The lengths can vary, but it's a bad planning precedent to let them vary too much.
Keep them consistent in duration and you will get better at planning and delivering. Everything will be measured by how many 10-day sprints it takes to finish a series of use cases.
Keep them consistent in length and you can plan your deliveries, end-user testing, etc., with more accuracy.
The point is to release on time at a consistent pace. A regular schedule makes management slightly simpler and more predictable.
All sprints are iterations but not all iterations are sprints. Iteration is a common term in iterative and incremental development (IID). Scrum is one specialized flavor of IID so it makes sense to specialize the terminology as well. It also helps brand the methodology different from other IID methodologies :)
As to the sprint length: anything goes as long as the sprint is timeboxed i.e. it is finished on the planned date and not "when it's ready". (Or alternatively, in rare occasions, the sprint is terminated prematurely to start a new sprint in case some essential boundary conditions are changed.)
It does help to have the sprints of similar durations. There's less to remember about the sprint schedule and your planning gets more accurate. I like to keep mine at 2 calendar weeks, which will resolve into 8..10 business days outside holiday seasons.
The important thing about a sprint is that: within a sprint the functionality that is to be delivered is fixed.
A sprint is normally an iteration. But you can for example have a 4 week sprint, but have 4 one week "internal" iterations within that sprint.
There is a lot of discussion about the length of sprints. I think that if you do it according to the book they should all be the same length.
We have found that a short first sprint to get the development environment up and running, followed by longer basic functionality sprints, then short sprints towards the end of the project, has worked for us.
"___ is largely an organizational issue caused by long hours, little down time, and continual peer, customer, and superior surveillance"
No this is not the definition of scrum, it is the wikipedia excerpt on the definition of burnout.
Dont do too many short 10 days sprints. You will burnout your team eventually. Use short sprints where you really need them, and don't do too many in a row. Think long-term. A distance runner always paces themselves for the full race and does sprints in short distances only where it matters.
If you burnout your team you can toss out all them fancy scrum charts, they won't do a thing for your team's plummeting productivity.
正如背景一样，速度是分配给在该冲刺期间完全完成的待办事项或故事的估计点的总和。 大多数敏捷支持者（例如 Mike Cohn、Ken Schwaber 和 Jeff Sutherland）建议团队使用“最近的天气”来根据他们认为自己可以在冲刺中投入多少来预测未来。 这意味着使用最近几次冲刺的平均值作为即将到来的冲刺计划会议的估计基础。
Iteration is synonymous with sprint, sprint is just the Scrum terminology.
On the question about sprint length, the only caution I would note is that in Scrum you are using the past sprints to gain a level of predictability on your teams ability to deliver on their commitments for the sprint. They do this by developing a velocity over a number of sprints. A change in the team members or the length of the sprint are factors that will affect the velocity for a sprint, over past sprints.
Just as background, velocity is the sum of estimation points assigned to the backlog items, or stories, that were completely finished during that sprint. Most Agile proponents (Mike Cohn, Ken Schwaber and Jeff Sutherland for instance), recommend that teams use "the recent weather" to base their future estimations on how much they think they can commit to in a sprint. This means using the average from the last few sprints as the basis for an estimate in the upcoming sprint planning session.
Once again, varying the sprint length reduces your teams ability to provide that velocity statistic which the team uses for sprint planning, and the product owner uses for release planning (i.e. predicting when the project will end or what will be in the project at the end).
Where I work we have 2 Sprints to an Iteration. The Iteration demo is before the business stakeholders that don't want to meet after every Sprint, but that is our interpretation of the terminology. Some places may have the terms having equally meaning, I'm just pointing out that where I work they aren't the same thing.
No, sprints can have varying lengths. Where I work we had a half a Sprint to align our Sprints with the Iterations that others in the project from another department were using.
You can change the Sprint length to be anything you want, but likely you'll want to try to find an amount of time that "works well" (which may mean any number of things for your team) and end up sticking with it over time.
Sprint is a kind of Iteration and one can have many Iterations within a single Sprint (e.g. one shall startover or iterate a task if it's failed and still having extra estimated time) or across many Sprints (such as performing ongoing tasks).
Normally, the duration for a Sprint can be one or two weeks, It depends on the time required and the priority of tasks (which could be defined by Product Owner or Scrum Master or the team) from the Product Backlog.
