‫ﻛﻳﻥ ﺷﻭﺍﺑﺭ ﻭ ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ‬‫ﺩﻟﻳﻝ ‪Scrum‬‬‫ﺩﻟﻴﻞ ‪ Scrum‬ﺍﻟﻜﺎﻣﻞ‪ :‬ﻗﻮﺍﻋﺪ ﺍﻟﻠﻌﺒﺔ‬‫ﻧﻮﻓﻤﺒﺮ‪2020‬‬

‫ﺍﻟﻐﺮﺽ ﻣﻦ ﺩﻟﻴﻞ ‪Scrum‬‬‫ﻗﻣﻧﺎ ﺑﺗﻁﻭﻳﺭ‪) Scrum‬ﺳﻛﺭﻡ( ﻓﻲ ﺑﺩﺍﻳﺔ ﺍﻟﺗﺳﻌﻳﻧﺎﺕ ﻭﻣﻥ ﺛﻡ ﻛﺗﺑﻧﺎ ﺍﻟﻧﺳﺧﺔ ﺍﻷﻭﻟﻰ ﻣﻥ ﺩﻟﻳﻝ ‪ Scrum‬ﺳﻧﺔ ‪ 2010‬ﻟﻣﺳﺎﻋﺩﺓ ﺍﻟﺟﻣﻳﻊ‬‫ﺣﻭﻝ ﺍﻟﻌﺎﻟﻡ ﻋﻠﻰ ﻓﻬﻡ ‪ Scrum‬ﻭﻣﻧﺫ ﺫﻟﻙ ﺍﻟﻭﻗﺕ ﺗﻡ ﺗﺣﺩﻳﺙ ﻫﺫﺍ ﺍﻟﺩﻟﻳﻝ ﻋﺑﺭ ﺳﻠﺳﻠﺔ ﻣﻥ ﺍﻟﺗﺣﺩﻳﺛﺎﺕ ﺍﻟﺻﻐﻳﺭﺓ ﻭﻧﺣﻥ ﺟﻣﻳﻌﺎ ً ﻧﻘﻑ ﺧﻠﻑ‬‫ﻫﺫﺍ ﺍﻟﺩﻟﻳﻝ‪.‬‬‫ﻳﺣﺗﻭﻱ ﺩﻟﻳﻝ ‪ Scrum‬ﻋﻠﻰ ﺍﻟﺗﻌﺭﻳﻑ ﺍﻟﺧﺎﺹ ﺑـ ‪ Scrum‬ﺣﻳﺙ ﻧﺟﺩ ﺃﻥ ﻛﻝ ﻋﻧﺻﺭ ﻣﻥ ﺇﻁﺎﺭﻋﻣﻝ ‪ Scrum‬ﻳﺧﺩﻡ ﻏﺭﺿﺎ ً ﻣﺣﺩﺩﺍ ً‬‫ﺍﺳﺎﺳﻳﺎ ً ﻳﺳﺎﻫﻡ ﻓﻲ ﺍﻟﻘﻳﻣﺔ ﻭﺍﻟﻧﺗﺎﺋﺞ ﺍﻟﻌﺎﻣﺔ ﺍﻟﻣﺗﺣﻘﻘﺔ ﻣﻥ ‪ .Scrum‬ﺃﻱ ﺗﻐﻳﻳﺭ ﻓﻲ ﺃﻓﻛﺎﺭ ﺍﻟﺗﺻﻣﻳﻡ ﺍﻷﺳﺎﺳﻳﺔ ﻟـ ‪ Scrum‬ﺍﻭ ﺇﻫﻣﺎﻝ ﻷﺣﺩ‬‫ﺍﻟﻌﻧﺎﺻﺭ ﺍﻭ ﻋﺩﻡ ﺍﺗﺑﺎﻉ ﺍﻟﻘﻭﺍﻋﺩ ﻣﺎ ﻫﻭ ﺇﻻ ﻣﺣﺎﻭﻟﺔ ﻟﻠﺗﻐﻁﻳﺔ ﻋﻠﻰ ﺻﻌﻭﺑﺎﺕ ﻣﻭﺟﻭﺩﺓ ﻭﺑﺎﻟﺗﺎﻟﻲ ﻳﺣﺩ ﻣﻥ ﺍﻟﻔﻭﺍﺋﺩ ﺍﻟﻣﺭﺟﻭﺓ ﻣﻥ ‪Scrum‬‬‫ﻟﺩﺭﺟﺔ ﺍﻧﻪ ﻣﻥ ﺍﻟﻣﻣﻛﻥ ﺃﻥ ﻳﺻﺑﺢ ﻋﺩﻳﻡ ﺍﻟﻔﺎﺋﺩﺓ‪.‬‬‫ﻟﻘﺩ ﻗﻣﻧﺎ ﺑﻣﺗﺎﺑﻌﺔ ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﻣﺗﻧﺎﻣﻲ ﻟـ‪ Scrum‬ﻓﻲ ﻋﺎﻟﻡ ﻳﺯﺩﺍﺩ ﺗﻌﻘﻳﺩﺍ ً ﻭ ﻣﻣﺎ ﺯﺍﺩﻧﺎ ﺗﻭﺿﻌﺎ ً ﻫﻭ ﺍﻥ ﻧﺭﻯ ﺗﺑﻧﻰ ﺍﺳﺗﺧﺩﺍﻡ ‪ Scrum‬ﻓﻲ‬‫ﺍﻟﻌﺩﻳﺩ ﻣﻥ ﺍﻟﻣﺟﺎﻻﺕ ﺍﻟﺗﻲ ﺗﺗﺳﻡ ﺑﺎﻟﺗﻌﻘﻳﺩ ﻓﻳﻣﺎ ﺩﻭﻥ ﺗﻁﻭﻳﺭ ﻣﻧﺗﺟﺎﺕ ﺍﻟﺑﺭﻣﺟﻳﺎﺕ ﺣﻳﺙ ﻛﺎﻧﺕ ﺟﺫﻭﺭ ﺍﻟﺑﺩﺍﻳﺔ ﻟـ‪ .Scrum‬ﻳﺗﺳﻊ ﺍﺳﺗﺧﺩﺍﻡ‬‫‪ Scrum‬ﻟﻳﺷﻣﻝ ﺍﻟﻣﻁﻭﺭﻳﻥ‪ ،‬ﺍﻟﺑﺎﺣﺛﻳﻥ‪ ،‬ﺍﻟﻣﺣﻠﻠﻳﻥ‪ ،‬ﺍﻟﻌﻠﻣﺎء ﻭﺗﺧﺻﺻﺎﺕ ﺃﺧﺭﻱ ﻋﺩﻳﺩﺓ‪ .‬ﻧﺣﻥ ﻫﻧﺎ ﻓﻲ‪ Scrum‬ﻧﺳﺗﺧﺩﻡ ﻛﻠﻣﺔ‬‫"ﺍﻟﻣﻁﻭﺭﻳﻥ" ﻟﻠﺗﺑﺳﻳﻁ ﻭﻟﻳﺱ ﻟﻼﺳﺗﺑﻌﺎﺩ ﻭﺑﺎﻟﺗﺎﻟﻲ ﺇﺫﺍ ﻛﻧﺕ ﺗﺳﺗﺧﺩﻡ ﻭ ﺗﺳﺗﻔﻳﺩ ﻣﻥ ‪ Scrum‬ﻓﻳﻣﻛﻧﻙ ﺍﻋﺗﺑﺎﺭ ﻧﻔﺳﻙ ﻣﺷﻣﻭﻻً ﺑﻬﺫﺍ‬‫ﺍﻟﻭﺻﻑ‪.‬‬‫ﺃﺛﻧﺎء ﻗﻳﺎﻣﻙ ﺑﺎﺳﺗﺧﺩﺍﻡ ‪ Scrum‬ﺳﺗﻘﻭﻡ ﺑﺎﻛﺗﺷﺎﻑ ﻭﺗﻁﺑﻳﻖ ﻭﺍﺳﺗﻧﺑﺎﻁ ﺍﻷﻧﻣﺎﻁ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻭﺍﻟﺭﺅﻯ ﺍﻟﺗﻲ ﺗﻼﺋﻡ ﺇﻁﺎﺭ ﻋﻣﻝ ‪.Scrum‬‬‫ﻭﺻﻑ ﻫﺫﻩ ﺍﻷﻧﻣﺎﻁ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻭﺍﻟﺭﺅﻯ ﻫﻭ ﺧﺎﺭﺝ ﻧﻁﺎﻕ ﺩﻟﻳﻝ‪ Scrum‬ﻷﻧﻬﺎ ﺗﺧﺗﻠﻑ ﺣﺳﺏ ﺍﻟﺳﻳﺎﻕ ﻭﻣﻥ ﻣﺳﺗﺧﺩﻡ ﺇﻟﻰ ﺃﺧﺭ‪ .‬ﻣﺛﻝ‬‫ﻫﺫﻩ ﺍﻹﺟﺭﺍءﺍﺕ ﺍﻟﻌﻣﻠﻳﺔ ﺍﻟﺗﻲ ﻳﺗﻡ ﺍﺳﺗﺧﺩﺍﻣﻬﺎ ﺍﺛﻧﺎء ﺗﻁﺑﻳﻖ ‪ Scrum‬ﺗﺧﺗﻠﻑ ﺑﺷﻛﻝ ﻛﺑﻳﺭ ﻣﻥ ﻣﺳﺗﺧﺩﻡ ﻷﺧﺭ ﻭﻳﻣﻛﻥ ﺍﻟﺣﺻﻭﻝ ﻋﻠﻰ‬‫ﻣﻌﻠﻭﻣﺎﺕ ﺑﺧﺻﻭﺻﻬﺎ ﻣﻥ ﻣﺻﺎﺩﺭ ﺃﺧﺭﻯ‪.‬‬‫ﻛﻳﻥ ﺷﻭﺍﺑﺭ ﻭ ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ ﻓﻲ ﻧﻭﻓﻣﺑﺭ ‪2020‬‬‫‪© 2020 Ken Schwaber and Jeff Sutherland‬‬‫‪This publication is offered for license under the Attribution Share‐Alike license of Creative‬‬‫‪Commons, accessible at http://creativecommons.org/licenses/by‐sa/4.0/legalcode and also‬‬‫‪described in summary form at http://creativecommons.org/licenses/by‐sa/4.0/. By utilizing this‬‬‫‪Scrum Guide, you acknowledge and agree that you have read and agree to be bound by the‬‬‫‪terms of the Attribution Share‐Alike license of Creative Commons.‬‬‫‪2‬‬‫ﺍﻟﻐﺭﺽ ﻣﻥ ﺩﻟﻳﻝ ‪2 .......................................................................................................................... Scrum‬‬‫ﻗﺎﺋﻣﺔ ﺍﻟﻣﺻﻁﻠﺣﺎﺕ* ‪4 .................................................................................................................................‬‬‫ﻧﻅﺭﻳﺔ ‪5 ....................................................................................................................................... Scrum‬‬‫ﻗﻳﻡ ‪6 ........................................................................................................................................... Scrum‬‬‫‪) Scrum Team‬ﻓﺭﻳﻖ ﺳﻛﺭﻡ( ‪6 ...................................................................................................................‬‬‫‪) Developers‬ﺍﻟﻣﻁﻭﺭﻭﻥ( ‪7 ...................................................................................................................‬‬‫‪) Product Owner‬ﻣﺎﻟﻙ ﺍﻟﻣﻧﺗﺞ( ‪7 ...........................................................................................................‬‬‫‪) Scrum Master‬ﺧﺑﻳﺭ ﺳﻛﺭﻡ( ‪8 .............................................................................................................‬‬‫ﻓﻌﺎﻟﻳﺎﺕ ‪8 ..................................................................................................................................... Scrum‬‬‫‪) Sprint‬ﺍﻟﺳﺑﺭﻧﺕ( ‪9 ..............................................................................................................................‬‬‫‪) Sprint Planning‬ﺍﻟﺗﺧﻁﻳﻁ ﻟﻠﺳﺑﺭﻧﺕ( ‪9 ...................................................................................................‬‬‫‪ٍ) Daily Scrum‬ﺍﻟﺳﻛﺭﻡ ﺍﻟﻳﻭﻣﻲ( ‪10 ...........................................................................................................‬‬‫‪) Sprint Review‬ﺍﺳﺗﻌﺭﺍﺽ ﺍﻟﺳﺑﺭﻧﺕ( ‪10 .................................................................................................