{"id":17106,"date":"2021-12-10T20:41:50","date_gmt":"2021-12-10T17:41:50","guid":{"rendered":"https:\/\/projera.com\/kitap-incelemesi-scrum-the-art-of-doing-twice-the-work-in-half-the-time\/"},"modified":"2023-11-26T14:13:20","modified_gmt":"2023-11-26T11:13:20","slug":"kitap-incelemesi-scrum-the-art-of-doing-twice-the-work-in-half-the-time","status":"publish","type":"post","link":"https:\/\/projera.com\/tr\/kitap-incelemesi-scrum-the-art-of-doing-twice-the-work-in-half-the-time\/","title":{"rendered":"Kitap \u0130ncelemesi: Scrum, The Art of Doing Twice the Work in Half the Time"},"content":{"rendered":"\t\t
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“Scrum, The Art of Doing Twice the Work in Half the Time”,<\/strong>Scrum’un neden ortaya \u00e7\u0131kt\u0131\u011f\u0131n\u0131 anlaman\u0131za yard\u0131mc\u0131 olmak i\u00e7in harika bir ba\u015flang\u0131\u00e7 noktas\u0131d\u0131r.<\/p>\n

Yazar Jeff Sutherland, Scrum’u ve evrimini sava\u015f pilotu, yaz\u0131l\u0131m geli\u015ftirici, problem \u00e7\u00f6z\u00fcc\u00fc, e\u011fitmen, ara\u015ft\u0131rmac\u0131 ve ko\u00e7 olarak ge\u00e7mi\u015finden anekdotlarla tan\u0131ml\u0131yor.<\/p>\n

Kitap dokuz farkl\u0131 b\u00f6l\u00fcme ayr\u0131lm\u0131\u015f olup, her b\u00f6l\u00fcm\u00fcn sonunda bir sonu\u00e7 bulunmaktad\u0131r.<\/p>\n

Birinci B\u00f6l\u00fcm: D\u00fcnyan\u0131n i\u015fleyi\u015fi bozuk<\/h2>\n

FBI i\u00e7indeki bir projenin hikayesini anlat\u0131yor; proje geleneksel y\u00f6ntemlerle ba\u015flad\u0131, ancak iyi gitmedi ve Scrum ile yeniden hayata d\u00f6nd\u00fc.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Planlama faydal\u0131d\u0131r. K\u00f6r\u00fc k\u00f6r\u00fcne planlara uymak ak\u0131ll\u0131ca de\u011fildir. Bunun yerine, sorunlar\u0131 h\u0131zl\u0131 bir \u015fekilde tan\u0131mak ve buna g\u00f6re uyum sa\u011flamak ve de\u011fi\u015fiklik yapmak gerekir.<\/p>\n

\u0130kinci B\u00f6l\u00fcm: Scrum’un K\u00f6kenleri<\/h2>\n

Japon i\u015f profes\u00f6rleri Hirotaka Takeuchi ve Ikujiro Nonaka’n\u0131n \u00e7al\u0131\u015fmalar\u0131 bahsediliyor.<\/p>\n

Harvard Business Review i\u00e7in yaz\u0131lan “The New New Product Development Game” adl\u0131 makale, \u015firketleri, \u00f6rt\u00fc\u015fen geli\u015ftirme, otonom \u00e7apraz fonksiyonel ekipler, \u00fcst\u00fcn bir ama\u00e7la karar alma yetkisi ve y\u00f6netim emri olmaks\u0131z\u0131n kullanarak tan\u0131mlar.<\/p>\n

Profes\u00f6rler, ekiplerin \u00e7al\u0131\u015fmalar\u0131n\u0131 bir ragbi tak\u0131m\u0131n\u0131nkine benzettiler ve en iyi tak\u0131mlar\u0131n Scrum’u uygulayanlar oldu\u011funu buldular.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Teredd\u00fct \u00f6l\u00fcmc\u00fcld\u00fcr. G\u00f6zlemle, oryante ol, karar ver, harekete ge\u00e7.<\/p>\n

\u00dc\u00e7\u00fcnc\u00fc B\u00f6l\u00fcm: Ekipler<\/h2>\n

Bu, tak\u0131m boyutunun etkisi, Scrum Master’\u0131n rol\u00fc ve bu anlamda harika bir ekip olabilmek i\u00e7in gerekenler hakk\u0131nda konu\u015fur.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Ekiplerin ba\u015far\u0131l\u0131 olabilmesi i\u00e7in gerekli ko\u015fullar\u0131 sa\u011flamal\u0131s\u0131n\u0131z.<\/p>\n

D\u00f6rd\u00fcnc\u00fc B\u00f6l\u00fcm: Zaman<\/h2>\n

Sutherland’\u0131n sprint ve g\u00fcnl\u00fck stand-up deneyimleri.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Zaman s\u0131n\u0131rl\u0131d\u0131r ve en iyi \u015fekilde kullan\u0131lmal\u0131d\u0131r.<\/p>\n