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冲刺==迭代。
长度可以有所不同，但让它们变化太大是一个糟糕的规划先例。
保持它们的持续时间一致，你就会更好地规划和交付。 一切都将通过完成一系列用例所需的 10 天冲刺次数来衡量。
保持它们的长度一致，您可以更准确地计划您的交付、最终用户测试等。
关键是以一致的速度按时发布。 定期的日程安排使管理变得更加简单和可预测。
Sprint == Iteration.
The lengths can vary, but it's a bad planning precedent to let them vary too much.
Keep them consistent in duration and you will get better at planning and delivering. Everything will be measured by how many 10-day sprints it takes to finish a series of use cases.
Keep them consistent in length and you can plan your deliveries, end-user testing, etc., with more accuracy.
The point is to release on time at a consistent pace. A regular schedule makes management slightly simpler and more predictable.
所有冲刺都是迭代，但并非所有迭代都是冲刺。 迭代是迭代和增量开发（IID）中的常用术语。 Scrum 是 IID 的一种特殊形式，因此对术语进行专门化也是有意义的。 它还有助于打造与其他 IID 方法不同的方法论:)
至于冲刺长度：只要冲刺是有时间限制的，即它在计划日期完成，而不是“准备好时”，那么任何事情都会进行。 （或者，在极少数情况下，冲刺会提前终止，以开始新的冲刺，以防某些基本边界条件发生变化。）
拥有相似持续时间的冲刺确实有帮助。 关于冲刺计划需要记住的事情更少，您的计划也会变得更加准确。 我喜欢将我的周期保持在 2 个日历周，这将在假日季节之外分解为 8..10 个工作日。
All sprints are iterations but not all iterations are sprints. Iteration is a common term in iterative and incremental development (IID). Scrum is one specialized flavor of IID so it makes sense to specialize the terminology as well. It also helps brand the methodology different from other IID methodologies :)
As to the sprint length: anything goes as long as the sprint is timeboxed i.e. it is finished on the planned date and not "when it's ready". (Or alternatively, in rare occasions, the sprint is terminated prematurely to start a new sprint in case some essential boundary conditions are changed.)
It does help to have the sprints of similar durations. There's less to remember about the sprint schedule and your planning gets more accurate. I like to keep mine at 2 calendar weeks, which will resolve into 8..10 business days outside holiday seasons.
冲刺的重要一点是：在冲刺内，要交付的功能是固定的。
冲刺通常是迭代。 但是，例如，您可以进行 4 周的冲刺，但在该冲刺内进行 4 次为期一周的“内部”迭代。
关于冲刺的长度有很多讨论。 我认为如果你按照书上的去做，它们应该都是一样的长度。
我们发现，先进行短暂的首次冲刺以启动并运行开发环境，然后进行较长的基本功能冲刺，然后进行简短的冲刺直至项目结束，这对我们很有效。
The important thing about a sprint is that: within a sprint the functionality that is to be delivered is fixed.
A sprint is normally an iteration. But you can for example have a 4 week sprint, but have 4 one week "internal" iterations within that sprint.
There is a lot of discussion about the length of sprints. I think that if you do it according to the book they should all be the same length.
We have found that a short first sprint to get the development environment up and running, followed by longer basic functionality sprints, then short sprints towards the end of the project, has worked for us.
“___ 很大程度上是由长时间工作、很少的停机时间以及持续的同行、客户和上级监督引起的组织问题”
不，这不是 scrum 的定义，这是维基百科对倦怠定义的摘录。
不要做太多短期的 10 天冲刺。 最终你会让你的团队精疲力尽。 在真正需要的地方使用短冲刺，并且不要连续进行太多。 考虑长远。 长跑运动员总是在整个比赛中调整自己的节奏，只在重要的地方进行短距离冲刺。
如果你让你的团队精疲力尽，你可以扔掉所有花哨的 Scrum 图表，它们对你团队生产力的直线下降没有任何帮助。
"___ is largely an organizational issue caused by long hours, little down time, and continual peer, customer, and superior surveillance"
No this is not the definition of scrum, it is the wikipedia excerpt on the definition of burnout.
Dont do too many short 10 days sprints. You will burnout your team eventually. Use short sprints where you really need them, and don't do too many in a row. Think long-term. A distance runner always paces themselves for the full race and does sprints in short distances only where it matters.
