🔹 1. Scrum Roles and Responsibilities
🔹1.一、 职位和职责

Product Owner (PO): Owns the Product Backlog, prioritizes features such as live tracking, payment gateway integration, and restaurant onboarding.
产品负责人（PO）： 负责产品待办事项，优先考虑实时跟踪、支付网关集成和餐厅入职等功能。

Scrum Master: Facilitates Scrum ceremonies, removes blockers, shields team from distractions, and coaches on agile best practices.
敏捷大师： 促进敏捷仪式，消除障碍，保护团队免受干扰，并指导敏捷最佳实践。

Development Team: Cross-functional members who design, build, test, and deliver a potentially shippable product increment each sprint.
开发团队： 跨职能的成员，他们设计、构建、测试和交付每个 sprint 的潜在可交付产品增量。

Application: I would clarify each role during kickoff and revisit responsibilities in retrospectives when confusion arises.
应用： 我会在启动时澄清每个角色，并在出现混乱时回顾职责。

🔹 2. Managing and Prioritizing the Product Backlog
🔹 二、 管理和优先化产品积压

The Product Backlog is dynamic and should reflect evolving priorities.
产品待办事项是动态的，应该反映不断变化的优先级。

I would schedule regular backlog refinement sessions (at least once per sprint).
我会安排定期的待办事项细化会议 （每个 sprint 至少一次）。

Use techniques like MoSCoW or Weighted Shortest Job First (WSJF) to help the PO prioritize.
使用莫斯科或加权最短作业优先（WSJF）等技术来帮助 PO 确定优先级。

Ensure backlog items are broken down into INVEST-compliant user stories (Independent, Negotiable, Valuable, Estimable, Small, Testable).
确保待办事项被分解为符合投资的用户故事 （独立，可协商，有价值，可估计，小型，可测试）。

Example: "As a user, I want to track my order live so I can know when to be ready."
例如：“作为一名用户，我希望实时跟踪我的订单，以便知道何时准备就绪。"

🔹 3. Facilitating Scrum Ceremonies
🔹3.第三章。 促进仪式

Sprint Planning:
Sprint 计划：
Team selects backlog items and defines the Sprint Goal. I’d ensure only refined items are selected to prevent confusion during development.
团队选择待办事项并定义 Sprint 目标 。我会确保只选择精炼的项目，以防止在开发过程中出现混乱。

Daily Scrum:
每日新闻：
15-minute stand-up where team members discuss progress, plans, and blockers. As Scrum Master, I’d coach the team to keep it focused.
15-团队成员讨论进度、计划和障碍的一分钟站立。作为一名体育大师，我会指导球队保持专注。

Sprint Review:
Sprint 评论：
Stakeholders review the increment. I’d help the team present demos that align with the sprint goal.
利益相关者审查增量 。我会帮助团队展示与 sprint 目标一致的演示。

Sprint Retrospective:
Sprint 回顾：
Discuss what went well, what didn’t, and actionable improvements. I’d encourage psychological safety for open feedback.
讨论哪些进展顺利，哪些不顺利，以及可行的改进。我鼓励心理安全开放反馈。

Example: After a sprint with delayed testing, we might agree to shift one developer to pair with QA mid-sprint next time.
例如： 在一个延迟测试的 sprint 之后，我们可能会同意在下一次 sprint 中期让一个开发人员与 QA 配对。

🔹 4. Dealing with Mid-Sprint Change Requests
🔹 四、 处理 Sprint 中期变更请求

Scrum discourages changes mid-sprint unless urgent.
除非情况紧急，否则 Scrum 不鼓励在 sprint 中期进行更改。

I’d coach the PO and stakeholders to channel new requests into the Product Backlog and prioritize them for the next sprint.
我会指导 PO 和利益相关者将新的请求引导到产品待办事项中，并为下一个 sprint 确定优先级。

If change is unavoidable, I’d facilitate a conversation between PO and team to cancel or revise the current sprint if needed (as per Scrum Guide).
如果更改不可避免，我会促进 PO 和团队之间的对话，以在需要时取消或修改当前的 sprint（根据 Scrum 指南）。

Example: A request to add a wallet feature mid-sprint would be deferred unless it blocks a critical path.
示例： 在 sprint 中期添加钱包功能的请求将被推迟，除非它阻止了关键路径。

🔹 5. Improving Team Performance and Stakeholder Collaboration
🔹 五、 提高团队绩效和利益相关者协作

Implement a Definition of Done (DoD) to ensure clarity in deliverables.
实施完成定义（DoD），以确保可交付成果的清晰度。

Use Velocity charts and Burndown charts to help forecast future sprints and measure team capacity.
使用速度图和燃尽图来帮助预测未来的冲刺和衡量团队能力。

Encourage direct PO-user feedback loops via beta testing groups.
通过 beta 测试组鼓励直接 PO 用户反馈循环。

Foster team ownership by rotating demo presenters and encouraging cross-functional pairing.
通过轮换演示演示者和鼓励跨职能配对，培养团队所有权。

Long-term: As the team matures, I would gradually reduce interventions, allowing them to self-organize and deliver consistently.
长期： 随着团队的成熟，我会逐渐减少干预，让他们自我组织并始终如一地交付。

1. Initiating Phase
1.启动阶段

🔹 Objective: Define the project, authorize work, and identify stakeholders.
🔹 目标： 定义项目，授权工作，并确定利益相关者。

Key Knowledge Areas:
关键知识领域：

Integration Management:
集成管理：

Develop the Project Charter outlining scope, objectives, constraints, and high-level budget/timeline.
制定项目章程， 概述范围、目标、限制和高级预算/时间轴。

App example: Charter includes launch goal in 6 months with GPS tracking, payment integration, and 100+ restaurant partners.
应用程序示例：Charter 包括 6 个月内推出的目标，包括 GPS 跟踪，支付集成和 100 多家餐厅合作伙伴。

Stakeholder Management:
利益相关者管理：

Identify key stakeholders (founders, developers, investors, restaurant partners, end-users).
确定关键利益相关者（创始人，开发人员，投资者，餐厅合作伙伴，最终用户）。

Create a Stakeholder Register to classify by influence and engagement needs.
创建一个利益相关者登记册 ，按影响力和参与需求进行分类。

2. Planning Phase
2.规划阶段

🔹 Objective: Develop detailed plans for scope, schedule, cost, quality, risk, resources, communication, procurement, and stakeholder engagement.
🔹 目标： 制定有关范围、进度、成本、质量、风险、资源、沟通、采购和利益相关者参与的详细计划。

Key Knowledge Areas:
关键知识领域：

Scope Management:
范围管理：

Define Product Scope (features like live tracking, ratings, loyalty program).
定义产品范围 （如实时跟踪，评级，忠诚度计划等功能）。

Create a WBS to break features into manageable deliverables.
创建一个 WBS，将功能分解为可管理的可交付成果。

Schedule Management:
日程管理：

Sequence activities, estimate durations, and define the project timeline using Gantt charts/CPM
使用甘特/CPM 对活动进行排序、估计持续时间并定义项目时间轴.

Cost Management:
成本管理：

Use bottom-up estimation to forecast cost: developer salaries, API costs, marketing.
使用自下而上的估计来预测成本：开发人员工资，API 成本，市场营销。

Establish a Cost Baseline
建立成本基准.

Quality Management:
质量管理：

Define quality standards (response time < 3s, crash rate < 1%).
定义质量标准（响应时间< 3s，崩溃率< 1%）。

Include code review, usability testing, and performance benchmarks in the plan.
在计划中包括代码评审、可用性测试和性能基准测试 。

Resource Management:
资源管理：

Identify team roles: front-end, back-end devs, QA, UI/UX, support staff.
确定团队角色：前端、后端开发人员、QA、UI/UX、支持人员。

Develop staffing and resource acquisition plans
制定人员配备和资源获取计划.

Communications Management:
通信管理：

Build a Communication Plan outlining frequency, format, and channels of reporting.
制定一个沟通计划 ，概述报告的频率、格式和渠道。

Ex: Slack for daily dev updates, investor summary every 2 weeks.
例如：每天的开发更新，每两周的投资者摘要。

Risk Management:
风险管理：

Identify risks like app downtime, vendor delays, poor user adoption.
识别应用程序停机、供应商延迟、用户采用率低等风险。

Build a Risk Register and plan response strategies.
建立风险登记册并计划应对策略。

Procurement Management:
采购管理：

Plan contracts for payment gateway, map APIs, SMS providers.
为支付网关、地图 API、短信提供商制定合同。

Decide on contract types (fixed-price vs. T&M).
决定合同类型 （固定价格与 T& M）。

Stakeholder Management (continued):
持份者管理（续）：

Develop a Stakeholder Engagement Plan
制定利益相关者参与计划.

Plan investor demos, user feedback forums, and restaurant partner training.
计划投资者演示、用户反馈论坛和餐厅合作伙伴培训。

3. Executing Phase
3.执行阶段

🔹 Objective: Perform the planned activities to produce deliverables.
🔹 目标： 执行计划的活动以产生可交付成果。

Key Knowledge Areas:
关键知识领域：

Integration Management:
集成管理：

Direct and manage project execution.
指导和管理项目执行。

Use change control process to handle new feature requests (e.g., adding dark mode).
使用变更控制流程处理新功能请求（例如，添加暗模式）。

Resource Management:
资源管理：

Onboard team members.
团队成员。

Manage collaboration using tools like GitHub, Jira, or Notion.
使用 GitHub、Jira 或 Notion 等工具管理协作。

Apply conflict resolution and team development strategies
运用冲突解决和团队发展策略.

Communications Management:
通信管理：

Maintain transparent communication with all stakeholders.
与所有利益相关者保持透明的沟通。

Conduct sprint reviews and demos for stakeholders.
为利益相关者进行 sprint 评审和演示。

Procurement Management:
采购管理：

Select vendors and issue contracts.
选择供应商并签订合同。

Manage relationships and track delivery of third-party services.
管理关系并跟踪第三方服务的交付。

Stakeholder Management:
利益相关者管理：

Ensure stakeholder feedback is incorporated regularly.
确保定期纳入利益相关者的反馈。

Conduct engagement meetings, beta testing feedback loops
召开项目会议，进行 beta 测试反馈循环.

4. Monitoring and Controlling Phase
4.监控阶段

🔹 Objective: Track, review, and regulate performance. Implement necessary changes.
🔹 目标： 跟踪、审查和规范绩效。实施必要的变更。

Key Knowledge Areas:
关键知识领域：

Scope Management:
范围管理：

Control scope with formal change approvals
通过正式变更批准控制范围.

Ensure no scope creep.
确保内窥镜无蠕变。

Schedule Management:
日程管理：

Track progress using SPI (Schedule Performance Index)
使用 SPI（进度绩效指数）跟踪进度.

Re-baseline if needed.
必要时重新基线。

Cost Management:
成本管理：

Monitor expenses and compare CPI (Cost Performance Index)
监控费用并比较 CPI（成本绩效指数）.

Adjust resource allocation to control budget.
调整资源分配以控制预算。

Quality Management:
质量管理：

Perform Quality Control via UAT, regression testing, bug tracking.
通过 UAT、回归测试、缺陷跟踪进行质量控制。

Risk Management:
风险管理：

Monitor identified risks and reassess or trigger mitigation plans.
监控已识别的风险并重新评估或启动缓解计划。

Update the Risk Register
更新风险登记册.

Communications Management:
通信管理：

Provide consistent status reports to stakeholders.
向利益相关者提供一致的状态报告。

Procurement Management:
采购管理：

Validate vendor deliverables and address non-performance.
审查供应商交付的成果并解决不履约问题。

Stakeholder Management:
利益相关者管理：

Measure stakeholder satisfaction using engagement metrics and feedback.
使用参与度指标和反馈来衡量利益相关方的满意度。

5. Closing Phase
5.关闭阶段

🔹 Objective: Finalize all activities and formally close the project.
🔹 目标： 完成所有活动并正式结束项目。

Key Knowledge Areas:
关键知识领域：

Integration Management:
集成管理：

Confirm all project work is complete and objectives met.
确认所有项目工作已完成并达到目标。

Close contracts, archive documents, and hand over final product.
关闭合同、归档文件并移交最终产品。

Procurement Management:
采购管理：

Verify final vendor deliveries and close contracts.
核实最终供应商交货和关闭合同。

Stakeholder Management:
利益相关者管理：

Conduct final stakeholder presentation and collect lessons learned.
进行最后的利益相关者陈述并收集经验教训。

Capture feedback and recommendations for future projects.
为未来的项目收集反馈和建议。