Roger老師敏捷精選影片
Roger's Agile Video Select
Roger's Agile Video Select
Original aspiration of translation
敏捷之道，易學難精。不管學習多久的敏捷都還會有盲點，於是在2019年我開始與CST做CSM cotraining時，就開始挑戰不同的敏捷深度影片。這些被我挑選的敏捷影片通常一指就戳中敏捷人士的盲點，常常在我完成翻譯定稿之後總是若有所悟。這是敏捷的修煉之道，修煉的同時如果還能惠及許多台灣的敏捷學習者，何樂而不為。
Agile is easy to learn but hard to master. There are still blind spots that remain irrespective of how long you have been learning agility. Therefore, when I started working on CSM co-training with CST in 2019, I took on the challenge of translating Agile videos of different depths. The Agile videos I’ve selected usually hit the Agilist’s blind spots right off the bat, and often I’m enlightened after I finish the final translation. This is the way to practice Agile, and if the practice can also benefit many Agile learners in Taiwan, why not?
提醒：本網頁在PC及手機皆會自動帶出中文字幕，如未出現，請手動開啟右下角中文字幕選項。
Reminder: Chinese subtitles will be automatically displayed on this webpage on both PCs and mobile phones; if not, please open the Chinese subtitles option at the bottom right corner.
Henrik Kniberg 系列影片
由 Henrik Kniberg, CST 所製作的 15 分鐘動畫短片，深入淺出地介紹敏捷開發裡產品責任的概念。對於敏捷的成員責任、細節、合作機制可以有深刻的理解與認識。英文版已有超過 200 萬觀賞次數，為十大 Scrum 經典影片。
This 15-minute animated video by Henrik Kniberg, CST, presents an in-depth introduction to the concept of Product Ownership in Agile development. It provides a deep understanding of the responsibilities, details, and collaboration mechanisms of Agile members. The English version attracted over 2 million hits, making it one of the top ten Scrum classics
由 Henrik Kniberg, CST 所製作的 15 分鐘動畫短片，深入淺出地介紹敏捷開發裡產品責任的概念。對於敏捷的成員責任、細節、合作機制可以有深刻的理解與認識。英文版已有超過 200 萬觀賞次數，為十大 Scrum 經典影片。
This 15-minute animated video by Henrik Kniberg, the CST, presents an in-depth introduction to the concept of Product Ownership in Agile development. It provides a deep understanding of the responsibilities, details, and collaboration mechanisms of Agile members. The English version attracted over 2 million hits, making it one of the top ten Scrum classics.
Lyssa Adkins 系列影片
Lyssa Adkins 在這部簡短的 5 分鐘影片上，藉由回答一個在《Agile Vox》創刊號上的問題來說明該如何向主管解釋「為什麼要進行 Scrum」，並藉由 Michael Spayd 所提出的整體性敏捷(Integral Agile)來佐證思考一件事情，不要只單看一個角度，而是需要由四個視角：「它(It)」、「我(I)」、「它的(It’s)」和「我們(We)」來思考，並找尋解答。
In this short 5-minute video, Lyssa Adkins describes how to explain “Why Scrum” to executives by answering the question in the inaugural issue of Agile Vox and uses Michael Spayd’s Integral Agile to demonstrate that it’s important to think about something not just from one perspective, but from four perspectives: It, I, It’s, and We, and to find the answer.
Lyssa Adkins 從回覆一封來自於東歐的諮詢信件來回答一些敏捷從業人員常遇到的問題。例如：敏捷教練或 Scrum masters 可以參與團隊成員的挑選嗎？組織高層對敏捷不買單，該怎麼辦？該如何讓團隊接受敏捷？Lyssa 藉由這短短的不到 7 分鐘的影片，讓你快速了解該如何推動敏捷。
Lyssa Adkins answers some common questions from Agile practitioners by responding to a consulting letter from Eastern Europe, for example: Can an Agile coach or Scrum Masters be involved in the selection of team members? What to do if an organization’s senior management doesn’t care for Agile? How to get the team to embrace Agile? With this short seven-minute video, Lyssa gives a quick overview of how to drive Agile.