If you burnout your team you can toss out all them fancy scrum charts, they won't do a thing for your team's plummeting productivity.
迭代是冲刺的同义词，冲刺只是 Scrum 的术语。
关于冲刺长度的问题，我要注意的唯一警告是，在 Scrum 中，您正在使用过去的冲刺来获得团队兑现冲刺承诺的能力的一定程度的可预测性。 他们通过多次冲刺来提高速度来做到这一点。 与过去的冲刺相比，团队成员的变化或冲刺的长度是影响冲刺速度的因素。
正如背景一样，速度是分配给在该冲刺期间完全完成的待办事项或故事的估计点的总和。 大多数敏捷支持者（例如 Mike Cohn、Ken Schwaber 和 Jeff Sutherland）建议团队使用“最近的天气”来根据他们认为自己可以在冲刺中投入多少来预测未来。 这意味着使用最近几次冲刺的平均值作为即将到来的冲刺计划会议的估计基础。
再次，改变冲刺长度会降低团队提供速度统计数据的能力，团队将使用该速度统计数据进行冲刺计划，产品负责人将其用于发布计划（即预测项目何时结束或项目结束时将包含哪些内容） ）。
我推荐 Mike Cohn 的关于敏捷估算和规划的书概述冲刺、估算和计划如何结合在一起。
Iteration is synonymous with sprint, sprint is just the Scrum terminology.
On the question about sprint length, the only caution I would note is that in Scrum you are using the past sprints to gain a level of predictability on your teams ability to deliver on their commitments for the sprint. They do this by developing a velocity over a number of sprints. A change in the team members or the length of the sprint are factors that will affect the velocity for a sprint, over past sprints.
Just as background, velocity is the sum of estimation points assigned to the backlog items, or stories, that were completely finished during that sprint. Most Agile proponents (Mike Cohn, Ken Schwaber and Jeff Sutherland for instance), recommend that teams use "the recent weather" to base their future estimations on how much they think they can commit to in a sprint. This means using the average from the last few sprints as the basis for an estimate in the upcoming sprint planning session.
Once again, varying the sprint length reduces your teams ability to provide that velocity statistic which the team uses for sprint planning, and the product owner uses for release planning (i.e. predicting when the project will end or what will be in the project at the end).
I recommend Mike Cohn's book on Agile Estimating and Planning to provide an overview of the way sprints, estimation and planning all can fit together.
在我工作的地方，我们有 2 个迭代迭代。 迭代演示摆在业务利益相关者面前，他们不想在每次冲刺后见面，但这就是我们对术语的解释。 有些地方的术语可能具有相同的含义，我只是指出，在我工作的地方，它们不是同一件事。
不，冲刺可以有不同的长度。 在我工作的地方，我们有半个 Sprint 来使我们的 Sprint 与项目中其他部门的其他人正在使用的迭代保持一致。
Where I work we have 2 Sprints to an Iteration. The Iteration demo is before the business stakeholders that don't want to meet after every Sprint, but that is our interpretation of the terminology. Some places may have the terms having equally meaning, I'm just pointing out that where I work they aren't the same thing.
No, sprints can have varying lengths. Where I work we had a half a Sprint to align our Sprints with the Iterations that others in the project from another department were using.
根据我的经验，
单个冲刺（例如，如果任务是这样，则应重新启动或迭代任务）
失败但仍有额外的预计时间）或跨越多个 Sprint
（例如执行正在进行的任务）。
取决于所需的时间和任务的优先级（可以
由产品负责人或 Scrum Master 或团队定义）
积压。
参考：https://en.wikipedia.org/wiki/Scrum_(software_development)
According to my experience
single Sprint (e.g. one shall startover or iterate a task if it's
failed and still having extra estimated time) or across many Sprints
(such as performing ongoing tasks).
depends on the time required and the priority of tasks (which could
be defined by Product Owner or Scrum Master or the team) from the Product
Backlog.
ref: https://en.wikipedia.org/wiki/Scrum_(software_development)
纯 Scrum 中定义的 Sprint 持续时间为 30 个日历日。 然而，迭代长度可以是团队定义的任何长度。
Sprint as defined in pure Scrum has the duration 30 calendar days. However Iteration length could be anything as defined by the team.