‬‬‫ﻣﺧﺭﺟﺎﺕ ‪11 ................................................................................................................................. Scrum‬‬‫‪) Product Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﻣﻧﺗﺞ( ‪11 .................................................................................................‬‬‫‪) Sprint Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﺳﺑﺭﻧﺕ( ‪12 ................................................................................................‬‬‫‪)Increment‬ﺟﺯء ﺍﻟﻣﻧﺗﺞ( ‪12 ................................................................................................................‬‬‫ﺍﻻﻟﺗﺯﺍﻡ‪13 ........................................................................................................... Definition of Done :‬‬‫ﺧﺎﺗﻣﺔ ‪14 .................................................................................................................................................‬‬‫ﺷﻛﺭ ‪14 ..................................................................................................................................................‬‬‫ﺃﺷﺧﺎﺹ ‪14 .........................................................................................................................................‬‬‫ﺍﻟﺗﺎﺭﻳﺦ ‪14 ...........................................................................................................................................‬‬‫ﺗﺭﺟﻣﺔ ‪14 ................................................................................................................................................‬‬‫ﺍﻟﺗﻐﻳﻳﺭﺍﺕ ﺑﻳﻥ ﺩﻟﻳﻝ ‪ 2017 Scrum‬ﻭ ﺩﻟﻳﻝ ‪15 .............................................................................. 2020 Scrum‬‬‫‪3‬‬‫ﻗﺎﺋﻤﺔ ﺍﻟﻤﺼﻄﻠﺤﺎﺕ*‬‫) ‪(1‬‬‫) ‪(2‬‬‫) ‪(3‬‬‫) ‪(4‬‬‫) ‪(5‬‬‫‪Scrum‬‬‫‪Artifacts‬‬‫‪Ken Schwaber‬‬‫‪Jeff Sutherland‬‬‫‪Empirical process control‬‬‫‪theory‬‬‫‪Iterative Incremental‬‬‫‪Done Definition‬‬‫‪Sprint‬‬‫) ‪(9‬‬‫)‪(10‬‬‫)‪(11‬‬‫)‪(12‬‬‫)‪(13‬‬‫)‪(14‬‬‫)‪(15‬‬‫‪Sprint Review‬‬‫‪Sprint Retrospective‬‬‫‪Product Owner‬‬‫‪Scrum Master‬‬‫‪Product Backlog‬‬‫‪Sprint Backlog‬‬‫‪Stakeholders‬‬‫)‪(16‬‬‫)‪(17‬‬‫)‪(18‬‬‫)‪(19‬‬‫)‪(20‬‬‫‪Product Goal‬‬‫‪Sprint Goal‬‬‫‪Product backlog refinement‬‬‫‪Product backlog grooming‬‬‫‪Lean Thinning‬‬‫) ‪(6‬‬‫) ‪(7‬‬‫) ‪(8‬‬‫)‪Scrum Team (21‬‬‫)‪Increment (22‬‬‫)‪Cumulative flow Chart (23‬‬‫)‪Burn‐up Chart (24‬‬‫)‪Burn‐down Chart (25‬‬‫)‪Yaser Marey (26‬‬‫)‪Zakaria GAIZI (27‬‬‫ﺳﻛﺭﻡ‬‫ﻣﺧﺭﺟﺎﺕ‬‫ﻛﻳﻥ ﺷﻭﺍﺑﺭ‬‫ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ‬‫ﻧﻅﺭﻳﺔ ﺍﻟﺗﺣﻛﻡ ﺑﺎﺳﺗﺧﺩﺍﻡ ﺍﻟﺗﺟﺭﻳﺏ‬‫ﺩﻭﺭﻳﺎ ً ﺗﺩﺭﻳﺟﻳﺎ ً‬‫ﺗﻌﺭﻳﻑ ﻣﺗﻰ ﻳﻛﻭﻥ ﺍﻟﻣﻧﺗﺞ ﺗﺎﻣﺎ ً ﺃﻱ ﻣﻛﺗﻣﻼً‬‫ﺍﻟﺳﺑﺭﻧﺕ‪ ،‬ﻟﻐﺔً ﻫﻭ ﺍﻟﻌﺩﻭ ﺑﺳﺭﻋﺔ ﻟﻣﺳﺎﻓﺔ ﻗﺻﻳﺭﺓ ﻣﺣﺩﺩﺓ ﻭ ﻓﻲ‬‫ﺳﻛﺭﻡ ﻫﻭ ﻣﺩﺓ ﺯﻣﻧﻳﺔ ﻣﺣﺩﺩﺓ ﻭ ﺛﺎﺑﺗﺔ ﻳﻌﻣﻝ ﻓﻳﻬﺎ ﻓﺭﻳﻖ ﺳﻛﺭﻡ‬‫ﻋﻠﻰ ﺇﻧﺗﺎﺝ ﺟﺯء ﺇﺿﺎﻓﻲ ﻟﻠﻭﺻﻭﻝ ﺇﻟﻰ ﺍﻟﻣﻧﺗﺞ ﺍﻟﻛﺎﻣﻝ‪.‬‬‫ﺍﺳﺗﻌﺭﺍﺽ ﺍﻟﺳﺑﺭﻧﺕ‬‫ﻣﺭﺍﺟﻌﺔ ﺍﻟﺳﺑﺭﻧﺕ‬‫ﻣﺎﻟﻙ ﺍﻟﻣﻧﺗﺞ‬‫ﺧﺑﻳﺭ ﺳﻛﺭﻡ‬‫ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﻣﻧﺗﺞ‬‫ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﺳﺑﺭﻧﺕ‬‫ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ‬‫ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ‬‫ﻫﺩﻑ ﺍﻟﻣﻧﺗﺞ‬‫ﻫﺩﻑ ﺍﻟﺳﺑﺭﻧﺕ‬‫ﺗﻧﻘﻳﺔ ﻗﺎﺋﻣﺔ ﺍﻟﻣﻧﺗﺞ‬‫ﺗﻬﺫﻳﺏ ﻗﺎﺋﻣﺔ ﺍﻟﻣﻧﺗﺞ‬‫ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﻠّﻳﻥ ﻭﻫﻭ ﺍﻟﺫﻯ ﻳﻘﻭﻡ ﻋﻠﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻔﺎﻋﻠﻳﺔ ﻭ ﺗﻘﻠﻳﻝ‬‫ﺍﻟﻬﺩﺭ‬‫ﻓﺭﻳﻖ ﺳﻛﺭﻡ‬‫ﺟﺯء ﺇﺿﺎﻓﻲ‬‫ﺧﺭﻳﻁﺔ ﺃﻭ ﺭﺳﻡ ﺑﻳﺎﻧﻲ ﻟﻠﺗﺩﻓﻖ ﺍﻟﻣﺟﻣﻊ‬‫ﺧﺭﻳﻁﺔ ﺃﻭ ﺭﺳﻡ ﺑﻳﺎﻧﻲ ﺍﻟﺣﺭﻕ ﺍﻟﺗﺻﺎﻋﺩﻱ‬‫ﺧﺭﻳﻁﺔ ﺃﻭ ﺭﺳﻡ ﺑﻳﺎﻧﻲ ﺍﻟﺣﺭﻕ ﺍﻟﺗﻧﺎﺯﻟﻲ‬‫ﻳﺎﺳﺭ ﻣﺭﻋﻲ‬‫ﺯﻛﺭﻳﺎء ﻛﻳﺯﻱ‬‫* ﺗﺗﻁﻠﺏ ﻗﻭﺍﻋﺩ ﺗﺭﺟﻣﺔ ﺩﻟﻳﻝ ‪ Scrum‬ﺍﺳﺗﺧﺩﺍﻡ ﺟﻣﻳﻊ ﻣﺻﻁﻠﺣﺎﺕ ﺇﻁﺎﺭ ﻋﻣﻝ ‪ Scrum‬ﻫﻛﺫﺍ ﺑﺎﻟﻠﻐﺔ ﺍﻹﻧﺟﻠﻳﺯﻳﺔ ﻭﻋﺩﻡ ﺍﻟﻘﻳﺎﻡ‬‫ﺑﺗﻌﺭﻳﺑﻬﺎ ﺃﻭ ﻛﺗﺎﺑﺗﻬﺎ ﺑﺎﻟﺣﺭﻭﻑ ﺍﻟﻌﺭﺑﻳﺔ ﻭﻫﺫﻩ ﻫﻲ ﺍﻟﻘﻭﺍﻋﺩ ﺍﻟﺳﺎﺭﻳﺔ ﻋﻠﻰ ﺟﻣﻳﻊ ﺍﻟﺗﺭﺟﻣﺎﺕ ﺑﺎﻟﻠﻐﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ ﻭ ﻗﺩ ﺣﺎﻭﻟﻧﺎ ﻓﻲ ﻫﺫﻩ‬‫ﺍﻟﺗﺭﺟﻣﺔ ﻟﻠﻐﺔ ﺍﻟﻌﺭﺑﻳﺔ ﺍﻥ ﺗﻛﻭﻥ ﺳﻬﻠﺔ ﺍﻟﻘﺭﺍءﺓ ﻗﺩﺭ ﺍﻟﻣﺳﺗﻁﺎﻉ ﻣﻊ ﺍﻻﻟﺗﺯﺍﻡ ﺑﻘﻭﺍﻋﺩ ﺍﻟﺗﺭﺟﻣﺔ ﺍﻟﻣﻭﺿﻭﻋﺔ ﻣﻥ ﻗﺑﻝ ﺍﻟﻣﺅﻟﻑ‪.‬‬‫‪4‬‬‫ﺗﻌﺮﻳﻒ ‪Scrum‬‬‫‪ Scrum‬ﻫﻭ ﺇﻁﺎﺭ ﻋﻣﻝ ﻏﻳﺭ ﻣﻌﻘﺩ ﻳﺳﺎﻋﺩ ﺍﻻﻓﺭﺍﺩ ﻭ ﺍﻟﻔﺭﻕ ﻭ ﺍﻟﻣﺅﺳﺳﺎﺕ ﻋﻠﻰ ﺇﻧﺗﺎﺝ ﺍﻟﻘﻳﻣﺔ ﻣﻥ ﺧﻼﻝ ﺗﺑﻧﻰ ﺣﻠﻭﻝ ﻗﺎﺩﺭﺓ ﻋﻠﻰ‬‫ﺍﻟﺗﻛﻳﻑ ﻣﻊ ﺍﻟﻣﺷﻛﻼﺕ ﺍﻟﻣﻌﻘﺩﺓ‪.‬‬‫ﺑﺈﻳﺟﺎﺯ‪ ،‬ﻳﺗﻁﻠﺏ ‪ Scrum‬ﻣﻥ ‪) Scrum Master‬ﺧﺑﻳﺭ ﺳﻛﺭﻡ( ﺍﻥ ﻳﻘﻭﻡ ﺑﺗﻌﺯﻳﺯ ﺑﻳﺋﺔ ﻋﻣﻝ ﺑﺣﻳﺙ‪:‬‬‫‪-1‬‬‫‪-2‬‬‫‪-3‬‬‫‪-4‬‬‫ﻳﻘﻭﻡ ‪) Product Owner‬ﻣﺎﻟﻙ ﺍﻟﻣﻧﺗﺞ( ﺑﺗﺣﺩﻳﺩ ﺍﻟﻌﻣﻝ ﺍﻟﻣﻁﻠﻭﺏ ﻟﻣﺷﻛﻠﺔ ﻣﺎ ﺗﺗﺳﻡ ﺑﺎﻟﺗﻌﻘﻳﺩ ﻣﻥ ﺧﻼﻝ ‪Product‬‬‫‪) Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﻣﻧﺗﺞ(‪.‬‬‫ﻳﻘﻭﻡ ‪) Scrum Team‬ﻓﺭﻳﻖ ﺳﻛﺭﻡ( ﺑﺗﺣﻭﻳﻝ ﺍﻟﻣﺟﻣﻭﻋﺔ ﺍﻟﻣﺧﺗﺎﺭﺓ ﻣﻥ ﺍﻟﻣﻬﺎﻡ ﺇﻟﻰ ‪)Increment‬ﺟﺯء( ﻣﻥ ﺍﻟﻘﻳﻣﺔ‬‫ﺍﻟﻛﺎﻣﻠﺔ ﻟﻠﻣﻧﺗﺞ ﺧﻼﻝ ﺍﻟـ ‪) Sprint‬ﺳﺑﺭﻧﺕ(‪.‬‬‫ﻳﻘﻭﻡ ‪)Scrum Team‬ﻓﺭﻳﻖ ﺳﻛﺭﻡ( ﻭﻛﻝ ﺍﻟﻣﺷﺗﺭﻛﻳﻥ ﻓﻲ ﺍﻟﻌﻣﻝ ﺑﻔﺣﺹ ﺍﻟﻧﺗﺎﺋﺞ ﻭﺗﻌﺩﻳﻝ ﺍﻟﻣﺳﺎﺭ ﺍﺳﺗﻌﺩﺍﺩﺍ ً ﻟﻠـ‪Sprint‬‬‫ﺍﻟﺗﺎﻟﻲ‪.‬‬‫ﻳﻘﻭﻡ ﺍﻟﻔﺭﻳﻖ ﺑﺗﻛﺭﺍﺭ ﺍﻟﺧﻁﻭﺍﺕ ﺍﻟﺳﺎﺑﻘﺔ ﻭﻫﻛﺫﺍ‪.