blocks|key|510136|text|是的，您可以(并且确实)评估Scrum项目。注意："Scrum“是一个英文单词，不是缩写或缩写。它不应该全部大写。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|510137|您可以这样评估一个Scrum项目。|510138|从最有价值的冲刺到最不重要的冲刺，valuable.|510139|Provide+|unordered-list-item|510140|写下积压。|ordered-list-item|510141|将积压的冲刺分解成从最有价值到最不重要的冲刺到客户的冲刺优先列表。|510142|510143|510144|他们可以在任何时候停止工作，因为每个冲刺都是有用的，第一个冲刺是系统中最有用和最重要的部分。|510145|这是估计值。这是他们的事。|510146|entityMap^0|0|0|0|0|0|0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|V|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|W|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|X|8|@]|9|@]|A|$]]|$1|F|3|G|5|H|7|Y|8|@]|9|@]|A|$]]|$1|I|3|J|5|K|7|Z|8|@]|9|@]|A|$]]|$1|L|3|M|5|K|7|10|8|@]|9|@]|A|$]]|$1|N|3|-4|5|6|7|11|8|@]|9|@]|A|$]]|$1|O|3|-4|5|6|7|12|8|@]|9|@]|A|$]]|$1|P|3|Q|5|6|7|13|8|@]|9|@]|A|$]]|$1|R|3|S|5|6|7|14|8|@]|9|@]|A|$]]|$1|T|3|-4|5|6|7|15|8|@]|9|@]|A|$]]]|U|$]]

Yes, you can (and do) estimate Scrum projects. [Note "Scrum" is an English word, not an acronym or abbereviation. It should not be in all-capitals.]

You estimate a Scrum project this way.

<ol>
<li>Write down the backlog.</li>
<li>Break the backlog into sprints.</li>
<li>Prioritize the sprints from most valuable to least valuable.</li>
<li>Provide this prioritized list of sprints to the customer.</li>
</ol>

They are free to stop work at any time, since each sprint is useful and the first sprint is the most useful and important part of the system.

That's the estimate. It's theirs to manage.

blocks|key|1823524|text|当然，在scrum中你可以固定成本和时间。然后，让这些特性发生变化。所以你可以告诉客户，它将在XX/XX/XXXX上完成，代价是$YYY.YY，然后由他们决定他们想要的功能的优先级，以确保在这些约束下完成最重要的功能。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1823525|entityMap^0|0^^$0|@$1|2|3|4|5|6|7|D|8|@]|9|@]|A|$]]|$1|B|3|-4|5|6|7|E|8|@]|9|@]|A|$]]]|C|$]]

Absolutely, in scrum you fix cost and time. Then you let the features vary. So you can tell the customer it will be done on XX/XX/XXXX at a cost of $YYY.YY. It is up to them to then prioritize the features they want to ensure the most important ones get done under those constraints.

blocks|key|1917672|text|是和否。我相信Scrum是让所有者参与sprints计划的一种很好的方法。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1917673|因此，在评估的情况下，很难说“我们将在30天内完成项目”。相反，所有者将对在给定的第一周和第二周完成的事情有一个期望，并对30天内完成的事情有一个感知。|1917674|在我看来，这比给出30天的估计，然后幸运，或者偏离目标更有价值。|1917675|此外，您还可以更好地估计在不久的将来会做些什么。关于Scrum的另一个伟大的事情是，你可以定制你的部署，可能改变或删除项目，以便在30天后拥有一个更可用的产品，而不是使用瀑布完全无法使用的东西。|1917676|entityMap^0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|J|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|K|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|L|8|@]|9|@]|A|$]]|$1|F|3|G|5|6|7|M|8|@]|9|@]|A|$]]|$1|H|3|-4|5|6|7|N|8|@]|9|@]|A|$]]]|I|$]]

Yes and No. I believe that Scrum is a great approach in getting the owner involved in the planning of the sprints.

So in the case of estimation, it would be difficult to say "we'll get the project done in 30 days". Instead, the owner will have an expectation on what will get done say in the first and second given week, and a perception of what will get done in 30 days.

In my opinion, this is more valuable than giving an estimate of 30 days and then being lucky, or way off the mark.

Also, you'll have a WAY better estimation of what will be done in the near future. Another great thing about Scrum is that you can tailor your deployment to possible alter or remove items to have a more usable product after 30 days, than potentially something completely unusable using waterfall.