Be\u015finci B\u00f6l\u00fcm: \u0130sraf, bir su\u00e7tur.<\/h2>\n

Toyota’dan Taichi Ohno’nun israf hakk\u0131ndaki fikirleri bahsediliyor. Taichi Ohno’ya g\u00f6re, \u00fc\u00e7 farkl\u0131 t\u00fcrde israf vard\u0131r: Muri, mant\u0131ks\u0131zl\u0131kla israf; Mura, tutars\u0131zl\u0131kla israf; ve Muda, \u00e7\u0131kt\u0131larla israf.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> \u00c7oklu g\u00f6rev yapmak zihinsel olarak zay\u0131flaman\u0131za neden olur. Mant\u0131\u011f\u0131 vurgulamal\u0131s\u0131n\u0131z, \u00e7al\u0131\u015f\u0131rken s\u0131k\u0131 \u00e7al\u0131\u015fmak yerine etkili \u00e7al\u0131\u015fmaya odaklanmal\u0131s\u0131n\u0131z ve gereksiz politikalar\u0131 bir kenara koymal\u0131s\u0131n\u0131z.<\/p>\n

Alt\u0131nc\u0131 B\u00f6l\u00fcm: Ger\u00e7ekli\u011fi planla, hayali de\u011fil.<\/h2>\n

Medco \u015firketindeki proje a\u00e7\u0131klan\u0131yor. Planlama pokeri, Fibonacci dizisi, kullan\u0131c\u0131 hikayeleri, h\u0131z ve sprint planlamas\u0131 gibi kavramlar bahsediliyor.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Kan\u0131tlanm\u0131\u015f y\u00f6ntemlerle ger\u00e7ek\u00e7i planlar yapmaya odaklanmal\u0131, tamamlama h\u0131z\u0131n\u0131z\u0131 bilmeli ve iyile\u015ftirmeye \u00e7al\u0131\u015fmal\u0131s\u0131n\u0131z.<\/p>\n

Yedinci B\u00f6l\u00fcm: Mutluluk<\/h2>\n

Mutlulu\u011fun bir ba\u015far\u0131 oldu\u011fu ve g\u00f6r\u00fcn\u00fcr ve \u00f6l\u00e7\u00fclebilir olmas\u0131 gerekti\u011fi ifade ediliyor.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Ger\u00e7ek mutluluk, sonu\u00e7ta de\u011fil, s\u00fcre\u00e7te bulunur. Sadece mutlu hissetmek yeterli de\u011fil; bu duyguyu \u00f6l\u00e7meniz ve ger\u00e7ek performansla kar\u015f\u0131la\u015ft\u0131rman\u0131z gerekiyor. Bir g\u00f6sterge paneli ile \u00e7al\u0131\u015f\u0131n; yap\u0131lmas\u0131 gereken \u015feyleri (to do), \u00fczerinde \u00e7al\u0131\u015f\u0131lanlar\u0131 (doing) ve ger\u00e7ekte tamamlananlar\u0131 (done) g\u00f6steren.<\/p>\n

Sekizinci B\u00f6l\u00fcm: \u00d6ncelikler<\/h2>\n

Ba\u015far\u0131l\u0131 olmak i\u00e7in \u015fu \u00fc\u00e7 \u015feyi ele alman\u0131z gerekti\u011fi a\u00e7\u0131klan\u0131yor: Ne yapabilece\u011finiz, neye tutkulu oldu\u011funuz ve ne satabilece\u011finiz. Neleri yapman\u0131z gerekti\u011fini ve ne zaman yapman\u0131z gerekti\u011fini bilmek i\u00e7in bir backlog kullanman\u0131n avantajlar\u0131 a\u00e7\u0131klan\u0131yor.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Bir projede yap\u0131lacak her \u015feyi i\u00e7eren bir liste olu\u015fturun ve \u00f6nceliklendirin. Bu \u00e7al\u0131\u015fma listesinin en \u00fcst\u00fcne en y\u00fcksek de\u011fere ve en d\u00fc\u015f\u00fck riske sahip \u00f6\u011feleri koyun, ard\u0131ndan di\u011ferlerini s\u0131ralay\u0131n ve bu \u015fekilde devam edin.<\/p>\n

Dokuzuncu B\u00f6l\u00fcm: D\u00fcnyay\u0131 De\u011fi\u015ftirmek<\/h2>\n

Yaz\u0131l\u0131m geli\u015ftirmenin d\u0131\u015f\u0131nda Scrum’un kullan\u0131ld\u0131\u011f\u0131 \u00f6rnekler bahsediliyor. \u0130lgin\u00e7 bir \u00f6rnek, bir Hollanda okulundaki (EDUSCRUM) Scrum’un kullan\u0131m\u0131d\u0131r.<\/p>\n

\u00c7\u0131kar\u0131mlar:<\/strong> Proje veya sorunun t\u00fcr\u00fc \u00f6nemli de\u011fildir; Scrum, performans\u0131 ve sonu\u00e7lar\u0131 iyile\u015ftirmek i\u00e7in herhangi bir \u00e7aba i\u00e7inde kullan\u0131labilir.<\/p>\n

Sonu\u00e7<\/h2>\n

Bu kitap, somut \u00f6rneklerle desteklenen Scrum felsefesi hakk\u0131nda bilgi sa\u011flayan iyi bir ba\u015flang\u0131\u00e7 kitab\u0131 olarak nitelendirilebilir.<\/p>\n

E\u011fer bu kitab\u0131 edinmek istiyorsan\u0131z, a\u015fa\u011f\u0131daki ba\u011flant\u0131lar\u0131 kullanabilirsiniz.<\/strong><\/p>\n