‬‬‫ﻳﺗﻣﻳﺯ ‪ Scrum‬ﺑﺄﻧﻪ ﻏﻳﺭ ﻣﻌﻘﺩ‪ .‬ﻗﻡ ﺑﺗﺟﺭﺑﺗﻪ ﻛﻣﺎ ﻫﻭ ﻭﻣﻥ ﺛﻡ ﻗﺭﺭ ﺇﺫﺍ ﻛﺎﻧﺕ ﻓﻠﺳﻔﺗﻪ ﻭﺍﻟﻧﻅﺭﻳﺎﺕ ﻭﺍﻟﺑﻧﺎء ﺍﻟﺧﺎﺹ ﺑﻪ ﻳﻣﻛﻥ ﺍﻥ ﻳﺳﺎﻋﺩﻙ‬‫ﻓﻲ ﺗﺣﻘﻳﻖ ﺍﻫﺩﺍﻓﻙ ﻭﺧﻠﻖ ﺍﻟﻘﻳﻣﺔ‪ .‬ﺇﻥ ﺇﻁﺎﺭ ﻋﻣﻝ ‪ Scrum‬ﻏﻳﺭ ﻣﻛﺗﻣﻝ ﻋﻣﺩﺍ ً ﺣﻳﺙ ﻳﺣﺩﺩ ﻓﻘﻁ ﺍﻷﺟﺯﺍء ﺍﻟﻼﺯﻣﺔ ﻟﺗﻧﻔﻳﺫ ﻧﻅﺭﻳﺔ‬‫‪ .Scrum‬ﺗﻡ ﺑﻧﺎء ‪ Scrum‬ﻋﻠﻰ ﺍﻟﺫﻛﺎء ﺍﻟﺟﻣﻌﻲ ﻟﻣﺟﻣﻭﻋﺔ ﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﻳﺳﺗﺧﺩﻣﻭﻧﻪ ﻭ ﻟﻳﺱ ﻟﺗﻘﺩﻳﻡ ﺗﻌﻠﻳﻣﺎﺕ ﺗﻔﺻﻳﻠﻳﺔ ﺣﻳﺙ ﺃﻥ‬‫ﻗﻭﺍﻋﺩ ‪ Scrum‬ﺗﻘﻭﻡ ﻓﻘﻁ ﺑﺗﻭﺟﻳﻪ ﺍﻟﻌﻼﻗﺎﺕ ﻭ ﺍﻟﺗﻔﺎﻋﻝ ﺑﻳﻥ ﻫﺅﻻء ﺍﻷﺷﺧﺎﺹ‪.‬‬‫ﻧﻈﺮﻳﺔ ‪Scrum‬‬‫ﺗﻡ ﻭﺿﻊ ‪ Scrum‬ﻋﻠﻰ ﺃﺳﺎﺱ ﻣﻧﻬﺞ ﺍﻟﺗﺟﺭﻳﺏ ﻭﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﻠّﻳﻥ‪ .‬ﻣﻧﻬﺞ ﺍﻟﺗﺟﺭﻳﺏ ﻳﻘﻭﻡ ﻋﻠﻰ ﺍﻛﺗﺳﺎﺏ ﺍﻟﻣﻌﺭﻓﺔ ﻋﻥ ﻁﺭﻳﻖ ﺍﻟﺗﺟﺭﺑﺔ‬‫ﻭﻋﻠﻰ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺑﻧﺎ ًء ﻋﻠﻰ ﺍﻟﻣﻼﺣﻅﺔ ﺑﻳﻧﻣﺎ ﻳﻘﻭﻡ ﺍﻟﺗﻔﻛﻳﺭ ﺍﻟﻠﻳّﻥ ﻋﻠﻰ ﺗﻘﻠﻳﻝ ﺍﻟﻬﺩﺭ ﻭﺍﻟﺗﺭﻛﻳﺯ ﻋﻠﻰ ﺍﻷﺳﺎﺳﻳﺎﺕ‪.‬‬‫ﻳﺳﺗﺧﺩﻡ ‪ Scrum‬ﻁﺭﻳﻘﺔ ﺩﻭﺭﻳﺔً ﺗﺩﺭﻳﺟﻳﺔً ﻓﻲ ﺍﻟﻌﻣﻝ ﻣﻣﺎ ﻳﺣﺳﻥ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺗﻭﻗﻊ ﺍﻟﻧﺗﺎﺋﺞ ﻭﻟﻠﺗﺣﻛﻡ ﻓﻲ ﺍﻟﻣﺧﺎﻁﺭ‪ .‬ﻳﻘﻭﻡ ‪Scrum‬‬‫ﺑﺈﺷﺭﺍﻙ ﻣﺟﻣﻭﻋﺎﺕ ﻣﻥ ﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﺑﺷﻛﻝ ﺟﻣﺎﻋﻲ ﻳﻣﺗﻠﻛﻭﻥ ﺍﻟﻣﻬﺎﺭﺍﺕ ﻭﺍﻟﺧﺑﺭﺍﺕ ﻟﻠﻘﻳﺎﻡ ﺑﺎﻟﻌﻣﻝ ﻭﺍﻛﺗﺳﺎﺏ ﻭﻣﺷﺎﺭﻛﺔ ﺍﻟﻣﻬﺎﺭﺍﺕ‬‫ﺍﻟﻼﺯﻣﺔ ﻟﺫﻟﻙ‪.‬‬‫ﻳﺿﻡ ‪ Scrum‬ﺃﺭﺑﻊ ﻓﻌﺎﻟﻳﺎﺕ ﻟﻠﻣﺭﺍﺟﻌﺔ ﻭﺍﻟﺗﺩﻗﻳﻖ ﻭﻣﻥ ﺛﻡ ﺍﻟﺗﻛﻳﻑ ﻭﺫﻟﻙ ﺧﻼﻝ ﻓﻌﺎﻟﻳﺔ ﺟﺎﻣﻌﺔ ﺃﻻ ﻭﻫﻰ ﺍﻟـ ‪) Sprint‬ﺍﻟﺳﺑﺭﻧﺕ(‪ .‬ﻫﺫﻩ‬‫ﺍﻟﻔﻌﺎﻟﻳﺎﺕ ﺗﻌﻣﻝ ﺑﻔﺎﻋﻠﻳﺔ ﻷﻧﻬﺎ ﺗﻁﺑﻖ ﻗﻭﺍﻋﺩ ‪ Scrum‬ﻣﻥ ﺷﻔﺎﻓﻳﺔ ﻭﻣﺭﺍﺟﻌﺔ ﻭﺗﻛﻳﻑ ﻭﺍﻟﺗﻲ ﺗﻡ ﺍﻟﺗﻭﺻﻝ ﺍﻟﻳﻬﺎ ﺑﻌﺩ ﺧﺑﺭﺍﺕ ﻭﺗﺟﺎﺭﺏ‪.‬‬‫ﺍﻟﺸﻔﺎﻓﻴﺔ‬‫ﻳﺟﺏ ﺃﻥ ﺗﻛﻭﻥ ﺍﻟﺟﻭﺍﻧﺏ ﺍﻟﻣﻬﻣﺔ ﻟﺧﻁﻭﺍﺕ ﻋﻣﻠﻳﺔ ﺍﻟﺗﻁﻭﻳﺭ ﻭﺍﻹﻧﺗﺎﺝ ﻭﺍﺿﺣﺔ ﻷﻭﻟﺋﻙ ﺍﻟﻣﺷﺗﺭﻛﻳﻥ ﻭﺍﻟﻣﺳﺅﻭﻟﻳﻥ ﻋﻥ ﻣﺧﺭﺟﺎﺗﻬﺎ ﻭﻛﺫﻟﻙ‬‫ﺑﺎﻟﻧﺳﺑﺔ ﻟﻣﺳﺗﻘﺑﻠﻲ ﻫﺫﻩ ﺍﻟﻧﺗﺎﺋﺞ‪ .‬ﻓﻲ ‪ Scrum‬ﻳﺗﻡ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﻟﻣﻬﻣﺔ ﺑﻧﺎ ًء ﻋﻠﻰ ﻣﺎ ﻳﺗﻡ ﻣﻼﺣﻅﺗﻪ ﻣﻥ ﺣﺎﻟﺔ ﺛﻼﺙ ﻣﺧﺭﺟﺎﺕ‬‫ﺃﺳﺎﺳﻳﺔ‪ .‬ﺍﻟﻣﺧﺭﺟﺎﺕ ﺍﻟﺗﻲ ﻻ ﺗﺗﻣﺗﻊ ﺑﺎﻟﺷﻔﺎﻓﻳﺔ ﻳﻣﻛﻥ ﺃﻥ ﺗﺅﺩﻯ ﺇﻟﻰ ﻗﺭﺍﺭﺍﺕ ﺗﻘﻠﻝ ﻣﻥ ﺍﻟﻘﻳﻣﺔ ﻭﺗﺅﺩﻯ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﺍﻟﻣﺧﺎﻁﺭ‪.‬‬‫ﺍﻟﺷﻔﺎﻓﻳﺔ ﺗﻣﻛﻧﻧﺎ ﻣﻥ ﺃﺩﺍء ﻋﻣﻠﻳﺔ ﺍﻟﺗﺩﻗﻳﻖ‪ .‬ﺍﻟﺗﺩﻗﻳﻖ ﺑﺩﻭﻥ ﺷﻔﺎﻓﻳﺔ ﻫﻭ ﺗﺿﻠﻳﻝ ﻭﺇﻫﺩﺍﺭ‪.‬‬‫‪5‬‬‫ﺍﻟﺘﺪﻗﻴﻖ‬‫ﻳﺟﺏ ﻋﻠﻰ ﻣﺳﺗﺧﺩﻣﻲ ‪ Scrum‬ﺍﻟﻘﻳﺎﻡ ﺑﺷﻛﻝ ﻣﺗﻛﺭﺭ ﻭﺩﻗﻳﻖ ﺑﻔﺣﺹ ﻣﺧﺭﺟﺎﺕ ‪ Scrum‬ﻭﻛﺫﻟﻙ ﻓﺣﺹ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﻛﻲ ﻳﺗﻣﻛﻧﻭﺍ‬‫ﻣﻥ ﻛﺷﻑ ﺃﻱ ﺍﻧﺣﺭﺍﻑ‪ .‬ﻳﺳﺎﻋﺩ ‪ Scrum‬ﻋﻠﻰ ﺍﻟﻘﻳﺎﻡ ﺑﺎﻟﺗﺩﻗﻳﻖ ﺑﺈﺗﺎﺣﺔ ﺧﻣﺱ ﺃﻧﻭﺍﻉ ﻣﻥ ﺍﻟﻣﻧﺎﺳﺑﺎﺕ ﻳﺗﻡ ﻓﻳﻬﺎ ﺫﻟﻙ‪.‬‬‫ﻳﺗﻳﺢ ﺍﻟﺗﺩﻗﻳﻖ ﺍﻟﻔﺭﺻﺔ ﻟﻠﺗﻛﻳﻑ‪ .‬ﻳﻌﺗﺑﺭ ﺍﻟﺗﺩﻗﻳﻖ ﺑﻼ ﻫﺩﻑ ﺇﺫﺍ ﻟﻡ ﻳﻧﺗﺞ ﻋﻧﻪ ﺗﻛﻳﻑ‪ .‬ﺗﻡ ﺗﺻﻣﻳﻡ ﻓﻌﺎﻟﻳﺎﺕ ‪ Scrum‬ﻟﺗﺣﻔﻳﺯ ﺍﻟﺗﻐﻳﻳﺭ‪.‬‬‫ﺍﻟﺘﻜﻴﻒ‬‫ﺇﺫﺍ ﻗﺭﺭ ﺃﺣﺩ ﺍﻟﻣﺩﻗﻘﻳﻥ ﺃﻥ ﻭﺍﺣﺩﺓ ﺍﻭ ﺃﻛﺛﺭ ﻣﻥ ﺟﻭﺍﻧﺏ ﻋﻣﻠﻳﺔ ﺍﻟﺗﻁﻭﻳﺭ ﻭﺍﻹﻧﺗﺎﺝ ﺗﺣﻳﺩ ﻋﻥ ﺍﻟﺣﺩﻭﺩ ﺍﻟﻣﻘﺑﻭﻟﺔ ﻭﺃﻥ ﺍﻟﻣﻧﺗﺞ ﺍﻟﻧﺎﺗﺞ ﻋﻧﻬﺎ‬‫ﻏﻳﺭ ﻣﻘﺑﻭﻝ ﻓﺈﻧﻪ ﻳﺗﻌﻳﻥ ﺗﺻﺣﻳﺢ ﻋﻣﻠﻳﺔ ﺍﻹﻧﺗﺎﺝ ﺃﻭ ﺍﻟﻣﻭﺍﺩ ﺍﻟﺧﺎﻡ ﺍﻟﺗﻲ ﻳﺗﻡ ﺍﺳﺗﺧﺩﺍﻣﻬﺎ ﻭﻳﺟﺏ ﺃﻥ ﻳﺗﻡ ﻫﺫﺍ ﺍﻟﺗﺻﺣﻳﺢ ﺑﺄﺳﺭﻉ ﻭﻗﺕ ﻟﻳﺗﻡ‬‫ﺗﺟﻧﺏ ﺗﺯﺍﻳﺩ ﺍﻻﻧﺣﺭﺍﻑ ﻓﻲ ﻋﻣﻠﻳﺔ ﺍﻹﻧﺗﺎﺝ‪.‬‬‫ﻳﺻﺑﺢ ﺍﻟﺗﻛﻳﻑ ﺃﻛﺛﺭ ﺻﻌﻭﺑﺔ ﻋﻧﺩﻣﺎ ﻻ ﻳﻣﺗﻠﻙ ﺍﻷﺷﺧﺎﺹ ﺍﻟﻣﻌﻧﻳﻭﻥ ﺍﻟﺳﻠﻁﺎﺕ ﺍﻟﻛﺎﻓﻳﺔ ﺍﻭ ﻳﻛﻭﻧﻭﻥ ﻏﻳﺭ ﺫﺍﺗﻲ ﺍﻹﺩﺍﺭﺓ‪ .‬ﻳﺗﻭﻗﻊ‬‫ﻣﻥ ‪ Scrum Team‬ﺃﻥ ﻳﺗﻛﻳﻑ ﻟﺣﻅﻳﺎ ً ﺑﻣﺟﺭﺩ ﺍﻛﺗﺷﺎﻑ ﺃﻱ ﺷﻲء ﺧﻼﻝ ﻋﻣﻠﻳﺔ ﺍﻟﺗﺩﻗﻳﻖ‪.‬‬‫ﻗﻴﻢ ‪Scrum‬‬‫ﻳﻌﺗﻣﺩ ﺍﻻﺳﺗﺧﺩﺍﻡ ﺍﻟﻧﺎﺟﺢ ﻟـ ‪ Scrum‬ﻋﻠﻰ ﺃﻥ ﻳﺗﻘﻥ ﺍﻷﺷﺧﺎﺹ ﻫﺫﻩ ﺍﻟﻘﻳﻡ ﺍﻟﺧﻣﺱ‪:‬‬‫ﺍﻻﻟﺗﺯﺍﻡ‪ ،‬ﺍﻟﺗﺭﻛﻳﺯ‪ ،‬ﺍﻻﻧﻔﺗﺎﺡ‪ ،‬ﻭﺍﻻﺣﺗﺭﺍﻡ ﻭﺍﻟﺷﺟﺎﻋﺔ‬‫ﻳﻠﺗﺯﻡ ‪ Scrum Team‬ﺑﺗﺣﻘﻳﻖ ﺃﻫﺩﺍﻓﻪ ﻭ ﺑﺩﻋﻡ ﻛﻝ ﻋﺿﻭ ﻣﻥ ﺃﻋﺿﺎء ﺍﻟﻔﺭﻳﻖ ﻟﻸﺧﺭ ﻭ ﻳﻛﻭﻥ ﺗﺭﻛﻳﺯ ﺍﻟﻔﺭﻳﻖ ﺍﻷﺳﺎﺳﻲ ﻫﻭ ﻋﻠﻰ‬‫ﺍﻟﻌﻣﻝ ﺍﻟﻣﻧﻭﻁ ﺑﻬﻡ ﻓﻲ ﺍﻟـ ‪ Sprint‬ﻟﺗﺣﻘﻳﻖ ﺍﻓﺿﻝ ﺗﻘﺩﻡ ﻣﻣﻛﻥ ﻧﺣﻭ ﻫﺫﻩ ﺍﻷﻫﺩﺍﻑ‪ .‬ﺍﻳﺿﺎ ً ﻳﺟﺏ ﺃﻥ ﻳﺗﻣﻳﺯ ﺃﻋﺿﺎء ‪Scrum Team‬‬‫ﻭﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﺑﻛﻭﻧﻬﻡ ﻣﻧﻔﺗﺣﻳﻥ ﻓﻳﻣﺎ ﻳﺗﻌﻠﻖ ﺑﺎﻟﻌﻣﻝ ﻭﺍﻟﺗﺣﺩﻳﺎﺕ‬‫ﺍﻟﺗﻲ ﻳﻭﺍﺟﻬﻭﻧﻬﺎ ﺃﺛﻧﺎء ﺗﺄﺩﻳﺗﻪ‪ .‬ﻳﺣﺗﺭﻡ ﺃﻋﺿﺎء ‪ Scrum Team‬ﻛﻝ ﻣﻧﻬﻡ ﺍﻵﺧﺭ ﻛﺄﺷﺧﺎﺹ ﺫﻭﻱ ﻗﺩﺭﺍﺕ ﻣﻬﻧﻳﺔ ﻭﺍﺳﺗﻘﻼﻟﻳﺔ ﻭﺑﺎﻟﺗﺎﻟﻲ‬‫ﻳﺗﻣﺗﻌﻭﻥ ﺑﺎﺣﺗﺭﺍﻡ ﻣﻥ ﻳﻌﻣﻠﻭﻥ ﻣﻌﻬﻡ‪ .‬ﻳﺗﻣﺗﻊ ﺃﻋﺿﺎء ‪ Scrum Team‬ﺑﺎﻟﺷﺟﺎﻋﺔ ﻟﻠﻘﻳﺎﻡ ﺑﺎﻟﺷﻲء ﺍﻟﺻﺣﻳﺢ ﻭﻣﻭﺍﺟﻬﺔ ﺍﻟﻣﺷﻛﻼﺕ‬‫ﺍﻟﺻﻌﺑﺔ‪.‬‬‫ﻳﺳﺗﺭﺷﺩ ﺃﻋﺿﺎء ‪ Scrum Team‬ﺧﻼﻝ ﻋﻣﻠﻬﻡ ﺑﻬﺫﻩ ﺍﻟﻘﻳﻡ ﻭﻓﻳﻣﺎ ﻳﺧﺹ ﺍﻓﻌﺎﻟﻬﻡ‪ ،‬ﻭﺗﺻﺭﻓﺎﺗﻬﻡ‪ .‬ﻳﺟﺏ ﺍﻥ ﺗﻌﺯﺯ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺍﻟﺗﻲ ﻳﺗﻡ‬‫ﺍﺗﺧﺎﺫﻫﺎ ﻭﺍﻟﺧﻁﻭﺍﺕ ﻭﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﻳﺳﺗﺧﺩﻡ ﺑﻬﺎ ‪ Scrum‬ﻫﺫﻩ ﺍﻟﻘﻳﻡ ﻭﻻ ﺗﺿﻌﻔﻬﺎ ﺍﻭ ﺗﻘﻠﻝ ﻣﻧﻬﺎ‪ .‬ﺃﻋﺿﺎء ‪ Scrum Team‬ﻳﺗﻌﻠﻣﻭﻥ‬‫ﻭﻳﻛﺗﺷﻔﻭﻥ ﻫﺫﻩ ﺍﻟﻘﻳﻡ ﺍﺛﻧﺎء ﻋﻣﻠﻬﻡ ﺧﻼﻝ ﻓﻌﺎﻟﻳﺎﺕ ‪ Scrum‬ﻭﻋﻧﺩﻣﺎ ﻳﺗﻣﺛﻝ ‪ Scrum Team‬ﻭﺍﻷﺷﺧﺎﺹ ﺍﻟﺫﻳﻥ ﻳﻌﻣﻠﻭﻥ ﻣﻌﻪ ﻫﺫﻩ ﺍﻟﻘﻳﻡ‬‫ﺗﺻﺑﺢ ﺭﻛﺎﺋﺯ‪ Scrum‬ﻣﻥ ﺷﻔﺎﻓﻳﺔ‪ ،‬ﺗﺩﻗﻳﻖ ﻭﺗﻛﻳﻑ ﻗﻳﻣﺎ ً ﺣﻳﺔ ﺑﺎﻧﻳﺔً ﻟﻠﺛﻘﻪ ﺑﻳﻥ ﺍﻟﺟﻣﻳﻊ‪.‬‬‫‪) Scrum Team‬ﻓﺮﻳﻖ ﺳﻜﺮﻡ(‬‫ﻫﻭ ﺍﻟﻭﺣﺩﺓ ﺍﻷﺳﺎﺳﻳﺔ ﻟـ‪ Scrum‬ﻭ ﻫﻭ ﻣﺟﻣﻭﻋﺔ ﺻﻐﻳﺭﻩ ﻣﻥ ﺍﻷﺷﺧﺎﺹ‪ .‬ﻳﺗﻛﻭﻥ ‪ Scrum Team‬ﻣﻥ ‪) Scrum Master‬ﺧﺑﻳﺭ‬‫ﺳﻛﺭﻡ(‪) Product Owner ،‬ﻣﺎﻟﻙ ﺍﻟﻣﻧﺗﺞ( ﻭﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻟﻣﻁﻭﺭﻳﻥ‪ .‬ﻓﻲ ‪ Scrum Team‬ﻻ ﻳﻭﺟﺩ ﻓﺭﻕ ﻓﺭﻋﻳﺔ ﺍﻭ ﺗﺭﺍﺗﺑﻳﺔ‪.‬‬‫ﺍﻟﻔﺭﻳﻖ ﻫﻭ ﻭﺣﺩﻩ ﻣﺗﺟﺎﻧﺳﺔ ﻣﻥ ﺍﻟﻣﻬﻧﻳﻳﻥ ﺍﻟﻣﺣﺗﺭﻓﻳﻥ ﻭﺍﻟﺗﻲ ﺗﺭﻛﺯ ﻋﻠﻰ ﻫﺩﻑ ﻭﺍﺣﺩ ﻛﻝ ﻣﺭﻩ ﻭﻫﻭ ﻫﺩﻑ ﺍﻟﻣﻧﺗﺞ‪.‬‬‫‪ Scrum Team‬ﻫﻭ ﻓﺭﻳﻖ ﻣﺗﻌﺩﺩ ﺍﻟﺗﺧﺻﺻﺎﺕ ﻣﻣﺎ ﻳﻌﻧﻰ ﺍﻣﺗﻼﻙ ﺃﻋﺿﺎء ﺍﻟﻔﺭﻳﻖ ﻟﻛﻝ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﻼﺯﻣﺔ ﻟﺧﻠﻖ ﻗﻳﻣﺔ ﻛﻝ ‪.Sprint‬‬‫ﺍﻳﺿﺎ ً ﻳﺗﻣﻳﺯ ﺍﻟﻔﺭﻳﻖ ﺑﺄﻧﻪ ﺫﺍﺗﻲ ﺍﻹﺩﺍﺭﺓ ﻣﻣﺎ ﻳﻌﻧﻰ ﺍﻧﻪ ﻗﺎﺩﺭ ﻋﻠﻰ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭ ﻣﻥ ﻳﻌﻣﻝ ﻣﺎﺫﺍ ﻭﻣﺗﻰ ﻭﻛﻳﻑ‪.‬‬‫‪6‬‬

