tl;dr
チェックリストを作成するための材料としての書き起こしです。
28 Product Backlog , Kaizen(Refinement) Anti Pattern
一般的な アンチ (General Anti)
Prioritization by proxy: A single stakeholder or a committee of stakeholder prioritizes the product backlog.
１つのステークスホルダー、部署などの優先度になっている100% in Advance: The scrum team creates a product backlog covering the complete project or product upfront because the scope of the release is limited.
100%前倒しOver-sized: The product backlog contains more items than the scrum team can deliver within three to four sprints.
４週間以内で完了しないものにするOutdated issues: The product backlog contains items that haven’t been touched for six to eight weeks or more.
６〜８週間何も変わりないものを残すEverything is estimated: All user stories of the product backlog are detailed and estimated.
全て推測で起こすComponent-based items: The product backlog items are sliced horizontally based on components instead of vertically based on end-to-end features.
エンドツーエンド出ないアイテムを作成するMissing acceptance criteria: There are user stories in the product backlog without acceptance criteria.
合否判定を設けないNo more than a title: The product backlog contains user stories that comprise of little more than a title.
タイトル以上のことを詰め込むIssues too detailed: There are user stories with an extensive list of acceptance criteria.
詳細を盛り込みすぎるNeither themes nor epics: The product backlog is not structured by themes or epics.
テーマやエピックでアイテムを構成するNo research: The product backlog contains few to no spikes.
調査していないアイテムを入れる
ポートフォリオ、ロードマップ （Portfolio and Product Roadmap Level）
Roadmap? The product backlog is not reflecting the roadmap.
ロードマップに反映するAnnual roadmaps: The organization’s portfolio plan, as well as the release plan or product roadmap, are created once a year in advance.
１年１度ロードマップを起こすRoadmaps kept secret: The portfolio planning and the release plan or product roadmap are not visible to everybody.
秘密にするChina in your hands: The portfolio planning and the release plan or the product roadmap are not considered achievable and believable.
壮大すぎるものにする
プロダクトオーナー (the Product Owner)
Storage for ideas: The product owner is using the product backlog as a repository of ideas and requirements.
アイデア置き場にするPart-time PO: The product owner is not working daily on the product backlog.
たまに作業するCopy & paste PO: The product owner creates user stories by breaking down requirement documents received from stakeholders into smaller chunks.
要求事項から切り取ってコピペするDominant PO: The product owner creates user stories by providing not just the ‘why’ but also the ‘how’, and the ‘what’.
どうのように何をまでを含む支配的なアイテムを起こす。INVEST? The product owner is not applying the INVEST principle by Bill Wake to user stories.
ユーザーストーリーに原則を適用しないIssues too detailed: The product owner invests too much time upfront in user stories making them too detailed.
詳細すぎるユーザーストーリーを作成するWhat team? The product owner is not involving the entire scrum team in the refinement process and instead is relying on just the “lead engineer”
チームに関与してマイクロマネジメントする‘I know it all’ PO: The product owner does not involve stakeholders or subject matter experts in the refinement process.
改善のプロセスでステークスホルダーや専門家とコミュニケーションを取らない
開発視点（the Development Team）
Submissive team: The development team submissively follows the demands of the product owner.
従属なチームにするWhat technical debt? The development team is not demanding adequate resources to tackle technical debt and bugs.
技術的負債を考慮しないNo slack: The development team is not demanding 20% slack time from the product owner.
20%の余裕がない活動をする
スクラム視点（the Scrum Team）
No time for refinement: The team does not have enough refinement sessions, resulting in a low-quality backlog.
改善する時間がないToo much refinement: The team has too many refinement sessions, resulting in a too detailed backlog.
多くの細かい改善を実施するNo DoR: The scrum team has not created a ‘definition of ready’ that product backlog items need to match before becoming selectable for a sprint.
受け入れの基準を設けない