructure that's not needed)