‫‪Scrum Team‬ﻫﻭ ﻓﺭﻳﻖ ﺻﻐﻳﺭ ﺑﻣﺎ ﻓﻳﻪ ﺍﻟﻛﻔﺎﻳﺔ ﻛﻲ ﻳﺑﻘﻰ ﺭﺷﻳﻖ ﺍﻟﺣﺭﻛﺔ ﻭ ﻛﺑﻳﺭ ﺑﻣﺎ ﻓﻳﻪ ﺍﻟﻛﻔﺎﻳﺔ ﻛﻲ ﻳﺳﺗﻁﻳﻊ ﺍﻧﺟﺎﺯ ﻗﺩﺭ ﻣﻠﺣﻭﻅ‬‫ﻣﻥ ﺍﻟﻌﻣﻝ ﺧﻼﻝ ‪ Sprint‬ﻭ ﻳﺗﻛﻭﻥ ﻣﻥ ‪10‬ﺍﻋﺿﺎء ﺍﻭ ﺍﻗﻝ ﻋﺎﺩﺓ ﻭ ﺑﺻﻭﺭﺓ ﻋﺎﻣﻪ ﻓﻠﻘﺩ ﻭﺟﺩﻧﺎ ﺍﻥ ﺍﻟﻔﺭﻕ ﺍﻷﺻﻐﺭ ﻋﺩﺩﺍ ً ﻳﻣﻛﻧﻬﺎ‬‫ﺍﻟﺗﻭﺍﺻﻝ ﺑﺷﻛﻝ ﺃﻓﺿﻝ ﻭ ﺗﻛﻭﻥ ﺃﻛﺛﺭ ﺇﻧﺗﺎﺟﻳﺔ‪ .‬ﺇﺫﺍ ﻣﺎ ﺃﺻﺑﺣﺕ ﺍﻟﻔﺭﻕ ﺃﻛﺑﺭ ﻛﺛﻳﺭﺍ ً ﻓﻳﺟﺏ ﺍﻥ ﻳﺅﺧﺫ ﻓﻲ ﺍﻻﻋﺗﺑﺎﺭ ﺇﻋﺎﺩﺓ ﺗﻧﻅﻳﻡ ﺍﻟﻔﺭﻳﻖ‬‫ﺇﻟﻰ ﻋﺩﺩ ﻣﻥ ﺍﻟﻔﺭﻕ ﺍﻟﻣﺗﺟﺎﻧﺳﺔ ﻭﺍﻷﺻﻐﺭ ﺍﻟﺗﻲ ﺗﻌﻣﻝ ﻛﻝ ﻣﻧﻬﺎ ﻋﻠﻰ ﻧﻔﺱ ﺍﻟﻣﻧﺗﺞ ﻭ ﺑﺎﻟﺗﺎﻟﻲ ﺗﺷﺗﺭﻙ ﻓﻲ ﻧﻔﺱ ﺍﻟﻬﺩﻑ‪ ،‬ﻧﻔﺱ ‪Product‬‬‫‪) Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﻣﻧﺗﺞ( ﻭ ﻧﻔﺱ‪) Product Owner‬ﻣﺎﻟﻙ ﺍﻟﻣﻧﺗﺞ(‪.‬‬‫ﻓﺭﻳﻖ ‪ Scrum‬ﻣﺳﺅﻭﻝ ﻋﻥ ﻛﻝ ﺍﻷﻧﺷﻁﺔ ﺍﻟﻣﺗﻌﻠﻘﺔ ﺑﺎﻟﻣﻧﺗﺞ ﻣﻥ ﺗﻭﺍﺻﻝ ﺑﻳﻥ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ‬‫ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﺃﻭ ﺗﺩﻗﻳﻖ ﺃﻭ ﺻﻳﺎﻧﺔ ﺃﻭ ﺗﺷﻐﻳﻝ ﺃﻭ ﺗﺟﺭﻳﺏ ﺃﻭ ﺃﺑﺣﺎﺙ ﻭﺗﻁﻭﻳﺭ ﻭﺃﻱ ﺷﻲء ﺍﺧﺭ ﺭﺑﻣﺎ ﻳﻛﻭﻥ ﺿﺭﻭﺭﻳﺎ‪ً.‬‬‫ﻳﺗﻣﺗﻊ ﺃﻋﺿﺎء ﺍﻟﻔﺭﻳﻖ ﺑﺎﻟﺻﻼﺣﻳﺎﺕ ﻹﺩﺍﺭﺓ ﻋﻣﻠﻬﻡ ﻭﺇﺫﺍ ﻣﺎ ﺗﻣﻛﻥ ﻓﺭﻳﻖ‪ Scrum‬ﻣﻥ ﺍﻟﻌﻣﻝ ﺧﻼﻝ ‪ Sprints‬ﺍﻟﻣﺗﺗﺎﺑﻌﺔ ﺑﻭﺗﻳﺭﺓ‬‫ﻣﺗﻭﺍﺻﻠﺔ ﻓﺈﻥ ﺫﻟﻙ ﻳﺛﺑﺕ ﺗﻣﺗﻊ ﺍﻟﻔﺭﻳﻖ ﺑﺎﻟﺗﺭﻛﻳﺯ ﻭﺍﻻﺗﺳﺎﻕ‪.‬‬‫ﻳﻛﻭﻥ ﺍﻟﻔﺭﻳﻖ ﺑﺎﻟﻛﺎﻣﻝ ﻣﺳﺅﻭﻻً ﻋﻥ ﺧﻠﻖ ﺟﺯء ﺇﺿﺎﻓﻲ ﻣﻥ ﺍﻟﻣﻧﺗﺞ ﻟﻪ ﻗﻳﻣﻪ ﻛﻝ ‪ .Sprint‬ﻳﻌﺭﻑ ‪ Scrum‬ﺛﻼﺙ ﺟﻬﺎﺕ ﻣﺳﺅﻭﻟﺔ ﻓﻲ‬‫ﺍﻟﻔﺭﻳﻖ‪ :‬ﺍﻟﻣﻁﻭﺭﻭﻥ‪ ،Product Owner ،‬ﻭ‪.Scrum Master‬‬‫‪) Developers‬ﺍﻟﻤﻄﻮﺭﻭﻥ(‬‫ﻫﻡ ﺃﻭﻟﺋﻙ ﺍﻷﺷﺧﺎﺹ ﻓﻲ ﻓﺭﻳﻖ ‪ Scrum‬ﺍﻟﺫﻳﻥ ﻳﻠﺗﺯﻣﻭﻥ ﺑﺈﻧﺷﺎء ﺃﻱ ﺟﺎﻧﺏ ﻣﻥ ﺟﻭﺍﻧﺏ ﺍﻷﺟﺯﺍء ﺍﻹﺿﺎﻓﻳﺔ ﻣﻥ ﺍﻟﻣﻧﺗﺞ ﻛﻝ ‪.Sprint‬‬‫ﺗﺗﺳﻡ ﺍﻟﻣﻬﺎﺭﺍﺕ ﺍﻟﺗﻲ ﻳﺣﺗﺎﺟﻬﺎ ﺍﻟﻣﻁﻭﺭﻭﻥ ﺑﺎﻻﺗﺳﺎﻉ ﻭﺑﺄﻧﻬﺎ ﺗﺗﻐﻳﺭ ﺣﺳﺏ ﻧﻭﻉ ﺍﻟﻌﻣﻝ ﻭﻋﻠﻰ ﺃﻱ ﺣﺎﻝ ﻳﻌﺗﺑﺭ ﺍﻟﻣﻁﻭﺭﻭﻥ ﻣﺳﺅﻭﻟﻳﻥ‬‫ﻋﻥ‪:‬‬
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‫ﻭﺿﻊ ﺧﻁﺔ ‪ Sprint‬ﻭ‪) Sprint Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﺳﺑﺭﻧﺕ(‪.‬‬‫ﻣﺭﺍﻋﺎﺓ ﺍﻟﺟﻭﺩﺓ ﻋﻥ ﻁﺭﻳﻖ ﺍﻻﻟﺗﺯﺍﻡ ﺑـ ‪) Done Definition‬ﺗﻌﺭﻳﻑ ﻣﺗﻰ ﻳﻌﺗﺑﺭ ﺍﻟﻣﻧﺗﺞ ﺗﺎﻣﺎ ً ﺍﻭ ﻣﻛﺗﻣﻼً(‬‫ﺗﻌﺩﻳﻝ ﺧﻁﺔ ﺍﻟﻌﻣﻝ ﺑﺷﻛﻝ ﻳﻭﻣﻲ ﻓﻲ ﺍﺗﺟﺎﻩ ‪) Spring Goal‬ﻫﺩﻑ ﺍﻟﺳﺑﺭﻧﺕ(‬‫ﺍﻟﺗﺷﺎﺭﻙ ﻓﻲ ﺍﻟﻣﺳﺅﻭﻟﻳﺔ ﺑﺷﻛﻝ ﻣﻬﻧﻲ‪.‬‬‫‪) Product Owner‬ﻣﺎﻟﻚ ﺍﻟﻤﻨﺘﺞ(‬‫‪ Product Owner‬ﻣﺳﺅﻭﻝ ﻋﻥ ﺗﻌﻅﻳﻡ ﻗﻳﻣﺔ ﺍﻟﻣﻧﺗﺞ ﻭ ﻣﻥ ﻗﻳﻣﺔ ﺍﻟﻣﺭﺩﻭﺩ ﻣﻥ ﺍﻟﻌﻣﻝ ﺍﻟﺫﻯ ﻳﻘﻭﻡ ﺑﻪ ‪ Scrum Team‬ﻭ ﺗﺧﺗﻠﻑ‬‫ﻛﻳﻔﻳﺔ ﻋﻣﻝ ﺫﻟﻙ ﺑﺷﻛﻝ ﻛﺑﻳﺭ ﻣﻥ ﻣﺅﺳﺳﺔ ﺇﻟﻰ ﺃﺧﺭﻯ‪ ،‬ﻭ ﻣﻥ ‪ Scrum Team‬ﺇﻟﻰ ‪ Scrum Team‬ﺃﺧﺭ‪ ،‬ﻭ ﻣﻥ ﻓﺭﺩ ﺇﻟﻰ ﺃﺧﺭ‪.‬‬‫‪ Product Owner‬ﻫﻭ ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﻔﻌﺎﻟﺔ ﻟـ ‪) Product Backlog‬ﻗﺎﺋﻣﺔ ﻋﻣﻝ ﺍﻟﻣﻧﺗﺞ( ﻭ ﺗﺷﻣﻝ ﺇﺩﺍﺭﺓ ‪Product‬‬‫‪ Backlog‬ﻣﺎ ﻳﻠﻰ‪:‬‬
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‫ﻭﺿﻊ ﻫﺩﻑ ﻟﻠﻣﻧﺗﺞ ﻭﺟﻌﻠﻪ ﻭﺍﺿﺣﺎ ً ﻟﻠﺟﻣﻳﻊ‪.‬‬‫ﻭﺻﻑ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺑﺷﻛﻝ ﻭﺍﺿﺢ‪.‬‬‫ﺗﺭﺗﻳﺏ ﺍﻟﺑﻧﻭﺩ ﻓﻲ ‪ Product Backlog‬ﻷﻓﺿﻝ ﺇﻧﺟﺎﺯ ﻟﻸﻫﺩﺍﻑ ﻭﺍﻟﻣﻬﺎﻡ‪.‬‬‫ﺍﻟﺗﺄﻛﺩ ﻣﻥ ﺃﻥ ﺑﻧﻭﺩ ‪ Product Backlog‬ﻣﺭﺋﻳﺔ‪ ،‬ﺷﻔﺎﻓﺔ ﻭﻣﻔﻬﻭﻣﺔ ﻟﻠﺟﻣﻳﻊ‪.‬‬‫ﻳﻣﻛﻥ ﻟـ‪ Product Owner‬ﺃﻥ ﻳﻘﻭﻡ ﺑﺎﻟﻌﻣﻝ ﺃﻋﻼﻩ ﺃﻭ ﺃﻥ ﻳﻌﻬﺩ ﻷﺧﺭﻳﻥ ﺑﺎﻟﻘﻳﺎﻡ ﺑﻪ ﻟﻛﻧﻪ ﻓﻲ ﺟﻣﻳﻊ ﺍﻷﺣﻭﺍﻝ ﻳﺑﻘﻰ ﻣﺳﺅﻭﻻً ﻋﻧﻪ‪.‬‬‫ﻟﻛﻲ ﻳﻧﺟﺢ ‪ Product Owner‬ﻳﺟﺏ ﺃﻥ ﺗﺣﺗﺭﻡ ﺍﻟﻣﺅﺳﺳﺔ ﺑﺎﻟﻛﺎﻣﻝ ﻗﺭﺍﺭﺍﺗﻪ ﺍﻟﻅﺎﻫﺭﺓ ﻓﻲ ﻣﺣﺗﻭﻯ ﻭﺗﺭﺗﻳﺏ ﺑﻧﻭﺩ ‪Product‬‬‫‪ Backlog‬ﻭﺍﺛﻧﺎء ﻓﺣﺹ ﺍﻷﺟﺯﺍء ﺍﻹﺿﺎﻓﻳﺔ ﻣﻥ ﺍﻟﻣﻧﺗﺞ ﻓﻲ ﺍﺟﺗﻣﺎﻉ ‪) Sprint Review‬ﻣﺭﺍﺟﻌﺔ ﺍﻟﻣﻧﺗﺞ(‪.‬‬‫‪7‬‬‫ﻳﺟﺏ ﺃﻥ ﻳﻛﻭﻥ ‪ Product Owner‬ﺷﺧﺻﺎ ً ﻭﺍﺣﺩﺍ ً ﻻ ﻣﺟﻣﻭﻋﺔً ﻣﻥ ﺍﻷﺷﺧﺎﺹ‪ .‬ﻳﻣﻛﻥ ﺃﻥ ﻳﻣﺛﻝ ‪ Product Owner‬ﺭﻏﺑﺎﺕ‬‫ﻣﺟﻣﻭﻋﺔ ﻣﻥ ﺍﻷﺷﺧﺎﺹ ﻓﻲ ‪ Product Backlog‬ﻟﻛﻥ ﺇﺫﺍ ﺭﻏﺏ ﺃﺣﺩﻫﻡ ﻓﻲ ﺗﻐﻳﻳﺭ ﺃﻭﻟﻭﻳﺔ ﺃﻱ ﺑﻧﺩ ﻣﻥ ﺑﻧﻭﺩ ﺍﻟﻘﺎﺋﻣﺔ ﻓﻌﻠﻳﻪ ﺍﻗﻧﺎﻉ‬‫‪ Product Owner‬ﺍﻭﻻً ﺑﺫﻟﻙ‪.‬‬‫‪) Scrum Master‬ﺧﺒﻴﺮ ﺳﻜﺮﻡ(‬‫‪ Scrum Master‬ﻣﺳﺅﻭﻝ ﻋﻥ ﺇﻧﺷﺎء ﻭ ﺗﻔﻌﻳﻝ ‪ Scrum‬ﻛﻣﺎ ﻫﻭ ﻣﻌﺭﻑ ﻓﻲ ﺩﻟﻳﻝ ‪ .Scrum‬ﻳﺅﺩﻯ ‪ Scrum Master‬ﺫﻟﻙ ﻋﻥ‬‫ﻁﺭﻳﻖ ﻣﺳﺎﻋﺩﺓ ﺍﻟﺟﻣﻳﻊ ﻋﻠﻰ ﻓﻬﻡ ﻧﻅﺭﻳﺔ ‪ Scrum‬ﻭﻣﻣﺎﺭﺳﺎﺗﻪ ﻭﻗﻭﺍﻋﺩﻩ ﺳﻭﺍء ﺩﺍﺧﻝ ‪ Scrum Team‬ﺃﻭ ﺩﺍﺧﻝ ﺍﻟﻣﺅﺳﺳﺔ‪.‬‬‫‪ Scrum Master‬ﻣﺳﺅﻭﻝ ﻋﻥ ﻓﺎﻋﻠﻳﺔ ‪ Scrum Team‬ﻭ ﻳﻘﻭﻡ ﺑﺫﻟﻙ ﻋﻥ ﻁﺭﻳﻖ ﺗﻣﻛﻳﻥ ‪ Scrum Team‬ﻣﻥ ﺗﺣﺳﻳﻥ ﻣﻣﺎﺭﺳﺎﺗﻪ‬‫ﻓﻲ ﺇﻁﺎﺭ ﻋﻣﻝ ‪.Scrum‬‬‫‪ Scrum Master‬ﻫﻭ ﻗﺎﺋﺩ ﺣﻘﻳﻘﻲ ﻳﺧﺩﻡ ‪ Scrum Team‬ﻭ ﻋﻠﻰ ﺍﻟﻣﺳﺗﻭﻯ ﺍﻷﻛﺑﺭ ﺍﻟﻣﺅﺳﺳﺔ ﺍﻟﺗﻲ ﻳﻌﻣﻝ ﺑﻬﺎ‪.‬‬‫ﻳﻘﺩﻡ ‪ Scrum Master‬ﺧﺩﻣﺎﺕ ﻣﺗﻌﺩﺩﺓ ﻟـ ‪ Scrum Team‬ﻛﻣﺎ ﻳﻠﻲ‪:‬‬
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‫ﺗﺩﺭﻳﺏ ﺃﻋﺿﺎء ﺍﻟﻔﺭﻳﻖ ﻋﻠﻰ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺫﺍﺗﻳﺔ ﻭﺍﻟﺗﻛﺎﻣﻝ ﺑﻳﻥ ﺍﻻﺧﺗﺻﺎﺻﺎﺕ‪.‬‬‫ﻣﺳﺎﻋﺩﺓ ‪ Scrum Team‬ﻋﻠﻰ ﺧﻠﻖ ﺃﺟﺯﺍء ﺇﺿﺎﻓﻳﺔ ﻣﻥ ﺍﻟﻣﻧﺗﺞ ﻋﺎﻟﻳﺔ ﺍﻟﻘﻳﻣﺔ ﺗﺣﻘﻖ ‪.Definition of Done‬‬‫ﺇﺯﺍﻟﺔ ﺍﻟﻌﻘﺑﺎﺕ ﺃﻣﺎﻡ ﺗﻘﺩﻡ ‪.Scrum Team‬‬‫ﺍﻟﺗﺄﻛﺩ ﻣﻥ ﺍﻥ ﻛﻝ ﻓﻌﺎﻟﻳﺎﺕ ‪ Scrum‬ﻳﺗﻡ ﺍﻟﻘﻳﺎﻡ ﺑﻬﺎ ﺑﺷﻛﻝ ﺇﻳﺟﺎﺑﻲ ﻣﺛﻣﺭ ﻭﺃﻧﻬﺎ ﻓﻲ ﺣﺩﻭﺩ ﺍﻷﻭﻗﺎﺕ ﺍﻟﻣﺣﺩﺩﺓ‪.‬‬‫‪ Scrum Master‬ﻳﺧﺩﻡ ‪ Product Owner‬ﺑﻁﺭﻕ ﻋﺩﻳﺩﺓ ﻛﻣﺎ ﻳﻠﻰ‪:‬‬
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‫ﺍﻟﻣﺳﺎﻋﺩﺓ ﻋﻠﻰ ﺇﻳﺟﺎﺩ ﺗﻘﻧﻳﺎﺕ ﻳﺗﻣﻛﻥ ﺍﻟﻔﺭﻳﻖ ﻣﻥ ﺧﻼﻟﻬﺎ ﻣﻥ ﺗﻌﺭﻳﻑ ‪ Product Goal‬ﻭﺇﺩﺍﺭﺓ ‪.Product Backlog‬‬‫ﻣﺳﺎﻋﺩﺓ ‪ Scrum Team‬ﻟﻔﻬﻡ ﺍﻻﺣﺗﻳﺎﺝ ﻟﺑﻧﻭﺩ ﻭﺍﺿﺣﺔ ﻭﻣﻭﺟﺯﺓ ﻓﻲ ‪.Product Backlog‬‬‫ﻓﻬﻡ ﻛﻳﻔﻳﺔ ﺍﻟﻘﻳﺎﻡ ﺑﺗﺧﻁﻳﻁ ﺍﻟﻣﻧﺗﺞ ﻓﻲ ﺑﻳﺋﺔ ﺗﻌﺗﻣﺩ ﺍﻟﺗﺟﺭﻳﺏ‪.‬‬‫ﺗﺳﻬﻳﻝ ﺍﻟﺗﻭﺍﺻﻝ ﺑﻳﻥ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﻛﻠﻣﺎ ﻁﻠﺏ ﺫﻟﻙ ﺍﻭ‬‫ﻣﺗﻰ ﺍﺣﺗﻳﺞ ﻟﺫﻟﻙ‪.‬‬‫ﻳﻘﺩﻡ ‪ Scrum Master‬ﺧﺩﻣﺎﺕ ﻣﺗﻌﺩﺩﺓ ﻟﻠﻣﺅﺳﺳﺎﺕ ﻛﻣﺎ ﻳﻠﻲ‪:‬‬
