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)
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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Outdated issues: The product backlog contains items that haven’t been touched for six to eight weeks or more.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）
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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)
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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）
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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）
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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