blocks|key|1821293|text|这取决于你想要预测什么。|type|unstyled|depth|inlineStyleRanges|entityRanges|data|1821294|你可以保证一个n周的sprint恰好需要n周，m个sprint需要n*m周。因此，进度评估是很容易的。在给定一定的团队规模和项目持续时间的情况下，成本/工作量估计也很容易。你不能可靠地承诺的是，哪些功能最终会交付，哪些没有交付。|1821295|项目有四个主要的控制变量:范围，成本/工作量，进度，质量。您可以选择哪些变量是项目的驱动因素(即固定)，哪些不是。您不能同时让它们都作为驱动程序，至少需要保留一个变量，以便平衡项目。|1821296|对于传统的瀑布，你有固定的范围(规范)和通常固定的时间表(目标日期)。你可以通过增加成本/工作量(例如，增加更多的人，加班)或在质量上走捷径来平衡项目。这些平衡因素的表现不是线性的，如果你把它们推得太远，你会在其他领域遇到问题。|1821297|对于敏捷，包括Scrum，你有固定的时间表(迭代或冲刺)和固定的质量水平(完成的定义)。成本/努力与团队中有多少人成正比。范围是主要的平衡因素。它具有行为相当线性的良好属性:范围的增加或减少不会在其他驱动程序中引起巨大的非线性变化。成功的关键是对功能进行优先级排序，以获得最大的价值。|1821298|entityMap^0|0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|L|8|@]|9|@]|A|$]]|$1|B|3|C|5|6|7|M|8|@]|9|@]|A|$]]|$1|D|3|E|5|6|7|N|8|@]|9|@]|A|$]]|$1|F|3|G|5|6|7|O|8|@]|9|@]|A|$]]|$1|H|3|I|5|6|7|P|8|@]|9|@]|A|$]]|$1|J|3|-4|5|6|7|Q|8|@]|9|@]|A|$]]]|K|$]]

It depends on what you want to predict.

You can promise that a n-week sprint takes exactly n weeks and m sprints take n*m weeks. Therefore schedule estimation is easy. Cost/effort estimation is also easy, given a certain team size and project duration. What you cannot reliably promise is what features eventually get delivered and what don't.

There are four main control variables for a project: scope, cost/effort, schedule, quality. You can choose which variables are the drivers (i.e. fixed) for your project and which are not. You cannot have them all as drivers at the same time at least one variable needs to be kept free to allow for balancing the project.

With traditional waterfall you have fixed scope (the spec) and usually a fixed schedule (target date). You can balance the project by increasing cost/effort (e.g. adding more people, working overtime) or taking shortcuts in quality. These balancing factors do not behave linearly and you get problems in other areas if you push them too far.

With agile including Scrum you have fixed schedule (iterations or sprints) and fixed quality level (definition of done). Cost/effort is proportional to how many people you have in the team. Scope is the main balancing factor. It has the nice property of behaving quite linearly: increases or decreases in scope do not cause hugely non-linear changes in the other drivers. The key to success is feature prioritization to get the maximum value out of the scope you can deliver.

blocks|key|1917731|text|正如Steve+McConnell在Software+Estimation中所说，无论何时你需要提供一个估计：|type|unstyled|depth|inlineStyleRanges|entityRanges|offset|length|data|1917732|如果你不会计算，就计算|1917733|Count|ordered-list-item|1917734|If+|1917735|，然后判断|1917736|1917737|“专家判断”或计算是最后的资源。尝试计算真实事物和/或参考历史数据来计算有意义的数字。|1917738|无论您使用的是什么方法，无论是Scrum还是其他任何方法，这都是适用的。|1917739|entityMap|0|LINK|mutability|MUTABLE|url|http://www.stevemcconnell.com/est.htm^0|I|J|0|0|0|0|0|0|0|0|0^^$0|@$1|2|3|4|5|6|7|Z|8|@]|9|@$A|10|B|11|1|12]]|C|$]]|$1|D|3|E|5|6|7|13|8|@]|9|@]|C|$]]|$1|F|3|G|5|H|7|14|8|@]|9|@]|C|$]]|$1|I|3|J|5|H|7|15|8|@]|9|@]|C|$]]|$1|K|3|L|5|H|7|16|8|@]|9|@]|C|$]]|$1|M|3|-4|5|6|7|17|8|@]|9|@]|C|$]]|$1|N|3|O|5|6|7|18|8|@]|9|@]|C|$]]|$1|P|3|Q|5|6|7|19|8|@]|9|@]|C|$]]|$1|R|3|-4|5|6|7|1A|8|@]|9|@]|C|$]]]|S|$T|$5|U|V|W|C|$X|Y]]]]

As Steve McConnell says in <a href="http://www.stevemcconnell.com/est.htm" rel="nofollow noreferrer">Software Estimation</a>, whenever you need to provide an estimate:

<ol>
<li>Count</li>
<li>If you can't count, then compute</li>
<li>If you can't compute, then judge</li>
</ol>

"Expert judging" or reckoning is a last resource. Try counting real things and/or referring to historical data to compute a meaningful figure.

This is applicable regardless of the method you use, be it Scrum or whatever else.

IF the client asks me for a estimated time for completion for the whole project can this be given using Scrum?

Using for instance the (dreaded) waterfall methodology I will have a technical spec to use to give a half decent estimation.

Scrum and Project estimated time

翻译质量差，导致语言生硬或混乱。

没有提供实际的解决方法或示例。

解答不清晰，无法理解或解决问题。

页面排版不美观，阅读体验差。

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如果客户问我整个项目的预计完成时间，可以使用Scrum给出吗？例如，使用(可怕的)瀑布方法，我将有一个技术规范来给出半个像样的估计。

问Scrum和项目预计时间
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