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‫ﻗﻳﺎﺩﺓ ﻭﺗﺩﺭﻳﺏ ﺍﻟﻣﺅﺳﺳﺎﺕ ﺧﻼﻝ ﻣﺣﺎﻭﻟﺔ ﺗﺑﻧﻳﻬﺎ ﻟـ ‪.Scrum‬‬‫ﺗﺧﻁﻳﻁ ﺗﻧﻔﻳﺫ ‪ Scrum‬ﻓﻲ ﺍﻟﻣﺅﺳﺳﺔ‪.‬‬‫ﻣﺳﺎﻋﺩﺓ ﺍﻟﻣﻭﻅﻔﻳﻥ ﻭﺍﻟﻣﻬﺗﻣﻳﻥ ﻋﻠﻰ ﻓﻬﻡ ﻭﺇﺗﺑﺎﻉ ‪ Scrum‬ﻭﻓﻬﻡ ﻁﺭﻳﻘﺔ ﺗﻁﻭﻳﺭ ﺍﻟﻣﻧﺗﺟﺎﺕ ﺑﻧﺎ ًء ﻋﻠﻰ ﺍﻟﺗﺟﺭﻳﺏ‪.‬‬‫ﺇﺣﺩﺍﺙ ﺍﻟﺗﻐﻳﻳﺭ ﺍﻟﺫﻱ ﻳﺅﺩﻯ ﺇﻟﻰ ﺯﻳﺎﺩﺓ ﺇﻧﺗﺎﺟﻳﺔ ‪.Scrum Team‬‬‫ﺇﺯﺍﻟﺔ ﺍﻟﺣﻭﺍﺟﺯ ﺑﻳﻥ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﻭﻓﺭﻕ ‪.Scrum‬‬‫ﻓﻌﺎﻟﻴﺎﺕ ‪Scrum‬‬‫ﺳﺑﺔ ﻟﻔﺣﺹ ﻭﺗﻌﺩﻳﻝ ﻣﻧﺗﺞ ﻣﻥ‬‫ﺍﻟـ ‪ Sprint‬ﻫﻭ ﺍﻟﻔﺎﻋﻠﻳﺔ ﺍﻟﺭﺋﻳﺳﻳﺔ ﺍﻟﺣﺎﻭﻳﺔ ﻟﻛﻝ ﺍﻟﻔﺎﻋﻠﻳﺎﺕ ﺍﻷﺧﺭﻯ‪ .‬ﻛﻝ ﻓﻌﺎﻟﻳﺔ ﻓﻲ ‪ Scrum‬ﻫﻲ ﻣﻧَﺎ َ‬‫ﻣﻧﺗﺟﺎﺕ ‪ .Scrum‬ﻫﺫﻩ ﺍﻟﻔﻌﺎﻟﻳﺎﺕ ﺗﻡ ﺗﺻﻣﻳﻣﻬﺎ ﻋﻠﻰ ﻭﺟﻪ ﺍﻟﺧﺻﻭﺹ ﻛﻲ ﺗﻣﻛﻥ ﻣﻥ ﺗﺣﻘﻳﻖ ﺍﻟﺷﻔﺎﻓﻳﺔ ﺍﻟﻣﻁﻠﻭﺑﺔ‪ .‬ﺑﻳﻧﻣﺎ ﻳﺅﺩﻯ ﺍﻟﻔﺷﻝ‬‫ُﻑ‪ .‬ﺗﺳﺗﺧﺩﻡ ﺍﻟﻔﻌﺎﻟﻳﺎﺕ ﻓﻲ ‪ Scrum‬ﻟﺧﻠﻖ ﺇﻳﻘﺎﻉ‬‫ﻓﻲ ﺃﺩﺍء ﺃﻱ ٍ ﻣﻥ ﻫﺫﻩ ﺍﻟﻔﻌﺎﻟﻳﺎﺕ ﺍﻟﻰ ﺗﻘﻠﻳﻝ ﺍﻟﺷﻔﺎﻓﻳﺔ ﻭﻓﻘﺩﺍﻥ ﻓﺭﺻﺔ ﻟﻠﺗﺩﻗﻳﻖ ﻭﺍﻟﺗ َ َﻛﻳ ْ‬‫ﻣﻧﻅﻡ ﻟﻠﻌﻣﻝ ﻭﺗﻘﻠﻳﻝ ﺍﻟﺣﺎﺟﺔ ﻷﻱ ﺍﺟﺗﻣﺎﻋﺎﺕ ﺟﺎﻧﺑﻳﺔ‪ .‬ﻓﻲ ﺍﻟﺣﺎﻟﺔ ﺍﻟﻣﺛﺎﻟﻳﺔ ﺗﻌﻘﺩ ﻛﻝ ﺍﻟﻔﻌﺎﻟﻳﺎﺕ ﻓﻲ ﻧﻔﺱ ﺍﻷﻭﻗﺎﺕ ﻭﺍﻷﻣﺎﻛﻥ ﻟﺗﺳﻬﻳﻝ‬‫ﺇﺟﺭﺍءﺍﺕ ﻋﻘﺩ ﻫﺫﻩ ﺍﻟﻔﻌﺎﻟﻳﺎﺕ‪.‬‬‫‪8‬‬‫‪) Sprint‬ﺍﻟﺴﺒﺮﻧﺖ(‬‫ﺍﻟـ‪ Sprints‬ﻫﻲ ﺇﻳﻘﺎﻉ ﻗﻠﺏ ‪ ،Scrum‬ﺣﻳﺙ ﺗﺗﺣﻭﻝ ﺍﻷﻓﻛﺎﺭ ﺇﻟﻰ ﻗﻳﻣﺔ‪.‬‬‫ﻫﻭ ﻭﻗﺕ ﻣﺣﺩﺩ ﻛﺷﻬﺭ ﺃﻭ ﺃﻗﻝ ﺑﺣﻳﺙ ﻳﺑﺩﺃ ‪ Sprint‬ﺑﻣﺟﺭﺩ ﺍﻧﺗﻬﺎء ﺍﻟﺳﺎﺑﻖ‪ .‬ﻳﺗﻡ ﺧﻼﻝ ﺍﻟـ ‪ Sprint‬ﺍﻟﻘﻳﺎﻡ ﺑﻛﻝ ﺍﻟﻌﻣﻝ ﺍﻟﻼﺯﻡ ﻟﺗﺣﻘﻳﻖ‬‫‪ Product Goal‬ﺑﺣﻳﺙ ﻳﺷﻣﻝ ﺍﺟﺗﻣﺎﻉ ‪) Spring Planning‬ﺗﺧﻁﻳﻁ ﺍﻟﺳﺑﺭﻧﺕ(‪) Daily Scrum ،‬ﺍﻟﺳﻛﺭﻡ ﺍﻟﻳﻭﻣﻲ(‪ ،‬ﺍﺟﺗﻣﺎﻉ‬‫‪) Sprint Review‬ﺍﺳﺗﻌﺭﺍﺽ ﺍﻟﺳﺑﺭﻧﺕ( ﻭﺍﺟﺗﻣﺎﻉ ‪) Sprint Retrospective‬ﻣﺭﺍﺟﻌﺔ ﺍﻟﺳﺑﺭﻧﺕ(‪.‬‬‫ﺧﻼﻝ ‪:Sprint‬‬‫‪ ‬ﻻ ﻳﺳﻣﺢ ﺑﺄﻱ ﺗﻌﺩﻳﻝ ﻣﻥ ﺷﺄﻧﻪ ﺃﻥ ﻳﺅﺛﺭ ﻋﻠﻰ ﻫﺩﻑ ‪.Sprint‬‬‫‪ ‬ﻻ ﻳﻣﻛﻥ ﺗﻘﻠﻳﻝ ﻣﺳﺗﻭﻯ ﺍﻟﺟﻭﺩﺓ ﺍﻟﻣﺳﺗﻬﺩﻓﺔ‪.‬‬‫‪ ‬ﻳﺗﻡ ﺗﻌﺩﻳﻝ ‪ Product Backlog‬ﺣﺳﺏ ﺍﻟﺣﺎﺟﺔ‪.‬‬‫‪ ‬ﻳﻣﻛﻥ ﺍﺳﺗﻳﺿﺎﺡ ﻧﻁﺎﻕ ﺍﻟﻌﻣﻝ ﻭﺇﻋﺎﺩﺓ ﺍﻟﺗﻔﺎﻭﺽ ﻣﻊ ‪ Product Owner‬ﻛﻠﻣﺎ ﺗﻡ ﺃﺩﺭﺍﻙ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﺍﻟﺗﻔﺎﺻﻳﻝ‪.‬‬‫ﺗﻣﻛﻥ ‪ Sprints‬ﻣﻥ ﺍﺳﺗﺷﺭﺍﻑ ﺍﻟﻧﺗﺎﺋﺞ ﺑﺎﻟﺗﺄﻛﻳﺩ ﻋﻠﻰ ﺍﻟﻣﺭﺍﺟﻌﺔ ﻭﺍﻟﺗﺩﻗﻳﻖ ﻭﻣﻥ ﺛﻡ ﺗﻌﺩﻳﻝ ﺍﻟﻣﺳﺎﺭ ﻓﻲ ﺍﺗﺟﺎﻩ ﺗﺣﻘﻳﻖ ‪Product‬‬‫‪ Backlog‬ﻋﻠﻰ ﺍﻷﻗﻝ ﻣﺭﺓ ﻛﻝ ‪ .Sprint‬ﻗﺩ ﺗﺅﺩﻱ ﺯﻳﺎﺩﺓ ﻣﺩﺓ ‪ Sprint‬ﺃﻛﺛﺭ ﻣﻥ ﺍﻟﻼﺯﻡ ﺇﻟﻰ ﺍﻥ ﻳﺻﺑﺢ ‪ Sprint Goal‬ﻏﻳﺭ ﺫﻱ‬‫ﺟﺩﻭﻯ‪ ،‬ﺃﻳﺿﺎ ً ﻗﺩ ﺗﺯﻳﺩ ﺍﻟﺗﻌﻘﻳﺩﺍﺕ ﻭﺍﻟﻣﺧﺎﻁﺭ‪ .‬ﺍﻟـ ‪ Sprints‬ﺍﻷﻗﺻﺭ ﺗﻣﻛﻥ ﻣﻥ ﺍﻟﻣﺯﻳﺩ ﻣﻥ ﻣﺭﺍﺕ ﺍﻟﺗﻌﻠﻡ ﻭﺗﺅﺩﻯ ﺃﻳﺿﺎ ً ﺇﻟﻰ ﺗﻘﻠﻳﻝ‬‫ﻣﺧﺎﻁﺭ ﺇﻫﺩﺍﺭ ﺍﻟﻣﻭﺍﺭﺩ‪ .‬ﻳﻣﻛﻥ ﺍﻋﺗﺑﺎﺭ ﻛﻝ ‪ Sprint‬ﻣﺷﺭﻭﻋﺎ ً ﻗﺻﻳﺭ ﺍﻟﻣﺩﺓ‪.‬‬‫ﺗﻭﺟﺩ ﺃﺩﻭﺍﺕ ﻋﺩﺓ ﻫﺩﻓﻬﺎ ﺍﺳﺗﺷﺭﺍﻑ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﻣﻧﻬﺎ ﺧﺭﺍﺋﻁ ﺍﻟﺣﺭﻕ ﺍﻟﺗﻧﺎﺯﻟﻲ ﻭﺧﺭﺍﺋﻁ ﺍﻟﺣﺭﻕ ﺍﻟﺗﺻﺎﻋﺩﻱ ﻭﺧﺭﺍﺋﻁ ﺍﻟﺗﺩﻓﻖ‬‫ﺍﻟﻣﺟﻣﻌﺔ‪ .‬ﻫﺫﻩ ﺍﻷﺩﻭﺍﺕ ﺛﺑﺕ ﺃﻧﻬﺎ ﻣﻔﻳﺩﺓ ﻭﻟﻛﻧﻬﺎ ﻻ ﺗﻐﻧﻲ ﻋﻥ ﺍﻟﺗﺟﺭﻳﺏ‪ .‬ﻓﻲ ﺑﻳﺋﺎﺕ ﺍﻟﻌﻣﻝ ﺍﻟﻣﻌﻘﺩﺓ ﻻ ﻳﻣﻛﻥ ﺍﻟﺗﻧﺑﺄ ﻓﻌﻠﻳﺎ ً ﺑﻣﺎ ﻳﻣﻛﻥ ﺍﻥ‬‫ﻳﺣﺩﺙ‪ ،‬ﻓﻘﻁ ﻣﺎ ﺣﺩﺙ ﺑﺎﻟﻔﻌﻝ ﻫﻭ ﻣﺎ ﻳﻣﻛﻥ ﺍﺳﺗﺧﺩﺍﻣﻪ ﻻﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﻟﻣﺎ ﺳﻳﺄﺗﻲ‪.‬‬‫ﻳﻣﻛﻥ ﺇﻟﻐﺎء ﺍﻟـ ‪ Sprint‬ﺇﺫﺍ ﺃﺻﺑﺢ ﺍﻟﻬﺩﻑ ﻣﻥ ﺍﻟـ ‪ Sprint‬ﻏﻳﺭ ﺫﻱ ﺟﺩﻭﻯ‪ .‬ﻓﻘﻁ ﺍﻟـ ‪ Product Owner‬ﻫﻭ ﺍﻟﺫﻱ ﻣﻥ ﺣﻘﻪ ﺇﻟﻐﺎء‬‫ﺍﻟـ‪.Sprint‬‬‫‪) Sprint Planning‬ﺍﻟﺘﺨﻄﻴﻂ ﻟﻠﺴﺒﺮﻧﺖ(‬‫ﻳﺑﺩﺃ ﺍﻟـ‪ Sprint‬ﺑـ ‪ Sprint Planning‬ﺣﻳﺙ ﻳﺗﻡ ﺍﻟﺗﺧﻁﻳﻁ ﻟﻠﻌﻣﻝ ﺍﻟﻣﻁﻠﻭﺏ ﺗﺄﺩﻳﺗﻪ ﻓﻲ ‪ .Sprint‬ﻳﺗﻡ ﻭﺿﻊ ﺍﻟﺧﻁﺔ ﻋﻥ ﻁﺭﻳﻖ‬‫ﺍﻟﺗﻭﺍﺻﻝ ﺑﻳﻥ ﻛﺎﻣﻝ ﺃﻋﺿﺎء ‪.Scrum Team‬‬‫ﺍﻟـ‪ Product Owner‬ﻳﺗﺄﻛﺩ ﻣﻥ ﺍﻥ ﺍﻟﺣﺿﻭﺭ ﻣﺳﺗﻌﺩﻭﻥ ﻟﻣﻧﺎﻗﺷﺔ ﺍﻫﻡ ﺑﻧﻭﺩ ‪ Product Backlog‬ﻭﻣﺎ ﻫﻲ ﻋﻼﻗﺗﻬﺎ ﺑـ ‪Product‬‬‫‪ .Goal‬ﻗﺩ ﻳﺩﻋﻭ‪ Scrum Team‬ﺍﺷﺧﺎﺻﺎ ً ﺁﺧﺭﻳﻥ ﻟﺣﺿﻭﺭ ‪ Spring Planning‬ﻟﺗﻘﺩﻳﻡ ﺍﻟﻧﺻﺢ ﻟﻔﺭﻳﻖ ﺍﻟﻌﻣﻝ‪.‬‬‫ﻳﺟﻳﺏ ‪ Sprint Planning‬ﻋﻠﻰ ﺍﻷﺳﺋﻠﺔ ﺍﻟﺗﺎﻟﻳﺔ‪:‬‬‫ﺍﻟﻤﻮﺿﻮﻉ ﺍﻷﻭﻝ‪ :‬ﻟﻤﺎﺫﺍ ﻫﺬﺍ ﺍﻟـ‪ Sprint‬ﻟﻪ ﻗﻴﻤﺔ؟‬‫ﻳﻘﺗﺭﺡ ‪ Product Owner‬ﻛﻳﻑ ﻳﻣﻛﻥ ﻟﻠﻔﺭﻳﻖ ﺍﻥ ﻳﺿﻳﻑ ﻗﻳﻣﺔ ﺧﻼﻝ ﺍﻟـ‪ Sprint‬ﺍﻟﺣﺎﻟﻲ ﻭﻣﻥ ﺛﻡ ﻳﺗﺷﺎﻭﺭ ‪Scrum Team‬‬‫ﻟﺻﻳﺎﻏﺔ ‪ Sprint Goal‬ﻭﺍﻟﺫﻱ ﻳﺟﻌﻝ ﻓﺎﺋﺩﺓ ﺍﻟـ‪ Sprint‬ﻭﺍﺿﺣﺎ ً ﻟﺟﻣﻳﻊ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ‬‫ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ‪ .‬ﻳﺟﺏ ﺍﻻﻧﺗﻬﺎء ﻣﻥ ﺻﻳﺎﻏﺔ ﻫﺩﻑ ﺍﻟـ‪ Sprint‬ﻗﺑﻝ ﺍﻻﻧﺗﻬﺎء ﻣﻥ ‪.Sprint Planning‬‬‫ﺍﻟﻤﻮﺿﻮﻉ ﺍﻟﺜﺎﻧﻲ‪ :‬ﻣﺎ ﺍﻟﺬﻱ ﻳﻤﻜﻦ ﺇﻧﺠﺎﺯﻩ ﻓﻲ ﻫﺬﺍ ‪Sprint‬؟‬‫ﻣﻥ ﺧﻼﻝ ﺍﻟﻧﻘﺎﺵ ﻣﻊ ‪ Product Owner‬ﻳﺧﺗﺎﺭ ﺍﻟﻣﻁﻭﺭﻭﻥ ﺍﻟﺑﻧﻭﺩ ﺍﻟﺗﻲ ﺳﻳﺗﻡ ﺍﺩﺭﺍﺟﻬﺎ ﻓﻲ ﺍﻟـ‪ Sprint‬ﺍﻟﺣﺎﻟﻲ ﻣﻥ ﺑﻧﻭﺩ‬‫‪ .Product Backlog‬ﻗﺩ ﻳﻘﻭﻡ ‪ Scrum Team‬ﺑﺗﻧﻘﻳﺢ ﻫﺫﻩ ﺍﻟﺑﻧﻭﺩ ﺍﺛﻧﺎء ﺫﻟﻙ ﺍﻳﺿﺎ ً ﻣﻣﺎ ﻳﻌﺯﺯ ﻣﻥ ﺛﻘﺗﻬﻡ ﻣﻥ ﻗﺩﺭﺗﻬﻡ ﻋﻠﻰ ﺍﻧﺟﺎﺯ‬‫ﺍﻟﻌﻣﻝ ﺍﻟﻣﻧﻭﻁ ﺑﻬﻡ‪.‬‬‫‪9‬‬‫ﺭﺑﻣﺎ ﻳﺷﻛﻝ ﺍﺧﺗﻳﺎﺭ ﻣﻘﺩﺍﺭ ﺍﻟﻌﻣﻝ ﺍﻟﺫﻱ ﻳﻣﻛﻥ ﺇﻧﺟﺎﺯﻩ ﺃﺛﻧﺎء ‪ Sprint‬ﺗﺣﺩﻳﺎ ً‪ .‬ﻟﻛﻥ ﻋﻠﻰ ﺣﺎﻝ ﻛﻠﻣﺎ ﻋﻠﻡ ﺍﻟﻣﻁﻭﺭﻭﻥ ﻣﺳﺗﻭﻯ ﺃﺩﺍﺋﻬﻡ‬‫ﺍﻟﺳﺎﺑﻖ ﻭﻗﺩﺭﺗﻬﻡ ﻋﻠﻰ ﺍﻻﺳﺗﻳﻌﺎﺏ ﻭﻛﺫﻟﻙ ﻣﺗﻰ ﻳﻣﻛﻧﻬﻡ ﺍﻋﺗﺑﺎﺭ ﺍﻟﻌﻣﻝ ﻣﻛﺗﻣﻼً ‪ Definition of Done‬ﻛﻠﻣﺎ ﻛﺎﻧﻭﺍ ﺃﻛﺛﺭ ﺛﻘﺔ ﻓﻲ‬‫ﺗﻘﺩﻳﺭﻫﻡ ﻟﻠﻌﻣﻝ ﺍﻟﻣﻣﻛﻥ ﺇﻧﺟﺎﺯﻩ ﻓﻲ ﺍﻟـ‪ Sprint‬ﺍﻟﺣﺎﻟﻲ‪.‬‬‫ﺍﻟﻤﻮﺿﻮﻉ ﺍﻟﺜﺎﻟﺚ‪ :‬ﻛﻴﻒ ﺳﻴﺘﻢ ﺇﻧﺠﺎﺯ ﺍﻟﻌﻤﻞ ﺍﻟﺬﻱ ﺗﻢ ﺍﺧﺘﻴﺎﺭﻩ؟‬‫ﻳﻘﻭﻡ ﺍﻟﻣﻁﻭﺭﻭﻥ ﺑﺎﻟﺗﺧﻁﻳﻁ ﻟﻠﻌﻣﻝ ﺍﻟﻼﺯﻡ ﻟﺧﻠﻖ ‪ Increment‬ﺗﺣﻘﻖ ‪ Definition of Done‬ﻟﻛﻝ ﻣﻥ ﺑﻧﻭﺩ ‪Product Backlog‬‬‫ﺍﻟﻣﺧﺗﺎﺭﺓ‪ .‬ﻳﺗﻡ ﻫﺫﻩ ﻋﺎﺩﺓ ﺑﺗﻘﺳﻳﻡ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺇﻟﻰ ﻭﺣﺩﺍﺕ ﺃﺻﻐﺭ ﺗﺳﺗﻐﺭﻕ ﻳﻭﻣﺎ ً ﺍﻭ ﺍﻗﻝ ﻭﻟﻠﻣﻁﻭﺭﻳﻥ ﺣﺭﻳﺔ ﺍﺧﺗﻳﺎﺭ‬‫ﺍﻟﻁﺭﻳﻘﺔ ﺍﻟﻰ ﻳﺭﻳﺩﻭﻥ ﻟﻠﻘﻳﺎﻡ ﺑﺫﻟﻙ ﻭﻟﻳﺱ ﻷﺣﺩ ﺁﺧﺭ ﺍﻥ ﻳﺣﺩﺩ ﻟﻬﻡ ﻛﻳﻑ ﻳﺣﻭﻟﻭﻥ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺍﻟﻰ ﺃﺟﺯﺍء ﺇﺿﺎﻓﻳﺔ ﻣﻥ‬‫ﺍﻟﻣﻧﺗﺞ ﺫﺍﺕ ﻗﻳﻣﺔ‪.‬‬‫ﻳﺷﻣﻝ ‪ Sprint Backlog‬ﻛﻝ ﻣﻥ ‪ Sprint Goal‬ﻭﺍﻟﺑﻧﻭﺩ ﺍﻟﻣﺧﺗﺎﺭﺓ ﻟﻠﺳﺑﺭﻧﺕ ﻣﻥ ‪ Sprint Backlog‬ﺑﺎﻹﺿﺎﻓﺔ ﺇﻟﻰ ﺍﻟﺧﻁﺔ ﺍﻟﻣﺗﺑﻌﺔ‬‫ﻟﺗﺳﻠﻳﻡ ﻫﺫﻩ ﺍﻟﺑﻧﻭﺩ‪.‬‬‫‪ Sprint Planning‬ﻫﻭ ﺍﺟﺗﻣﺎﻉ ﻣﺣﺩﺩ ﺍﻟﻣﺩﺓ ﺑﺣﺩ ﺍﻗﺻﻰ ﺛﻣﺎﻧﻳﺔ ﺳﺎﻋﺎﺕ ﻟﺳﺑﺭﻧﺕ ﻣﺩﺗﻪ ﺷﻬﺭ ﻭﺍﺣﺩ ﻭ ﻳﻛﻭﻥ ﻋﺎﺩﺓ ﺍﻗﺻﺭ ﻟﻠـ‪Sprints‬‬‫ﺍﻷﻗﻝ ﻣﺩﺓ‪.‬‬‫‪ٍ) Daily Scrum‬ﺍﻟﺴﻜﺮﻡ ﺍﻟﻴﻮﻣﻲ(‬‫ﺍﻟﻬﺩﻑ ﻣﻥ ﺍﻟـ‪ Daily Scrum‬ﻫﻭ ﻓﺣﺹ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﻓﻲ ﺍﺗﺟﺎﻩ ‪ Sprint Goal‬ﻭﺗﻌﺩﻳﻝ ‪ Sprint Backlog‬ﺣﺳﺏ ﻣﺎ ﺗﺳﺗﺩﻋﻰ‬‫ﺍﻟﺿﺭﻭﺭﺓ ﻭﺍﻟﻘﻳﺎﻡ ﺑﺿﺑﻁ ﺍﻟﻌﻣﻝ ﺍﻟﻘﺎﺩﻡ‪.‬‬‫ﺍﻟـ‪ Daily Scrum‬ﻫﻭ ﺍﺟﺗﻣﺎﻉ ﻣﺩﺗﻪ ‪ 15‬ﺩﻗﻳﻘﺔ ﻳﺣﺿﺭﻩ ﺍﻟﻣﻁﻭﺭﻭﻥ ﺃﻋﺿﺎء ‪ Scrum Team‬ﻭﻟﺗﻘﻠﻳﻝ ﺇﺟﺭﺍءﺍﺕ ﻋﻘﺩ ﻫﺫﺍ ﺍﻻﺟﺗﻣﺎﻉ‬‫ﻓﺈﻧﻪ ﻳﻌﻘﺩ ﻓﻲ ﻧﻔﺱ ﺍﻟﻭﻗﺕ ﻭﺍﻟﻣﻛﺎﻥ ﻟﻛﻝ ﻳﻭﻡ ﻣﻥ ﺃﻳﺎﻡ ‪ .Sprint‬ﻓﻲ ﺣﺎﻝ ﻛﺎﻥ ‪ Product Owner‬ﺍﻭ ‪ Scrum Master‬ﻳﻌﻣﻠﻭﻥ‬‫ﻋﻠﻰ ﺑﻧﻭﺩ ﻣﻥ ‪ Sprint Backlog‬ﻓﺎﻧﻬﻡ ﻳﺷﺎﺭﻛﻭﻥ ﻛﻣﻁﻭﺭﻳﻥ ﻓﻲ ﺍﻻﺟﺗﻣﺎﻉ‪.‬‬‫ﻳﻣﻛﻥ ﻟﻠﻣﻁﻭﺭﻳﻥ ﺍﺧﺗﻳﺎﺭ ﻭﺳﺎﺋﻝ ﻭﻫﻳﻛﻝ ﺍﻻﺟﺗﻣﺎﻉ ﻛﻣﺎ ﻳﺭﻳﺩﻭﻥ ﻁﺎﻟﻣﺎ ﻛﺎﻥ ‪ Daily Scrum‬ﻭﺳﻳﻠﻪ ﻟﻠﺗﺭﻛﻳﺯ ﻋﻠﻰ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﻓﻲ‬‫ﺍﺗﺟﺎﻩ ‪ Sprint Goal‬ﻭﺍﻥ ﻳﻧﺗﺞ ﻋﻧﻪ ﺧﻁﺔ ﺗﻧﻔﻳﺫﻳﺔ ﻟﻠﻳﻭﻡ ﺍﻟﺗﺎﻟﻲ‪ .‬ﻫﺫﺍ ﻣﻣﺎ ﻳﺳﺎﻫﻡ ﻓﻲ ﺗﺣﺳﻳﻥ ﺍﻹﺩﺍﺭﺓ ﺍﻟﺫﺍﺗﻳﺔ ﻟﻠﻔﺭﻳﻖ‪.‬‬‫ﻳﺣﺳﻥ ‪ Daily Scrum‬ﺍﻟﺗﻭﺍﺻﻝ‪ ،‬ﻳﻌﺭﻑ ﺍﻟﻣﻌﻭﻗﺎﺕ ﻭﻳﻌﺯﺯ ﺍﻟﻘﺩﺭﺓ ﻋﻠﻰ ﺍﺗﺧﺎﺫ ﺍﻟﻘﺭﺍﺭﺍﺕ ﺑﺳﺭﻋﺔ ﻭﺑﺎﻟﺗﺎﻟﻲ ﻳﻠﻐﻰ ﺍﻟﺣﺎﺟﺔ ﻻﺟﺗﻣﺎﻋﺎﺕ‬‫ﺍﺧﺭﻱ‪.‬‬‫ﺍﻟـ ‪ Daily Scrum‬ﻟﻳﺱ ﻫﻭ ﺍﻟﻣﻧﺎﺳﺑﺔ ﺍﻟﻭﺣﻳﺩﺓ ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺧﻼﻟﻬﺎ ﻟﻠﻣﻁﻭﺭﻳﻥ ﺗﻌﺩﻳﻝ ﺧﻁﻁﻬﻡ ﻓﻬﻡ ﻳﺗﻘﺎﺑﻠﻭﻥ ﺧﻼﻝ ﺍﻟﻳﻭﻡ ﻟﻧﻘﺎﺷﺎﺕ‬‫ﺗﻔﺻﻳﻠﻳﺔ ﺣﻭﻝ ﺗﻌﺩﻳﻝ ﻭﺇﻋﺎﺩﺓ ﺗﺧﻁﻳﻁ ﻣﺎ ﺑﻘﻲ ﻣﻥ ﻋﻣﻝ ﺧﻼﻝ ﺍﻟـ ‪.Sprint‬‬‫‪) Sprint Review‬ﺍﺳﺘﻌﺮﺍﺽ ﺍﻟﺴﺒﺮﻧﺖ(‬‫ﺍﻟﻬﺩﻑ ﻣﻥ ﺍﺟﺗﻣﺎﻉ ‪Sprint Review‬ﻫﻭ ﻓﺣﺹ ﺍﻟﻧﺎﺗﺞ ﺍﻟﺗﻲ ﺗﻡ ﺍﻻﻧﺗﻬﺎء ﻣﻧﻪ ﺍﺛﻧﺎء ﺍﻟـ‪ Sprint‬ﻭﺗﺣﺩﻳﺩ ﺍﻟﻣﻭﺍﺋﻣﺎﺕ ﻣﺳﺗﻘﺑﻼً‪ .‬ﻳﻌﺭﺽ‬‫‪ Scrum Team‬ﻧﺗﺎﺋﺞ ﻋﻣﻠﻪ ﻋﻠﻰ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﻭﻳﺗﻡ ﻧﻘﺎﺵ ﺍﻟﺗﻘﺩﻡ‬‫ﻓﻲ ﺍﺗﺟﺎﻩ ﺗﺣﻘﻳﻖ ‪.Product Goal‬‬‫ﺧﻼﻝ ﺍﻻﺟﺗﻣﺎﻉ ﻳﺳﺗﻌﺭﺽ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﻭﺍﻟﻣﻁﻭﺭﻭﻥ ﻣﺎ ﺗﻡ‬‫ﺇﻧﺟﺎﺯﻩ ﺧﻼﻝ ﺍﻟـ‪ Sprint‬ﻭ ﺍﻟﺗﻐﻳﺭﺍﺕ ﻓﻲ ﺑﻳﺋﺔ ﺍﻟﻌﻣﻝ‪ .‬ﺑﻧﺎ ًء ﻋﻠﻰ ﻫﺫﻩ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻳﺗﺩﺍﻭﻝ ﺍﻟﺣﺎﺿﺭﻭﻥ ﺑﺧﺻﻭﺹ ﻣﺎ ﻳﺟﺏ ﻓﻌﻠﻪ‬‫‪10‬‬

‫ﻻﺣﻘﺎ ً‪ .‬ﺍﻳﺿﺎ ً ﻳﻣﻛﻥ ﺗﻌﺩﻳﻝ ‪ Product Backlog‬ﻟﻼﺳﺗﻔﺎﺩﺓ ﻣﻥ ﺃﻱ ﻓﺭﺹ ﻣﺗﺎﺣﺔ‪ Sprint Review .‬ﻫﻭ ﺍﺟﺗﻣﺎﻉ ﻣﻔﺗﻭﺡ ﻭ ﺑﺎﻟﺗﺎﻟﻲ‬‫ﻳﺟﺏ ﺍﻥ ﻳﺗﺟﻧﺏ ‪ Scrum Team‬ﺍﻥ ﻳﺣﺻﺭﻩ ﻓﻲ ﺍﻟﻌﺭﺽ ﺍﻟﺗﻘﺩﻳﻣﻲ ﻟﻣﺎ ﺗﻡ ﺇﻧﺟﺎﺯﻩ ﻓﻘﻁ‪.‬‬‫‪ Sprint Review‬ﻫﻭ ﺍﻻﺟﺗﻣﺎﻉ ﻗﺑﻝ ﺍﻷﺧﻳﺭ ﻓﻲ ‪ Sprint‬ﻭ ﻣﺩﺗﻪ ﻣﺣﺩﺩﺓ ﺑﺣﺩ ﺍﻗﺻﻰ ﻗﺩﺭﻩ ﺍﺭﺑﻊ ﺳﺎﻋﺎﺕ ﻟـ ‪ Sprint‬ﻣﺩﺗﻪ ﺷﻬﺭ ﻭ‬‫ﺗﻛﻭﻥ ﻋﺎﺩﺓ ﻣﺩﺗﻪ ﺍﻗﺻﺭ ﻟﻠـ‪ Sprints‬ﺍﻷﻗﺻﺭ ﻣﺩﺓ‪.‬‬‫‪) Sprint Retrospective‬ﻣﺮﺍﺟﻌﺔ ﺍﻟﺴﺒﺮﻧﺖ(‬‫ﺍﻟﻬﺩﻑ ﻣﻥ ﺍﺟﺗﻣﺎﻉ ‪ Sprint Retrospective‬ﻫﻭ ﻭﺿﻊ ﺧﻁﻁ ﻟﺗﺣﺳﻳﻥ ﺍﻟﺟﻭﺩﺓ ﻭﺍﻟﻔﺎﻋﻠﻳﺔ‪.‬‬‫ﻳﻘﻭﻡ ‪ Scrum Team‬ﺑﻔﺣﺹ ﻛﻳﻑ ﺳﺎﺭ ﺍﻟـ‪ Sprint‬ﺍﻷﺧﻳﺭ ﻓﻲ ﻛﻝ ﻣﺎ ﻳﺗﻌﻠﻖ ﺑﺎﻷﻓﺭﺍﺩ‪ ،‬ﺍﻟﺗﻔﺎﻋﻝ‪ ،‬ﺍﺟﺭﺍءﺍﺕ ﺍﻟﻌﻣﻝ‪ ،‬ﺍﻷﺩﻭﺍﺕ‪،‬‬‫ﻭ‪ .Definition of Done‬ﺍﻟﻌﻧﺎﺻﺭ ﺍﻟﺗﻲ ﻳﺗﻡ ﻓﺣﺻﻬﺎ ﻓﻲ ﺍﻟﻐﺎﻟﺏ ﺗﺧﺗﻠﻑ ﺑﺣﺳﺏ ﻣﺟﺎﻝ ﺍﻟﻌﻣﻝ‪ .‬ﻳﺗﻡ ﺗﺣﺩﻳﺩ ﺍﻻﻓﺗﺭﺍﺿﺎﺕ ﺍﻟﺗﻲ ﺃﺩﺕ‬‫ﺍﻟﻰ ﺍﻟﺧﺭﻭﺝ ﻋﻥ ﺍﻟﻣﺳﺎﺭ ﻭﻳﺗﻡ ﺍﻛﺗﺷﺎﻑ ﺃﺳﺑﺎﺑﻬﺎ‪ .‬ﻳﻧﺎﻗﺵ ‪ Scrum Team‬ﻣﺎ ﺗﻡ ﺑﺷﻛﻝ ﺟﻳﺩ ﺧﻼﻝ ‪ ،Sprint‬ﺍﻟﻣﺷﺎﻛﻝ ﺍﻟﺗﻲ ﻭﺍﺟﻬﺗﻬﻡ‬‫ﻭﻛﻳﻑ ﺗﻡ )ﺍﻭ ﻟﻡ ﻳﺗﻡ( ﺣﻝ ﻫﺫﻩ ﺍﻟﻣﺷﺎﻛﻝ‪.‬‬‫ﻳﺣﺩﺩ ‪ Scrum Team‬ﺃﻛﺛﺭ ﺍﻟﺗﻐﻳﻳﺭﺍﺕ ﻓﺎﺋﺩﺓ ﻟﺗﺣﺳﻳﻥ ﺍﻟﻔﺎﻋﻠﻳﺔ‪ .‬ﺍﻟﺗﺣﺳﻳﻧﺎﺕ ﺍﻷﻛﺛﺭ ﺗﺄﺛﻳﺭﺍ ً ﻳﺗﻡ ﺍﻟﻘﻳﺎﻡ ﺑﻬﺎ ﻓﻲ ﺃﺳﺭﻉ ﻭﻗﺕ ﻣﻣﻛﻥ‪.‬‬‫ﻭﺭﺑﻣﺎ ﻳﺗﻡ ﺣﺗﻰ ﺃﺿﺎﻓﺗﻬﺎ ﺇﻟﻰ ‪ Sprint Backlog‬ﻟﻠـ‪ Sprint‬ﺍﻟﻘﺎﺩﻡ‪.‬‬‫ﻳﻧﺗﻬﻲ ﺍﻟـ‪ Sprint‬ﺑﺎﺟﺗﻣﺎﻉ ‪ Sprint Retrospective‬ﻭ ﻫﻭ ﺍﺟﺗﻣﺎﻉ ﻣﺩﺗﻪ ﻣﺣﺩﺩﺓ ﺑﺣﺩ ﺃﻗﺻﻰ ﻗﺩﺭﻩ ﺛﻼﺙ ﺳﺎﻋﺎﺕ ﻟـ ‪ Sprint‬ﻭﺍﺣﺩ‬‫ﻣﺩﺗﻪ ﺷﻬﺭ ﻭ ﺗﻛﻭﻥ ﻋﺎﺩﺓ ﻣﺩﺗﻪ ﺃﻗﺻﺭ ﻟﻠـ‪Sprints‬ﺍﻷﻗﺻﺭ ﻣﺩﺓ‪.‬‬‫ﻣﺨﺮﺟﺎﺕ ‪Scrum‬‬‫ﺗﻣﺛﻝ ﻣﺧﺭﺟﺎﺕ ‪ Scrum‬ﺍﻟﻌﻣﻝ ﺃﻭ ﺍﻟﻘﻳﻣﺔ‪ .‬ﺗﻡ ﺗﺻﻣﻳﻡ ﻣﺧﺭﺟﺎﺕ ‪ Scrum‬ﺑﺷﻛﻝ ﺧﺎﺹ ﻟﺗﺳﺎﻫﻡ ﻓﻲ ﺗﻌﻅﻳﻡ ﺷﻔﺎﻓﻳﺔ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ‬‫ﺍﻷﺳﺎﺳﻳﺔ ﻭﺑﺎﻟﺗﺎﻟﻲ ﻳﺻﺑﺢ ﻟﺩﻯ ﺍﻟﺟﻣﻳﻊ ﻧﻔﺱ ﺍﻟﻔﻬﻡ ﺍﻷﺳﺎﺳﻲ ﻟﻠﻁﺭﻳﻘﺔ ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺍﻟﺗﻛﻳﻑ ﺑﻬﺎ‪.‬‬‫ﻛﻝ ﻣﺧﺭﺝ ﻣﻥ ﻣﺧﺭﺟﺎﺕ ‪ Scrum‬ﻳﺷﻣﻝ ﺍﻟﺗﺯﺍﻣﺎ ﻳﺿﻣﻥ ﺍﻟﺷﻔﺎﻓﻳﺔ ﻭﺍﻟﺗﺭﻛﻳﺯ ﺑﺣﻳﺙ ﻳﻣﻛﻥ ﻗﻳﺎﺱ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﺑﻭﺿﻭﺡ‪:‬‬
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‫ﺑﺎﻟﻧﺳﺑﺔ ﻟـ ‪ Product Backlog‬ﺍﻻﻟﺗﺯﺍﻡ ﻫﻭ ‪Product Goal‬‬‫ﺑﺎﻟﻧﺳﺑﺔ ﻟـ ‪ Sprint Backlog‬ﺍﻻﻟﺗﺯﺍﻡ ﻫﻭ ‪Sprint Goal‬‬‫ﺑﺎﻟﻧﺳﺑﺔ ﻟـ ‪ Increment‬ﺍﻻﻟﺗﺯﺍﻡ ﻫﻭ‪Definition of Done‬‬‫ﻫﺫﻩ ﺍﻻﻟﺗﺯﺍﻣﺎﺕ ﻭﺟﺩﺕ ﻟﺗﻌﺯﻳﺯ ﺧﺎﺻﻳﺔ ﺍﻟﺗﺟﺭﻳﺏ ﻭﻗﻳﻡ ‪ Scrum‬ﻟـ ‪ Scrum Team‬ﻭ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ‬‫ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ‪.‬‬‫‪) Product Backlog‬ﻗﺎﺋﻤﺔ ﻋﻤﻞ ﺍﻟﻤﻨﺘﺞ(‬‫‪ Product Backlog‬ﻫﻲ ﻗﺎﺋﻣﺔ ﻣﺗﺟﺩﺩﺓ ﺑﻛﻝ ﻣﺎ ﻳﺣﺗﺎﺝ ﺍﻟﻔﺭﻳﻖ ﻟﻪ ﻟﺗﺣﺳﻳﻥ ﺍﻟﻣﻧﺗﺞ‪ Product Backlog .‬ﻫﻭ ﺍﻟﻣﺻﺩﺭ ﺍﻟﻭﺣﻳﺩ‬‫ﻟﻠﻌﻣﻝ ﺍﻟﺫﻯ ﻳﻘﻭﻡ ﺑﻪ ‪.Scrum Team‬‬‫ﺑﻧﻭﺩ ﻋﻣﻝ ‪ Product Backlog‬ﺍﻟﺗﻲ ﻳﻣﻛﻥ ﻟـ‪ Scrum Team‬ﺍﻟﻘﻳﺎﻡ ﺑﻬﺎ ﻓﻲ ‪ Sprint‬ﻭﺍﺣﺩ ﺗﻌﺗﺑﺭ ﺟﺎﻫﺯﺓ ﻟﻛﻰ ﻳﺗﻡ ﺍﺧﺗﻳﺎﺭﻫﺎ ﻓﻲ‬‫ﺍﺟﺗﻣﺎﻉ ‪ .Sprint Panning‬ﺗﺣﺗﺎﺝ ﻫﺫﻩ ﺍﻟﺑﻧﻭﺩ ﺇﻟﻰ ﻗﺩﺭ ﻣﻥ ﺍﻟﺷﻔﺎﻓﻳﺔ ﺑﻌﺩ ﺍﻟﻌﻣﻝ ﻋﻠﻰ ﺗﻧﻘﻳﺗﻬﺎ‪ .‬ﺗﻧﻘﻳﺔ ‪ Product Backlog‬ﻫﻲ‬‫ﺗﻘﺳﻳﻡ ﺍﻟﺑﻧﻭﺩ ﺍﻟﻰ ﻭﺣﺩﺍﺕ ﺃﻛﺛﺭ ﺩﻗﺔ ﻭﺃﺻﻐﺭ‪ .‬ﻫﺫﻩ ﺍﻟﻌﻣﻠﻳﺔ ﻫﻲ ﻋﻣﻠﻳﺔ ﻣﺳﺗﻣﺭﺓ ﺑﺈﺿﺎﻓﺔ ﺍﻟﺗﻔﺎﺻﻳﻝ ﻛﺎﻟﻭﺻﻑ ﻭﺍﻟﺗﺭﺗﻳﺏ ﻣﻥ ﺣﻳﺙ‬‫ﺃﻭﻟﻭﻳﺔ ﺍﻟﺗﻧﻔﻳﺫ ﻭﺍﻟﺣﺟﻡ‪ .‬ﻭﻋﺎﺩﺓ ﺗﺧﺗﻠﻑ ﺧﺻﺎﺋﺹ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺣﺳﺏ ﻧﻭﻉ ﺍﻟﻌﻣﻝ‪.‬‬‫‪11‬‬

