草色天涯

2days retreat is ended.

It's supposed to be a happy time and it did make me, even almost all of us happy, but I'm still fell sad, like seeing leaves drop down from the trees in autumn.

I couldn't help missing the previous treat, when we were still around 40 person, and Fang Weitao, Deng Zhaoye didn't leave. It was a wonderful time, when we stayed in a single room, and we knew how is the company going, how is everyone doing.

I still remember the second afternoon in the previous retreat, that we had almost 2 hours free time, and some of us decided to climb the hills. I had never imagined that Deng could be as agile as a deer - it was impossible for we 4 boys to catch up with her, she disappeared from our sights quickly and she had to stop and wait for us every now and then.

To make things more interesting, we decided to find another way go back to the hotel, and finally climbed over 4 or 5 hills and broke a way from the thron bushes and trees. 

But we will never be able to experience the passed time, and she will go to Hainan within this month. I miss her very much, and the happy time that the company experienced together.

The memory rushes on the strings of the lingering heart making the music of sadness. 

一年前，申请加入InfoQ中文站，第一篇英译汉的新闻发布。

当时还是Jason和泰稳两个人负责review所有的译稿，所以有的稿子常常要积压好久。后来就发现我工作的地方跟Jason住的地方很近，然后基于改日不如撞日的理由，到金百万搓了一顿饭。再然后，开始跟乔梁抢新闻……接下来，乔梁去了TW……永光来北京，第一次见到了活的透明……编辑一个个的多起来，高昂、晓刚、黎夫、凯峰……出现了Architecture社区……推选各社区的首席编辑……Jason去了上海……泰稳结了婚……

一年后，终于发了第一篇汉译英的文章：Improvement, Success and Failure: Scrum Adoption in China。这也是中文站首次把国内社区的动态向全球站更新，心里难免有点小小的激动兴奋^_^

于是想起了透明在06年写的InfoQ中文站宣传稿：

The original Chinese version of this article was finished at the end of March, and I finally finished the translation this week.

The article is published here:  http://www.infoq.com/articles/Agile-adoption-study-china

I learned a lot from the translation: how to write native sentences, how to extract the metadata and how to ensure the reader will be interested in the article. I should show my great thanks to Deborah, who edited my draft with great patient and gave me a lot of useful advices.

I've started to write another article: Lean Thinking - A Digest of the First Beijing Open Party, hopefully it will be published soon.

1.  We picked 5 cases in this article, they come from different types of companies, take different procedures, and get different results. -- We picked 5 cases for this article: they come from different types of companies, used different processes, and got different results.

2.  Although it's not a very big investigation, and even the companies who adopted Scrum successfully didn't take the same steps, but as we focus on how they adopt Scrum - whether successful or not, we will learn a lot from them. Just like Mike Cohn said in Scrum and XP from the Trenches: -- The small sample size is small, and the companies didn't take the same steps, still, as we focus on how they adopt Scrum (whether successful or not) we will learn a lot from them. As Mike Cohn said in his forward to Scrum and XP from the Trenches:

3.  for protecting their company's security info, we didn't use the real name in the article --To respect their companies' security needs,we didn't use their real names in the article

4.  According to the defects in the waterfall development model -- Due to the defects in the waterfall development model

5.  we had no much experience on how to do the management --  we had no much experience in management.

6.  We discussed with the business guys about the release date, resulted in per release every month.-- We discussed with the business guys about the release date, resulting in ..

7.  we called everyone together and hold an Agile method sharing meeting, made a conclusion of all the practices that we've taken, --we called everyone together and hold an Agile method sharing meeting, summarized all the practices that we've used

8.  It's hard for me to make a conclusion here. -- It's hard for me to draw a conclusion here.

9.  Everyone must attend the Daily Scrum in the fixed time -- Everyone must attend the Daily Scrum at the fixed time.

I received an email this morning from a developer in Sweden team, which says he reverted my code to an earlier revision so that he could test his component, and my code was also locked by him. He said,  "DO NOT make ANY changes to these files."

I haven't been so angry for many days, what's the matter with him? Or what's the matter with our project? Why he can/dares to revert my code just to test his code? Even without telling me where the problem is?

I'll never work on the code which is now LOCKED by him, until he would give me a reasonale excuse.

We've suffered a lot from the fucking management. No one cares about the process. The architect defined the development rules, the build environment, but it's only valid for us Beijing team. The swedish developers doesn't obey the rules, which waste us a lot of time. But it seems the manager, the architect doesn't care about it.

I cannot stand for it any longer. We're working for the same project, if someone did something he/she isn't authorized to, he must be responsible for the consequence, must.

Recently, InfoQ China did an investigation on how Scrum is adopted in China. We picked 5 cases in this article: they come from different types of companies, take different procedures, and get different results.

Although it's not a very big investigation, and even the companies who adopted Scrum successfully didn't take the same steps, but as we focus on how they adopt Scrum - whether successful or not, we will learn a lot from them. Just like Mike Cohn said in Scrum and XP from the Trenches: "...we can all learn how to do Scrum better by hearing stories of how it has been done by others, especially those who are doing it well...Instead of best practices, what we need to know are good practices and the contexts in which they were successful. Read enough stories of successful teams and how they did things and you'll be prepared for the obstacles thrown at you in your use of Scrum and XP"

The questions that asked by InfoQ are:

1. Why did you use Scrum in your project?
2. How did you adopt Scrum in the project, and why?
3. What's the biggest problem during the adoption, and how did you solve it?
4. What's the benefit that Scrum brought to your project, your company?
5. Why didn't you adopt Scrum successfully? Would you please describe the process?

Q1. Why did you use Scrum in your project?

Julie：

Alex: