Do you remember the last time you explained velocity and story points to your client? Was it an easy conversation? Does your sprint planing session take all day? Do you find that task estimation is wildly different from team to team, and between developers? Has your scrum team lost faith in the whole approach? It may be time for a radical change. Intrigued?  Join me.
前回、クライアントにベロシティとストーリーポイントを説明したときのことを覚えていますか？それは簡単な会話だったでしょうか？スプリントプランニングのセッションに一日中かかっていませんか？タスクの見積もりはチームによって、また開発者間で大きく異なっていますか？スクラムチームは、このアプローチ全体への信頼を失っていませんか？それは、根本的な変化の時かもしれません。興味ありますか？  私に参加してください。

Who owns it?

For a software development team, ownership is the responsibility each person takes to achieve the overall project objectives and its success. Culturally, teams in Japan and the West, particularly in the US, approach ownership quite differently. For the latter, it can amount to making sure we have someone to blame when things go badly, and for the former it can be so that no one can be blamed.

There are things to learn from both cultures, and a way we have seen successful teams deliver high-value outcomes for the stakeholders can be seen as a blend of both. Taking some ideas from the book “Extreme Ownership” we will review a way of thinking about ownership on software development project teams.

Japanese interpretation provided.