‫ﺍﻟﻣﻁﻭﺭ ﺍﻟﻣﻧﻭﻁ ﺑﻪ ﺇﻧﺟﺎﺯ ﺍﻟﻌﻣﻝ ﻫﻭ ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺗﺣﺩﻳﺩ ﺣﺟﻡ ﺍﻟﻌﻣﻝ‪ .‬ﻳﻣﻛﻥ ﻟﻠـ‪ Product Owner‬ﺍﻥ ﻳﺅﺛﺭ ﻋﻠﻰ ﺗﻘﺩﻳﺭ‬‫ﺍﻟﻣﻁﻭﺭﻳﻥ ﻟﺣﺟﻡ ﺍﻟﻌﻣﻝ ﻋﻥ ﻁﺭﻳﻖ ﻣﺳﺎﻋﺩﺗﻬﻡ ﻋﻠﻰ ﻓﻬﻡ ﻭ ﺍﺧﺗﻳﺎﺭ ﺍﻟﺗﻭﺍﺯﻧﺎﺕ ﺍﻟﻣﺧﺗﻠﻔﺔ ﻓﻲ ﺑﻧﻭﺩ ﺍﻟﻌﻣﻝ‪.‬‬‫ﺍﻻﻟﺘﺰﺍﻡ‪Product Goal :‬‬‫ﻳﺻﻑ ‪ Product Goal‬ﺍﻟﺣﺎﻟﺔ ﺍﻟﻣﺳﺗﻘﺑﻠﻳﺔ ﻟﻠﻣﻧﺗﺞ ﻭﺍﻟﺗﻲ ﻳﻣﻛﻥ ﺍﺗﺧﺎﺫﻫﺎ ﻛﻬﺩﻑ ﻟـ‪ .Scrum Team‬ﻳﺗﻭﺍﺟﺩ ‪ Product Goal‬ﻓﻲ‬‫‪ .Product Backlog‬ﺑﻳﻧﻣﺎ ﻳﻛﻭﻥ ﺑﺎﻗﻲ ‪ Product Backlog‬ﻣﻌﺑﺭﺍ ً ﻋﻥ "ﻣﺎ" ﻳﺟﺏ ﻋﻣﻠﻪ ﻟﺗﺣﻘﻳﻖ ‪.Product Backlog‬‬‫ﺍﻟﻣﻧﺗﺞ ﻫﻭ ﻭﺳﻳﻁ ﻟﺗﺣﻘﻳﻖ ﺍﻟﻘﻳﻣﺔ ﻭ ﻟﻪ ﺣﺩﻭﺩ ﻭﺍﺿﺣﺔ ﺑﻳﻥ ﺍﻻﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ‬‫ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ‪ ،‬ﺍﻟﻣﺳﺗﺧﺩﻣﻳﻥ ﻭ ﺍﻟﻌﻣﻼء‪ .‬ﺍﻟﻣﻧﺗﺞ ﻳﻣﻛﻥ ﺍﻥ ﻳﻛﻭﻥ ﺧﺩﻣﺔ‪ ،‬ﺍﻭ ﻣﻧﺗﺞ ﻣﺎﺩﻱ ﺍﻭ ﺷﻲء ﺃﺧﺭ ﺃﻛﺛﺭ‬‫ﺗﺟﺭﻳﺩﺍ ً‬‫ﺑﺎﻟﻧﺳﺑﺔ ﻟـ ‪ Scrum Team‬ﻓﺈﻥ ‪ Product Goal‬ﻫﻭ ﺍﻟﻬﺩﻑ ﻋﻠﻰ ﺍﻟﻣﺩﻯ ﺍﻟﺑﻌﻳﺩ‪ .‬ﺍﻳﺿﺎ ً ﻳﺟﺏ ﻋﻠﻰ‪ Scrum Team‬ﺍﻥ ﻳﺣﻘﻖ ﻫﺫﺍ‬‫ﺍﻟﻬﺩﻑ ﺍﻭ ﻳﻘﺭﺭ ﺃﻥ ﻳﺗﻐﺎﺿﻰ ﻋﻧﻪ ﺍﺫﺍ ﺃﺭﺍﺩ ﺍﺗﺧﺎﺫ ﻫﺩﻑ ﺛﺎﻧﻲ‪.‬‬‫‪) Sprint Backlog‬ﻗﺎﺋﻤﺔ ﻋﻤﻞ ﺍﻟﺴﺒﺮﻧﺖ(‬‫ﻳﺗﻛﻭﻥ ‪ Sprint Backlog‬ﻣﻥ ‪ Sprint Goal‬ﺍﻭ )ﻟﻣﺎﺫﺍ( ﺃﻱ ﻣﺎ ﺍﻟﻬﺩﻑ ﺍﻟﻣﻁﻠﻭﺏ ﺗﺣﻘﻳﻘﻪ ﻓﻲ ‪ ،Sprint‬ﻭ ﻣﺟﻣﻭﻋﺔ ﺑﻧﻭﺩ‬‫‪ Product Backlog‬ﺍﻟﻣﺧﺗﺎﺭﺓ ﻟﻬﺫﺍ ‪ Sprint‬ﺃﻱ )ﻣﺎﺫﺍ( ﺳﻧﻘﻭﻡ ﺑﻌﻣﻠﻪ ﻭ ﺍﻳﺿﺎ ً ﺍﻟﺧﻁﺔ ﺍﻟﺗﻧﻔﻳﺫﻳﺔ ﻹﻧﺟﺎﺯ ﻭ ﺗﺳﻠﻳﻡ ﺍﻟﺟﺯء ﺍﻟﻣﻁﻠﻭﺏ‬‫ﺗﻧﻔﻳﺫﻩ ﻣﻥ ﺍﻟﻣﻧﺗﺞ ﺍﻭ )ﻛﻳﻑ(‪.‬‬‫ﻳﻌﺗﺑﺭ ‪ Sprint Backlog‬ﺧﻁﺔ ﻋﻣﻝ ﻟﻠﻣﻁﻭﺭﻳﻥ ﺗﻡ ﻭﺿﻌﻬﺎ ﻣﻥ ﻗﺑﻝ ﺍﻟﻣﻁﻭﺭﻳﻥ ﺍﻧﻔﺳﻬﻡ‪ .‬ﺃﻳﺿﺎ ً ﻓﺈﻥ ‪ Sprint Backlog‬ﻳﺟﺏ ﺃﻥ‬‫ﻳﻛﻭﻥ ﻣﺭﺋﻳﺎ ً ﻣﻥ ﺍﻟﺟﻣﻳﻊ ﺑﺷﻛﻝ ﺁﻧﻰ ﻋﺎﻛﺳﺎ ً ﺻﻭﺭﺓ ﺍﻟﻌﻣﻝ ﺍﻟﺫﻯ ﻳﺧﻁﻁ ﺍﻟﻣﻁﻭﺭﻭﻥ ﻟﻠﻘﻳﺎﻡ ﺑﻪ ﺍﺛﻧﺎء ﺍﻟـ‪ Sprint‬ﻣﻥ ﺍﺟﻝ ﺗﺣﻘﻳﻖ‬‫‪ Sprint Goal‬ﻭﺑﺎﻟﺗﺎﻟﻲ ﻳﺧﺿﻊ ‪ Sprint Backlog‬ﻟﻠﺗﺣﺩﻳﺙ ﺧﻼﻝ ‪ Sprint‬ﻛﻠﻣﺎ ﻋﺭﻓﻧﺎ ﺍﻟﻣﺯﻳﺩ‪ .‬ﻳﺟﺏ ﺍﻥ ﻳﻛﻭﻥ ‪Sprint‬‬‫‪ Backlog‬ﻣﻔﺻﻼً ﺑﻣﺎ ﻓﻳﻪ ﺍﻟﻛﻔﺎﻳﺔ ﻟﻛﻰ ﻳﺗﻣﻛﻥ ﺍﻟﻔﺭﻳﻖ ﻣﻥ ﻣﺭﺍﺟﻌﺔ ﺍﻟﺗﻘﺩﻡ ﻓﻲ ﺍﻟﻌﻣﻝ ﺧﻼﻝ ‪.Daily Scrum‬‬‫ﺍﻻﻟﺘﺰﺍﻡ‪Sprint Goal :‬‬‫ﻳﻌﺗﺑﺭ ‪ Sprint Goal‬ﻫﻭ ﺍﻟﻬﺩﻑ ﺍﻟﻭﺣﻳﺩ ﻟـ‪ .Sprint‬ﻭﺑﺎﻟﺭﻏﻡ ﻣﻥ ﺃﻥ ‪ Sprint Goal‬ﻫﻭ ﺍﻟﺗﺯﺍﻡ ﻋﻠﻰ ﺍﻟﻣﻁﻭﺭﻳﻥ ﺗﺣﻘﻳﻘﻪ ﺇﻻ ﺍﻧﻪ‬‫ﻫﻧﺎﻙ ﻣﺭﻭﻧﺔ ﻓﻳﻣﺎ ﻳﺗﻌﻠﻖ ﺑﻣﺎ ﻳﺟﺏ ﻋﻣﻠﺔ ﺑﺎﻟﺿﺑﻁ ﻟﺗﺣﻘﻳﻖ ﺫﻟﻙ‪ .‬ﻳﺧﻠﻖ‪ Sprint Goal‬ﺍﻻﻧﺳﺟﺎﻡ ﻭ ﺍﻟﺗﺭﻛﻳﺯ ﻣﻣﺎ ﻳﺷﺟﻊ ‪Scrum‬‬‫‪Team‬ﻋﻠﻰ ﺍﻟﻌﻣﻝ ﻣﻌﺎ ً ﻭﻟﻳﺱ ﺑﺷﻛﻝ ﻣﻧﻔﺭﺩ‪.‬‬‫ﻳﺗﻡ ﻭﺿﻊ ‪ Sprint Goal‬ﺃﺛﻧﺎء ‪ Sprint Planning‬ﻭﻣﻥ ﺛﻡ ﻳﺗﻡ ﺇﺿﺎﻓﺗﻪ ﺇﻟﻰ ‪ Sprint Backlog‬ﻭ ﺃﺛﻧﺎء ﻋﻣﻝ ﺍﻟﻣﻁﻭﺭﻳﻥ ﻓﻲ‬‫ﺍﻟـ‪ Sprint‬ﻳﺿﻊ ﺍﻟﻣﻁﻭﺭﻭﻥ ‪ Sprint Goal‬ﻧﺻﺏ ﺍﻋﻳﻧﻬﻡ‪ .‬ﺇﺫﺍ ﻣﺎ ﺍﺗﺿﺢ ﺍﻥ ﺍﻟﻌﻣﻝ ﺍﻟﻣﻁﻠﻭﺏ ﺇﻧﺟﺎﺯﻩ ﺧﻼﻑ ﺍﻟﻣﺗﻭﻗﻊ ﻓﺎﻧﻬﻡ‬‫ﻳﺗﺷﺎﻭﺭﻭﻥ ﻣﻊ ‪ Product Owner‬ﺣﻭﻝ ﺗﻐﻳﻳﺭ ﻧﻁﺎﻕ ﻋﻣﻝ ‪ Sprint Backlog‬ﺧﻼﻝ ‪ Sprint‬ﺑﺩﻭﻥ ﺗﻐﻳﻳﺭ ‪.Sprint Goal‬‬‫‪) Increment‬ﺟﺰء ﺍﻟﻤﻨﺘﺞ(‬‫‪ Increment‬ﻫﻭ ﺧﻁﻭﺓ ﺻﻠﺑﺔ ﻓﻲ ﺍﺗﺟﺎﻩ ﺗﺣﻘﻳﻖ ‪ .Product Goal‬ﻛﻝ ‪ Increment‬ﻫﻭ ﻋﺑﺎﺭﺓ ﻋﻥ ﺇﺿﺎﻓﺔ ﻟﻛﻝ ﻣﺎ ﺳﺑﻘﻪ ﺑﺣﻳﺙ‬‫ﻳﺗﻡ ﺍﻟﺗﺄﻛﺩ ﺑﺷﻛﻝ ﻛﺎﻣﻝ ﻣﻥ ﻋﻣﻝ ﻛﻝ ‪ Increments‬ﺟﻣﻳﻌﺎ ً ﻣﻌﺎ ً‪ .‬ﻟﻛﻲ ﺗﺿﻳﻑ ‪ Increment‬ﻗﻳﻣﺔ ﻳﺟﺏ ﺍﻥ ﺗﻛﻭﻥ ﻗﺎﺑﻠﺔ ﻟﻼﺳﺗﺧﺩﺍﻡ‪.‬‬‫ﻳﻣﻛﻥ ﺑﻧﺎء ‪ Increments‬ﻣﺗﻌﺩﺩﺓ ﺃﺛﻧﺎء ﺍﻟـ‪ .Sprint‬ﻣﺟﻣﻭﻉ ‪ Increments‬ﻳﻣﻛﻥ ﻋﺭﺿﻪ ﺍﺛﻧﺎء ‪ Sprint Review‬ﻭ ﺑﺎﻟﺗﺎﻟﻲ‬‫ﻳﺩﻋﻡ ﺧﺎﺻﻳﺔ ﺍﻟﺗﺟﺭﻳﺏ ﺍﻟﻣﻣﻳﺯﺓ ﻟـ‪ Scrum‬ﻭ ﻋﻠﻰ ﺍﻱ ﺣﺎﻝ ﻳﻣﻛﻥ ﺍﻥ ﻳﺗﻡ ﺗﺳﻠﻳﻡ ‪ Increment‬ﻟﻸﺷﺧﺎﺹ ﺍﻭ ﺍﻟﺟﻬﺎﺕ ﺍﻟﻣﺭﺗﺑﻁﺔ ﺍﻭ‬‫ﺍﻟﻣﺳﺗﻔﻳﺩﺓ ﺍﻭ ﺍﻟﻣﺗﺄﺛﺭﺓ ﺑﺎﻟﻣﺷﺭﻭﻉ ﺍﻭ ﺍﻟﻣﻧﺗﺞ ﻗﺑﻝ ﻧﻬﺎﻳﺔ ﺍﻟـ‪ .Sprint‬ﻻ ﻳﺟﺏ ﺍﻋﺗﺑﺎﺭ ‪ Sprint Review‬ﺷﺭﻁﺎ ً ﻳﺟﺏ ﺗﺣﻘﻳﻘﻪ ﻟﻳﺗﻣﻛﻥ‬‫ﺍﻟﻔﺭﻳﻖ ﻣﻥ ﺗﺳﻠﻳﻡ ﻣﻧﺗﺞ ﺫﻭ ﻗﻳﻣﺔ‪.‬‬‫ﻻ ﻳﻣﻛﻥ ﺍﻋﺗﺑﺎﺭ ﺃﻱ ﻋﻣﻝ ﺟﺯ ًء ﻣﻥ ‪ Increment‬ﻣﺎﻟﻡ ﻳﺣﻘﻖ ‪.Definition of Done‬‬‫‪12‬‬

‫ﺍﻻﻟﺘﺰﺍﻡ‪Definition of Done :‬‬‫ﻳﻌﺗﺑﺭ ‪ Definition of Done‬ﺍﻟﻭﺻﻑ ﺍﻟﺭﺳﻣﻲ ﻟﺣﺎﻟﺔ ‪ Increment‬ﻋﻧﺩﻣﺎ ﺗﺳﺗﻭﻓﻰ ﺷﺭﻭﻁ ﺍﻟﺟﻭﺩﺓ ﺍﻟﻣﻁﻠﻭﺑﺔ ﻟﻠﻣﻧﺗﺞ‪.‬‬‫ﻓﻲ ﺍﻟﻠﺣﻅﺔ ﺍﻟﺗﻲ ﻳﺳﺗﻭﻓﻰ ﻓﻳﻬﺎ ﺑﻧﺩ ﻣﻥ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺷﺭﻭﻁ ‪ Definition of Done‬ﻓﺎﻧﻪ ﻳﻭﻟﺩ ‪.Increment‬‬‫ﻳﺧﻠﻖ ‪ Definition of Done‬ﺷﻔﺎﻓﻳﺔ ﺑﺈﺗﺎﺣﺔ ﻓﻬﻡ ﻣﺷﺗﺭﻙ ﻟﻠﺟﻣﻳﻊ ﻟﻠﻌﻣﻝ ﺍﻟﺫﻱ ﺗﻡ ﺍﻛﻣﺎﻟﻪ ﻛﺟﺯء ﻣﻥ‪ .Increment‬ﻓﻲ ﺣﺎﻝ ﻟﻡ‬‫ﻳﻭﺍﻓﻖ ﺑﻧﺩ ﻣﻥ ﺑﻧﻭﺩ ‪ Product Backlog‬ﺗﻌﺭﻳﻑ ﺍﻟﻣﻧﺗﺞ ﺍﻟﺗﺎﻡ ﺍﻭ ‪ Definition of Done‬ﻓﺈﻧﻪ ﻻ ﻳﻣﻛﻥ ﺇﺻﺩﺍﺭﻩ ﻭﻻ ﺣﺗﻰ ﺗﻘﺩﻳﻣﻪ‬‫ﻓﻲ ‪ .Sprint Review‬ﺑﺩﻻً ﻣﻥ ﺫﻟﻙ ﻳﺗﻡ ﺇﻋﺎﺩﺗﻪ ﺇﻟﻰ ‪ Product Backlog‬ﻟﻳﺗﻡ ﺍﻟﻌﻣﻝ ﻋﻠﻳﻪ ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ‪.‬‬‫ﺃﺫﺍ ﻣﺎ ﻛﺎﻥ ﺗﻌﺭﻳﻑ ‪ Definition of Done‬ﻟﻣﺅﺳﺳﺔ ﻣﺎ ﺟﺯء ﻣﻥ ﺍﻟﻣﻌﺎﻳﻳﺭ ﺍﻟﺧﺎﺻﺔ ﺑﻬﺎ ﻓﺈﻥ ﻛﻝ ‪ Scrum Teams‬ﻳﺟﺏ ﺍﻥ‬‫ﺗﻠﺗﺯﻡ ﺑﻪ ﻋﻠﻰ ﺍﻗﻝ ﺗﻘﺩﻳﺭ‪ .‬ﺍﻣﺎ ﺇﺫﺍ ﻟﻡ ﻳﻛﻥ ﻣﻥ ﻣﻌﺎﻳﻳﺭ ﺍﻟﻣﺅﺳﺳﺔ ﻓﺈﻧﻪ ﻳﺟﺏ ﻋﻠﻰ ‪ Scrum Team‬ﺍﻥ ﻳﺿﻊ ‪Definition of‬‬‫‪ Done‬ﻣﻧﺎﺳﺏ ﻟﻠﻣﻧﺗﺞ ﻗﻳﺩ ﺍﻟﺗﻁﻭﻳﺭ‪.‬‬‫ﻳﺟﺏ ﻋﻠﻰ ﺍﻟﻣﻁﻭﺭﻳﻥ ﺍﻻﻟﺗﺯﺍﻡ ﺑـ‪ .Definition of Done‬ﻓﻲ ﺣﺎﻝ ﺗﻭﺍﺟﺩ ﻋﺩﺓ ﻓﺭﻕ ﺳﻛﺭﻡ ‪ Scrum Teams‬ﻳﻌﻣﻠﻭﻥ ﻣﻌﺎ ً ﻋﻠﻰ‬‫ﺍﻟﻣﻧﺗﺞ ﻓﺈﻧﻬﻡ ﻳﺟﺏ ﻋﻠﻳﻬﻡ ﺍﻥ ﻳﻘﻭﻣﻭﺍ ﺟﻣﻳﻌﺎ ً ﺑﻭﺿﻊ ﺗﻌﺭﻳﻑ ﻣﺗﻰ ﻳﻛﻭﻥ ﺍﻟﻣﻧﺗﺞ ﺗﺎﻣﺎ ً ﻭ ﻛﺎﻣﻼً ‪ Definition of Done‬ﻭ ﻳﺟﺏ ﻋﻠﻳﻬﻡ‬‫ﺍﻳﺿﺎ ً ﺍﻻﻟﺗﺯﺍﻡ ﺑﻪ‪.‬‬‫‪13‬‬

