I have a team with this situation. My solution is to run each project with week long iterations and allocate an engineer to that project for a number of weeks, where possible. That way each project is only an average of half a week from being worked on if needed.
If you have higher levels of concurrency an alternative strategy would be to keep the short iterations and to set objectives for each iteration that include aspects of each project that requires attention. Multiple, concurrent burndown charts could be maintained to track the work for each project, but I would suggest these are a little academic if you aren't going to have effort expended on each project at a consistent rate. Using this approach would be unorthodox but would give you quick feedback, regular delivery of working software and progress on all the projects that need it so shouldn't rile the agile evangelists.
If you're stuck with this setup, the other responses give some reasonable ideas for dealing with it.
But this is a bad setup, and I'd advocate trying to change the situation. You have too many simultaneous projects, and a work process that doesn't allow teamwork.
If multiple projects have the same stakeholders, try to get the business to merge the projects. If this can't be done, or if it still results in multiple simultaneous projects, try to get the projects to be prioritized by business value so that you can put the whole team on the most important project, finish and deliver it and then move on to the next most important.
This will almost certainly involve getting people outside your team to make some difficult choices, and may be politically difficult, but there are gains for the business, which might help you with selling the change.
Getting a project out the door and in production more quickly will improve the cash-flow/throughput of your company. See throughput accounting.
Putting the whole team on this one project will reduce the impact of a developer absence (see bus number) and will mean your team is actually working as a team rather than as a bunch of individuals who happen to have the same manager.
If you can't get the business to prioritize down to one project at a time, by all means try for two, but with a team of only four developers, you should be doing one.
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我建议看看看板。以下是一些可供探索的链接：
亚马逊上的看板（书籍）
David Anderson 的网站
InfoQ 上的一些看板信息
The Limited Work In Progress Society
I suggest looking at Kanban. Here's some links to explore:
Kanban (the book) on Amazon
David Anderson's site
Some Kanban info on InfoQ
The Limited Work In Progress Society
我有一个团队面临这种情况。我的解决方案是运行每个项目为期一周的迭代，并在可能的情况下为该项目分配一名工程师数周。这样，如果需要的话，每个项目平均只需半周即可完成。
如果您具有更高级别的并发性，替代策略是保持短迭代并为每次迭代设定目标，其中包括每个项目需要关注的方面。可以维护多个并发燃尽图来跟踪每个项目的工作，但我建议如果您不打算以一致的速度在每个项目上花费精力，那么这些有点学术性。使用这种方法可能是非正统的，但会为您提供快速反馈、定期交付工作软件以及所有需要它的项目的进展，因此不应激怒敏捷布道者。
I have a team with this situation. My solution is to run each project with week long iterations and allocate an engineer to that project for a number of weeks, where possible. That way each project is only an average of half a week from being worked on if needed.
If you have higher levels of concurrency an alternative strategy would be to keep the short iterations and to set objectives for each iteration that include aspects of each project that requires attention. Multiple, concurrent burndown charts could be maintained to track the work for each project, but I would suggest these are a little academic if you aren't going to have effort expended on each project at a consistent rate. Using this approach would be unorthodox but would give you quick feedback, regular delivery of working software and progress on all the projects that need it so shouldn't rile the agile evangelists.
如果您坚持这种设置，其他回复会给出一些合理的处理想法。
但这是一个糟糕的设置，我主张尝试改变这种情况。您有太多同时进行的项目，并且工作流程不允许团队合作。
如果多个项目有相同的利益相关者，请尝试让企业合并项目。如果无法做到这一点，或者仍然导致多个同时进行的项目，请尝试根据业务价值对项目进行优先级排序，以便您可以将整个团队放在最重要的项目上，完成并交付它，然后继续进行下一个最重要的任务。
这几乎肯定会涉及让团队之外的人做出一些困难的选择，并且可能在政治上很困难，但对企业来说是有好处的，这可能会帮助你推销变革。
更快地推出项目并投入生产将改善公司的现金流/吞吐量。请参阅吞吐量核算。
让整个团队参与这一项目将减少开发人员缺席的影响（请参阅公交车号码）这意味着您的团队实际上是作为一个团队而不是作为一群碰巧拥有同一经理的个人来工作。
如果您无法让业务一次优先考虑一个项目，请务必尝试两个项目，但对于只有四名开发人员的团队，您应该只做一个项目。
If you're stuck with this setup, the other responses give some reasonable ideas for dealing with it.
But this is a bad setup, and I'd advocate trying to change the situation. You have too many simultaneous projects, and a work process that doesn't allow teamwork.
If multiple projects have the same stakeholders, try to get the business to merge the projects. If this can't be done, or if it still results in multiple simultaneous projects, try to get the projects to be prioritized by business value so that you can put the whole team on the most important project, finish and deliver it and then move on to the next most important.
This will almost certainly involve getting people outside your team to make some difficult choices, and may be politically difficult, but there are gains for the business, which might help you with selling the change.
Getting a project out the door and in production more quickly will improve the cash-flow/throughput of your company. See throughput accounting.
Putting the whole team on this one project will reduce the impact of a developer absence (see bus number) and will mean your team is actually working as a team rather than as a bunch of individuals who happen to have the same manager.
If you can't get the business to prioritize down to one project at a time, by all means try for two, but with a team of only four developers, you should be doing one.