In general, SCRUM will work for this sort of work load. The only difference is that you may have to modify it a little bit so that you can group tasks related to a particular project into the same sprints so that you are not constantly switching projects for every task.
On the up-side, it seems like you are already doing weekly sprints, so it shouldn't be a hard transition.
Lastly, if it seems like there is too much churn going on for a 1-week sprint cycle (you mentioned the "fire fight" mentality causing issues currently), you might want to try 1/2 week sprints.
Kanban would be an easy fit. It is a Lean-Agile approach that allows steady flow and recurring stuff (e.g., recurring planning, recurring demos and releases, recurring retrospectives, whatever, as desired), but because it's flow-based and just-in-time, it's PERFECT for situations where priority changes daily or there's lots of firefighting.
To start Kanban, you could keep your current process and workflow, begin a few practices (visualize work by workflow state on a big poster/board or electronic tool, put work-in-progress limits on each workflow state, and have regular retrospective meetings to continuously improve the process.
Lean and Kanban talk a lot about queuing theory and theory of constraints. The idea to planning is to only plan as much as you need. In a perfect world you would only ever need to know the next-highest priority item, because if you do too much batch planning (or batch anything, hence the WIP limits) that could be considered inventory, which is waste.
Kanban allows prioritizing by things such as urgent customer need, deadline (e.g., penalty if date is missed), normal work, etc., using classes of service and service-level agreements.
For example, issues that are blocking a customer are #1 priority, and might even cause us to exceed WIP limits and switch from in-progress work to satisfy. Such work will be done within 3 days 90% of the time. (Such agreements should be derived from real data, which you'll start to accumulate if you record item state each day, e.g., in a cumulative flow diagram.)
Along with classes of service and SLA's, you can also stipulate that 20% of the team's time should be spent on these urgent ("expedited") issues, 60% on normal work (feature development, for example), and perhaps 20% on continuous improvement, hygiene, technical stories, etc.
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一般来说，SCRUM 适用于此类工作负载。唯一的区别是，您可能需要稍微修改它，以便可以将与特定项目相关的任务分组到相同的冲刺中，这样您就不必为每个任务不断切换项目。
从好的方面来看，您似乎已经在进行每周冲刺，因此这不应该是一个艰难的过渡。
最后，如果 1 周的冲刺周期似乎出现了太多的流失（您提到了当前导致问题的“救火”心态），您可能想尝试 1/2 周的冲刺。
In general, SCRUM will work for this sort of work load. The only difference is that you may have to modify it a little bit so that you can group tasks related to a particular project into the same sprints so that you are not constantly switching projects for every task.
On the up-side, it seems like you are already doing weekly sprints, so it shouldn't be a hard transition.
Lastly, if it seems like there is too much churn going on for a 1-week sprint cycle (you mentioned the "fire fight" mentality causing issues currently), you might want to try 1/2 week sprints.
看板很适合。它是一种精益敏捷方法，允许稳定的流程和重复的内容（例如，重复的计划、重复的演示和发布、重复的回顾，等等，根据需要），但因为它是基于流程的且及时的，所以它非常适合优先级每天都在变化或需要大量救火的情况。
要启动看板，您可以保留当前的流程和工作流程，开始一些实践（在大海报/板或电子工具上按工作流程状态可视化工作，对每个工作流程状态设置正在进行的工作限制，并定期召开回顾会议 精益和看板大量讨论了排队理论和
约束理论，在完美的世界中，您只需要知道下一个最高优先级即可。项目，因为如果你做了太多的批量计划（或批量任何东西，因此 WIP 限制），这可能被视为库存，这是浪费，
看板允许按紧急客户需求、截止日期等事项进行优先级排序（例如，如果错过日期，则将受到处罚）。 ）、正常工作等，例如
，阻碍客户的问题是第一优先级，甚至可能导致我们超出 WIP 限制并从正在进行的工作切换到满足要求 。 90% 的情况下，此类工作将在 3 天内完成。 （此类协议应源自真实数据，如果您每天记录项目状态（例如，在累积流程图中），您将开始积累这些数据。）
除了服务类别和 SLA 之外，您还可以规定 20%团队的时间应该花在这些紧急（“加急”）问题上，60% 的时间花在正常工作（例如功能开发）上，也许 20% 的时间花在持续改进、卫生、技术故事等上。
Kanban would be an easy fit. It is a Lean-Agile approach that allows steady flow and recurring stuff (e.g., recurring planning, recurring demos and releases, recurring retrospectives, whatever, as desired), but because it's flow-based and just-in-time, it's PERFECT for situations where priority changes daily or there's lots of firefighting.
To start Kanban, you could keep your current process and workflow, begin a few practices (visualize work by workflow state on a big poster/board or electronic tool, put work-in-progress limits on each workflow state, and have regular retrospective meetings to continuously improve the process.
Lean and Kanban talk a lot about queuing theory and theory of constraints. The idea to planning is to only plan as much as you need. In a perfect world you would only ever need to know the next-highest priority item, because if you do too much batch planning (or batch anything, hence the WIP limits) that could be considered inventory, which is waste.
Kanban allows prioritizing by things such as urgent customer need, deadline (e.g., penalty if date is missed), normal work, etc., using classes of service and service-level agreements.
For example, issues that are blocking a customer are #1 priority, and might even cause us to exceed WIP limits and switch from in-progress work to satisfy. Such work will be done within 3 days 90% of the time. (Such agreements should be derived from real data, which you'll start to accumulate if you record item state each day, e.g., in a cumulative flow diagram.)
Along with classes of service and SLA's, you can also stipulate that 20% of the team's time should be spent on these urgent ("expedited") issues, 60% on normal work (feature development, for example), and perhaps 20% on continuous improvement, hygiene, technical stories, etc.