‫ﺧﺎﺗﻤﺔ‬‫‪ Scrum‬ﻣﺟﺎﻧﻰ ﻭ ﻫﻭ ﻣﻘﺩﻡ ﻣﻥ ﺧﻼﻝ ﻫﺫﺍ ﺍﻟﺩﻟﻳﻝ‪ .‬ﺇﻁﺎﺭ ﻋﻣﻝ ‪ Scrum‬ﺍﻟﻣﻭﺿﺢ ﻫﻧﺎ ﻏﻳﺭ ﻗﺎﺑﻝ ﻟﻠﺗﻐﻳﻳﺭ‪ .‬ﺑﺎﻟﺭﻏﻡ ﻣﻥ ﺃﻧﻪ ﺑﺎﻹﻣﻛﺎﻥ‬‫ﺗﻁﺑﻳﻖ ﺟﺯء ﻣﻥ ‪ Scrum‬ﻟﻛﻥ ﻧﺗﻳﺟﺔ ﺫﻟﻙ ﻟﻥ ﻳﻛﻭﻥ ‪ .Scrum‬ﻳﺗﺣﻘﻖ ‪ Scrum‬ﻓﻘﻁ ﻋﻧﺩﻣﺎ ﻳﻛﻭﻥ ﻣﻁﺑﻘﺎ ً ﺑﺎﻟﻛﺎﻣﻝ ﻭﻳﻣﻛﻧﻪ ﺃﻥ ﻳﻛﻭﻥ‬‫ﺣﺎﻭﻳﺎ ً ﻟﺗﻘﻧﻳﺎﺕ ﻭﻣﻧﻬﺟﻳﺎﺕ ﻭﻁﺭﻕ ﺃﺧﺭﻯ ﺑﺷﻛﻝ ﺟﻳﺩ‪.‬‬‫ﺷﻜﺮ‬‫ﺃﺷﺨﺎﺹ‬‫ﻣﻥ ﺑﻳﻥ ﺍﻷﻻﻑ ﺍﻟﺫﻳﻥ ﺳﺎﻫﻣﻭﺍ ﻓﻰ ‪ ،Scrum‬ﻳﺟﺏ ﻋﻠﻳﻧﺎ ﺃﻥ ﻧﺫﻛﺭ ﺍﻭﻟﺋﻙ ﺍﻟﺫﻳﻥ ﻛﺎﻧﻭﺍ ﻓﺎﻋﻠﻳﻥ ﻓﻰ ﺍﻟﺑﺩﺍﻳﺔ‪ :‬ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ ﺍﻟﺫﻯ ﻛﺎﻥ‬‫ﻳﻌﻣﻝ ﻣﻊ ﺟﻳﻑ ﻣﺎﻛﻧﻧﺎ ﻭ ﻛﻳﻥ ﺷﻭﺍﺑﺭ ﺍﻟﺫﻯ ﻛﺎﻥ ﻳﻌﻣﻝ ﻣﻊ ﻣﺎﻳﻙ ﺳﻣﻳﺙ ﻭ ﻛﺭﻳﺱ ﻣﺎﺭﺗﻳﻥ ﻭ ﻛﻠﻬﻡ ﻋﻣﻠﻭﺍ ﻣﻌﺎ ً‪ .‬ﺁﺧﺭﻭﻥ ﻛﺛﻳﺭﻭﻥ‬‫ﺳﺎﻫﻣﻭﺍ ﻓﻰ ﺍﻟﺳﻧﻭﺍﺕ ﺍﻟﺗﺎﻟﻳﺔ ﻭﻟﻭﻻ ﻣﺳﺎﻋﺩﺍﺗﻬﻡ ﻟﻣﺎ ﺃﺻﺑﺢ ‪ Scrum‬ﻋﻠﻰ ﻣﺎ ﻫﻭ ﻋﻠﻳﻪ ﺍﻟﻳﻭﻡ‪.‬‬‫ﺍﻟﺘﺎﺭﻳﺦ‬‫ﻋﻣﻝ ﻛﻳﻥ ﺷﻭﺍﺑﺭ ﻭ ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ ﻣﻌﺎ ً ﻋﻠﻰ ‪ Scrum‬ﺇﻟﻰ ﺳﻧﺔ ‪ ،1995‬ﺣﻳﻧﻣﺎ ﻗﺎﻣﺎ ﺑﺗﻘﺩﻳﻡ ‪ Scrum‬ﻣﻌﺎ ً ﻷﻭﻝ ﻣﺭﺓ ﻓﻲ ﻣﺅﺗﻣﺭ ﺃﻭ ﺃﻭ‬‫ﺑﻰ ﺃﺱ ﺇﻝ ﺁﻳﻪ ﺳﻧﺔ ‪ .1995‬ﻫﺫﺍ ﺍﻟﻌﺭﺽ ﺍﻟﺗﻘﺩﻳﻣﻲ ﻓﻲ ﺍﻷﺳﺎﺱ ﻛﺎﻥ ﺗﻭﺛﻳﻘﺎ ﻟﻠﻣﻌﺭﻓﺔ ﺍﻟﺗﻲ ﻛﺎﻥ ﻛﻝ ﻣﻥ ﻛﻳﻥ ﻭ ﺟﻳﻑ ﻗﺩ ﺍﻛﺗﺳﺑﺎﻫﺎ ﻋﺑﺭ‬‫ﺍﻟﺳﻧﻭﺍﺕ ﺍﻟﻘﻠﻳﻠﺔ ﺍﻟﺳﺎﺑﻘﺔ ﻭ ﺃﻋﻠﻥ ﺍﻟﺗﻌﺭﻳﻑ ﺍﻟﺭﺳﻣﻲ ﺍﻷﻭﻝ ﺑـ ‪.Scrum‬‬‫ﺩﻟﻳﻝ ‪ Scrum‬ﻳﻭﺛﻖ ‪ Scrum‬ﻛﻣﺎ ﺗﻁﻭﺭ ﻭﻧﻣﺎ ﻷﻛﺛﺭ ﻣﻥ ﺛﻼﺛﻳﻥ ﺳﻧﺔ ﻋﻥ ﻁﺭﻳﻖ ﻛﻝ ﻣﻥ ﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ ﻭ ﻛﻳﻥ ﺷﻭﺍﺑﺭ‪ .‬ﺗﻭﻓﺭ‬‫ﻣﺻﺎﺩﺭ ﺃﺧﺭﻯ ﺍﻷﻧﻣﺎﻁ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻭﺍﻟﺭﺅﻯ ﺍﻟﺗﻲ ﺗﻛﻣﻝ ﺇﻁﺎﺭ ﻋﻣﻝ ‪ .Scrum‬ﺗﻠﻙ ﺍﻷﻧﻣﺎﻁ ﻭﺍﻹﺟﺭﺍءﺍﺕ ﻭﺍﻟﺭﺅﻯ ﺭﺑﻣﺎ ﺗﺣﺳﻥ‬‫ﺍﻹﻧﺗﺎﺟﻳﺔ ﻭﺍﻟﻘﻳﻣﺔ ﻭﺍﻹﺑﺩﺍﻉ ﻭﺍﻟﺭﺿﻰ ﻋﻥ ﺍﻟﻧﺗﺎﺋﺞ‪.‬‬‫ﺗﻭﺟﺩ ﻣﺻﺎﺩﺭ ﺃﺧﺭﻯ ﺗﺻﻑ ﻧﺷﺄﺓ ‪ Scrum‬ﻭ ﻟﻛﻥ ﻧﺣﻥ ﻫﻧﺎ ﻧﻘﺩﻡ ﺍﻟﺗﻘﺩﻳﺭ ﺍﻟﻼﺯﻡ ﻟﻸﻣﺎﻛﻥ ﺍﻷﻭﻟﻰ ﺍﻟﺗﻲ ﺗﻡ ﺗﺟﺭﺑﺔ ﻭ ﺻﻘﻝ ‪Scrum‬‬‫ﻓﻳﻬﺎ ﻧﺫﻛﺭﻣﻧﻬﺎ ﺇﻧﺩﻳﻔﻳﺩﻭﺍﻝ ﺇﻧﻙ‪ ،‬ﻧﻳﻭﺯﺑﺎﺝ ‪،‬ﻓﻳﺩﻟﻳﺗﻰ ﻟﻺﺳﺗﺛﻣﺎﺭ‪ ،‬ﻭ ﺃﻯ ﺩﻯ ﺇﻛﺱ ) ﺍﻵﻥ ﺟﻰ ﺇﻯ ﻣﻳﺩﻳﻛﺎﻝ (‪.‬‬‫ﺗﺮﺟﻤﺔ‬‫ﺗﺭﺟﻡ ﻫﺫﺍ ﺍﻟﺩﻟﻳﻝ ﻣﻥ ﺍﻟﻧﺳﺧﺔ ﺍﻷﺻﻠﻳﺔ ﺍﻹﻧﺟﻠﻳﺯﻳﺔ ﺍﻟﺗﻲ ﻭﺿﻌﻬﺎ ﻛﻳﻥ ﺷﻭﺍﺑﺭ ﻭﺟﻳﻑ ﺳﺫﺭﻻﻧﺩ‪.‬‬‫ﺗﺭﺟﻡ ﺑﻭﺍﺳﻁﺔ ﻳﺎﺳﺭ ﻣﺭﻋﻲ ﻭﻣﺭﺍﺟﻌﺔ ﺯﻛﺭﻳﺎء ﻛﻳﺯﻱ‬‫‪14‬‬

‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ ﺑﻴﻦ ﺩﻟﻴﻞ ‪ 2017 Scrum‬ﻭ ﺩﻟﻴﻞ ‪2020 Scrum‬‬‫ﺃﻗﻞ ﺗﻔﺼﻴﻼً‬‫ﺑﻣﺭﻭﺭ ﺍﻟﺳﻧﻳﻥ‪ ،‬ﺃﺻﺑﺢ ﺩﻟﻳﻝ ‪ Scrum‬ﺍﻛﺛﺭ ﺗﻔﺻﻳﻼً ﻭ ﺗﺣﺩﻳﺩﺍ ً ﺇﻟﻰ ﺣﺩ ﻣﺎ‪ .‬ﻓﻲ ﻫﺫﻩ ﺍﻟﻧﺳﺧﺔ ﻟﺳﻧﺔ ‪ 2020‬ﻧﻬﺩﻑ ﻟﻠﻌﻭﺩﺓ ﺑﺩﻟﻳﻝ‬‫‪ Scrum‬ﻣﺭﺓ ﺃﺧﺭﻯ ﻟﻛﻭﻧﻪ ﺇﻁﺎﺭ ﻋﻣﻝ ﺑﺎﻟﺣﺩ ﺍﻷﺩﻧﻰ ﺍﻟﻛﺎﻓﻲ ﻣﻥ ﺍﻟﺗﻔﺻﻳﻝ‪ ،‬ﻭﺫﻟﻙ ﺑﺈﺯﺍﻟﺔ ﺃﻭ ﺗﺧﻔﻳﻑ ﺍﻟﺻﻳﻐﺔ ﺍﻟﻣﺑﺎﺷﺭﺓ ﺍﻟﺗﻔﺻﻳﻠﻳﺔ ﻓﻲ‬‫ﺍﻟﻧﺳﺧﺔ ﺍﻟﺳﺎﺑﻘﺔ‪ .‬ﻋﻠﻰ ﺳﺑﻳﻝ ﺍﻟﻣﺛﺎﻝ‪ ،‬ﻟﻡ ﺗﻌﺩ ﻫﻧﺎﻙ ﺃﺳﺋﻠﺔ ﻣﺣﺩﺩﺓ ﻓﻲ ‪ Daily Scrum‬ﻭﺗﻡ ﺗﺧﻔﻳﻑ ﺍﻟﺗﻔﺎﺻﻳﻝ ﻓﻳﻣﺎ ﻳﺗﻌﻠﻖ ﺑﺧﺻﺎﺋﺹ‬‫ﻋﻧﺎﺻﺭ ‪ Product Backlog‬ﻭ‪ Sprint Backlog‬ﻭﺍﺧﺗﺻﺎﺭ ﺍﻟﻧﺹ ﺍﻟﺧﺎﺹ ﺑﺈﻟﻐﺎء ﺍﻟﺳﺑﺭﻧﺕ‪.‬‬‫ﻓﺮﻳﻖ ﻭﺍﺣﺪ ﻳﺮﻛﺰ ﻋﻠﻰ ﻣﻨﺘﺞ ﻭﺍﺣﺪ‬‫ﺍﻟﻬﺩﻑ ﻫﻧﺎ ﻫﻭ ﺇﺯﺍﻟﺔ ﻣﻔﻬﻭﻡ ﺍﻟﺗﺑﺎﻋﺩ ﺩﺍﺧﻝ ﺍﻟﻔﺭﻳﻖ‪ .‬ﻫﺫﺍ ﺍﻟﻣﻔﻬﻭﻡ ﻛﺎﻥ ﻳﻘﻭﺩ ﺇﻟﻰ ﻟﻠﺗﺻﺭﻑ ﺑﻁﺭﻳﻘﺔ "ﻧﺣﻥ" ﻭ "ﻫﻡ" ﺑﻳﻥ ‪Product‬‬‫‪ Owner‬ﻭﺑﻳﻥ ﻓﺭﻳﻖ ﺍﻟﺗﻁﻭﻳﺭ‪ .‬ﻳﻭﺟﺩ ﺑﻬﺫﻩ ﺍﻟﻧﺳﺧﺔ ﻓﺭﻳﻖ ﻭﺍﺣﺩ ﻫﻭ ‪ Scrum Team‬ﺍﻟﺫﻱ ﻳﺭﻛﺯ ﻋﻠﻰ ﻧﻔﺱ ﺍﻟﻬﺩﻑ‪ ،‬ﻭﺛﻼﺛﺔ‬‫ﻣﺟﻣﻭﻋﺎﺕ ﻣﻥ ﺍﻟﻣﺳﺅﻭﻟﻳﺎﺕ ﻟﻛﻝ ﻣﻥ‪ Scrum Master ،Product Owner :‬ﻭﺍﻟﻣﻁﻭﺭﻭﻥ‪.‬‬‫ﺇﺩﺭﺍﺝ ‪) Product Goal‬ﻫﺪﻑ ﺍﻟﻤﻨﺘﺞ(‬‫ﻧﺳﺧﺔ ‪ 2020‬ﻣﻥ ‪ Scrum Guide‬ﺃﺩﺭﺟﺕ ﻣﻔﻬﻭﻣﺎ ﺟﺩﻳﺩﺍ‪ ،‬ﺃﻻ ﻭﻫﻭ ﻫﺩﻑ ﺍﻟﻣﻧﺗﺞ‪ .‬ﺍﻟﻬﺩﻑ ﻣﻧﻪ ﻫﻭ ﺇﻋﻁﺎء ‪ Scrum Team‬ﻫﺩﻓﺎ‬‫ﻟﻪ ﻗﻳﻣﺔ ﺃﻛﺑﺭ ﻳﺭﻛﺯﻭﻥ ﻋﻠﻳﻪ ﺑﺣﻳﺙ ﻳﻌﻣﻠﻭﻥ ﻓﻲ ﻛﻝ ‪ Sprint‬ﻋﻠﻰ ﺍﻻﻗﺗﺭﺍﺏ ﺃﻛﺛﺭ ﻣﻥ ﻫﺩﻑ ﺍﻟﻣﻧﺗﺞ‪.‬‬‫ﺇﻳﺠﺎﺩ ﻣﻜﺎﻥ ﻟـ‪) Sprint Goal‬ﻫﺪﻑ ﺍﻟﺴﺒﺮﻧﺖ( ﻭﻟـ‪) Definition of Done‬ﺗﻌﺮﻳﻒ ﻣﺘﻰ ﻳﻜﻮﻥ ﺍﻟﻤﻨﺘﺞ‬‫ﺗﺎﻣﺎ ً ﺃﻯ ﻣﻜﺘﻤﻼً( ﻭﻟـ‪) Product Goal‬ﻫﺪﻑ ﺍﻟﻤﻨﺘﺞ(‬‫ﻛﺎﻧﺕ ﺍﻟﻧﺳﺦ ﺍﻟﺳﺎﺑﻘﺔ ﻣﻥ ‪ Scrum Guide‬ﺗﺻﻑ ‪ Product Backlog‬ﻭ‪ Definition of Done‬ﺩﻭﻥ ﺃﻥ ﺗﻌﻁﻳﻬﻡ ﺍﻧﺗﻣﺎ ًء‬‫ﺃﻭﻫﻭﻳﺔً‪ .‬ﻟﻡ ﻳﻛﻭﻧﻭﺍ ﻣﺧﺭﺟﺎﺕ ﻟـٍ‪ Scrum‬ﻭﻟﻛﻥ ﻛﺎﻧﻭﺍ ﻣﻠﺣﻘﻳﻥ ﺷﻳﺋﺎ ﻣﺎ ﺑﺎﻟﻣﺧﺭﺟﺎﺕ‪ .‬ﻓﻲ ﻧﺳﺧﺔ ‪ 2020‬ﻗﺩﻣﻧﺎ ﺗﻭﺿﻳﺣﺎ ً ﻟﺫﻟﻙ‪ .‬ﺃﺻﺑﺢ‬‫ﻫﻧﺎﻙ ﺇﻟﺗﺯﺍﻡ ﻟﻛﻝ ﻣﻥ ﺍﻟﻣﺧﺭﺟﺎﺕ ﺍﻟﺛﻼﺙ‪ .‬ﺍﻟﺗﺯﺍﻡ ‪ Product Backlog‬ﻫﻭ ‪ ،Product Goal‬ﻭﺍﻟﺗﺯﺍﻡ ‪ Sprint Backlog‬ﻫﻭ‬‫‪ ،Sprint Goal‬ﻭﺍﻟﺗﺯﺍﻡ ‪ Increment‬ﻫﻭ ‪ .Definition of Done‬ﻭﺟﺩﺕ ﺍﻻﻟﺗﺯﺍﻣﺎﺕ ﻟﺗﺣﻘﻳﻖ ﺷﻔﺎﻓﻳﺔ ﺃﻛﺛﺭ ﻭﻟﻠﻣﺯﻳﺩ ﻣﻥ ﺍﻟﺗﺭﻛﻳﺯ‬‫ﻋﻠﻰ ﺗﻘﺩﻡ ﻛﻝ ﻣﻥ ﺍﻟﻣﺧﺭﺟﺎﺕ ﺍﻟﺛﻼﺛﺔ‪.‬‬‫ﺫﺍﺗﻲ ﺍﻹﺩﺍﺭﺓ ﺑﺪﻝ ﺫﺍﺗﻲ ﺍﻟﺘﻨﻈﻴﻢ‬‫ﺃﺷﺎﺭﺕ ﺍﻟﻧﺳﺦ ﺍﻟﺳﺎﺑﻘﺔ ﻣﻥ ‪ Scrum Guide‬ﻟﻔﺭﻳﻖ ﺍﻟﺗﻁﻭﻳﺭ ﻋﻠﻰ ﺃﻧﻪ ﺫﺍﺗﻲ ﺍﻟﺗﻧﻅﻳﻡ‪ ،‬ﻳﺧﺗﺎﺭ ﻣﻥ ﻳﻘﻭﻡ ﺑﺎﻟﻌﻣﻝ‪ ،‬ﻭﻛﻳﻑ ﻳﻘﻭﻡ ﺑﻪ‪ .‬ﻓﻲ‬‫ﻧﺳﺧﺔ ‪ 2020‬ﻧﺄﻛﺩ ﻋﻠﻰ ﺃﻥ ‪ Scrum Team‬ﺫﺍﺗﻲ ﺍﻹﺩﺍﺭﺓ‪ ،‬ﻳﺧﺗﺎﺭ ﺍﻟﻌﻣﻝ‪ ،‬ﻣﻥ ﻳﻘﻭﻡ ﺑﻪ ﻭﻛﻳﻑ ﻳﻘﻭﻡ ﺑﻪ‪.‬‬‫ﻣﻮﺿﻮﻋﺎﺕ‪ Sprint Planning‬ﺍﻟﺜﻼﺛﺔ‬‫ﺑﺎﻹﺿﺎﻓﺔ ﻟﻠﻣﻭﺿﻭﻋﻳﻥ ﺍﻟﺫﻳﻥ ﻛﺎﻥ ‪ Scrum Guide‬ﻳﺗﻁﺭﻕ ﻟﻬﻣﺎ ﻭﻫﻣﺎ "ﻣﺎﺫﺍ" ﻭ "ﻛﻳﻑ"‪ ،‬ﻓﻲ ﻧﺳﺧﺔ ‪ 2020‬ﺃﺿﻔﻧﺎ ﻣﻭﺿﻭﻋﺎ ً ﺛﺎﻟﺛﺎ ً‪،‬‬‫ﺃﻻ ﻭﻫﻭ "ﻟﻣﺎﺫﺍ"‪ ،‬ﻧﻘﺻﺩ ﺑﺫﻟﻙ ‪Sprint Goal‬‬‫ﺗﺒﺴﻴﻂ ﻣﺠﻤﻞ ﻟﻸﺳﻠﻮﺏ ﺍﻟﻠﻐﻮﻱ ﻻﺳﺘﻬﺪﺍﻑ ﺷﺮﻳﺤﺔ ﺃﻭﺳﻊ‬‫ﻧﺳﺧﺔ ‪ 2020‬ﻣﻥ ﺩﻟﻳﻝ ‪ Scrum‬ﺭﻛﺯﺕ ﻋﻠﻰ ﺇﺯﺍﻟﺔ ﺍﻟﺗﻌﺎﺑﻳﺭ ﺍﻟﻣﺗﻛﺭﺭﺓ ﻭﺍﻟﺗﻌﺎﺑﻳﺭ ﺍﻟﻣﻌﻘﺩﺓ‪ .‬ﺗﻣﺕ ﺃﻳﺿﺎ ﺇﺯﺍﻟﺔ ﺃﻳﺔ ﺇﺷﺎﺭﺓ ﺑﺎﻗﻳﺔ‬‫ﻟﺗﻛﻧﻭﻟﻭﺟﻳﺎ ﺍﻟﻣﻌﻠﻭﻣﺎﺕ ﻣﺛﻝ "ﺍﻻﺧﺗﺑﺎﺭ" ﻭ"ﺍﻟﻧﻅﺎﻡ" ﻭ"ﺍﻟﺗﺻﻣﻳﻡ" ﻭ"ﺍﻟﻣﺗﻁﻠﺑﺎﺕ"‪ .‬ﻳﺗﻛﻭﻥ ﺩﻟﻳﻝ ‪ Scrum‬ﺍﻟﺟﺩﻳﺩ ﻣﻥ ﺃﻗﻝ ﻣﻥ ‪ 13‬ﺻﻔﺣﺔ‬‫ﻓﻲ ﻧﺳﺧﺗﻪ ﺑﺎﻟﻠﻐﺔ ﺍﻹﻧﺟﻠﻳﺯﻳﺔ ﻭﻣﺛﻠﻬﺎ ﺗﻘﺭﻳﺑﺎ ً ﻓﻲ ﺗﺭﺟﻣﺗﻪ ﺑﺎﻟﻠﻐﺔ ﺍﻟﻌﺭﺑﻳﺔ‪.‬‬‫‪15‬‬