Lyssa Adkins 在「我如何證明需要敏捷教練和 Scrum master 這兩個不同的角色」上提供了開放式的結語。她刻意不提供答案，反倒是提供我們一個思考的方向。Lyssa 希望大家可以不受限於各式的職稱或角色，例如：敏捷教練、Scrum master、計畫(Program)層級管理者、或多團隊...等來思考此問題，而是要先釐清並規劃看看這些不同職稱或角色的人員所需要負責的功能為何，以及組織的需要是什麼，這樣才能真正想清楚我們需要的是什麼樣的角色及功能。
是要先釐清並規劃看看這些不同職稱或角色的人員所需要負責的功能為何，以及組織的需要是什麼，這樣才能真正想清楚我們需要的是什麼樣的角色及功能。
Lyssa Adkins offers an open-ended conclusion on “How can I justify two roles for a Scrum Master & an Agile Coach”. Instead of providing answers, Lyssa offers us a direction. She hopes that we can think about this question without being limited to various titles or roles, such as Agile Coach, Scrum Master, Program level manager, or multi-team. Rather, we need to clarify and map out what functions the people in these different titles or roles are responsible for and what the organization's needs are to figure out what roles and functions we need truly.
Lyssa Adkins 藉由回覆 Lesley Artyn Nolan 的問題來說明如何讓你的團隊儘早發展出良好的合作關係。Lyssa 在影片中提到一些重要的觀念，例如：啓動團隊時，若是第一次沒做好，沒關係，你可以重置團隊，另外，我們要專注於未來的任務，而不是專注於讓人們彼此喜歡或相互信任，最後，Scrum master 需要知道何時介入團隊，以及何時後退。
By replying to Lesley Artyn Nolan’s question, Lyssa Adkins shows how to get your team working together well early on. Lyssa mentions some important ideas in the video. For example: when starting up a team, if they didn’t have a good start, it’s okay, you can always reset them; second, we need to focus on tasks ahead, rather than making people like or trust each other; third, the Scrum Master needs to know when to step into the team and when to step back.
Lyssa Adkins 以高效能樹的隱喻(Metaphor)來說明如何建立敏捷的高效能團隊。影片一開始，Lyssa 先暗喻 Scrum 的五大價值是高效能團隊的根基，根基紮穩了，團隊才能茁壯成長。另外，她也提到高效能團隊的特徵，例如：自我組織的、由信任所驅動的、有決策權的、共識導向的、將團隊的成功看得比個人的成功更為重要...等，讓敏捷從業人員可以藉此建立自己的高績效團隊。
Lyssa Adkins illustrates how to build an Agile high-performance team using the metaphor of the high-performance tree. Lyssa begins the video with a metaphor that the five values of Scrum are the foundation of a high-performance team and that only when the foundation is firmly established can a team thrive. In addition, she also mentions the characteristics of a high-performance team, such as self-organizing, motivated by trust, decision making, consensus-driven, and putting the team's success above the success of the individual. These are the characteristics that agile practitioners can use to build their own high-performance teams.
Lyssa 是全球最優秀的Scrum培訓師之一，善於引導及鼓舞的大師。Lyssa 在影片中示範如何在短短的10分鐘內教授完整的 Scrum 框架，其內容不僅涵蓋：Scrum 角色、Sprint 的規劃、審查及回顧外，還包含：願景設定、優先等級排序、持續改善...等一些非常實用的觀念。
Lyssa is one of the world’s best Scrum trainers and a master at guiding and inspiring. In this video, Lyssa demonstrates how to teach a complete Scrum framework in just 10 minutes, covering Scrum roles, Sprint planning, review and retrospective, and some very practical concepts such as vision setting, prioritization, and continuous improvement.
擅長以隱喻手法傳授敏捷的Lyssa Adkins，在這部影片中，以結婚蛋糕的「不同吃法」說明傳統瀑布式階段導向的專案與敏捷式專案在產品製作及價值交付上的差異，並提到敏捷手法的兩個重要觀念；1. 進行工作前，先為最高商業價值的事項進行優先級排序、2. 辨別出何時我們已經從產品上獲得所需要的價值。這兩個觀念也可用來提升組織的競爭力。
In this video, Lyssa Adkins, who excels at Agile teaching through metaphor, illustrates the differences between traditional Waterfall projects and Agile projects in terms of product production and value delivery using the “different ways to eat a wedding cake”. She also mentions two important concepts of the Agile approach: 1. Prioritize the highest business value slices before proceeding, and 2. Identify when we’ve already gotten the value we need from the product. These concepts can also be used to improve the organization's competitiveness.
Mark Shead 系列影片
敏捷原則說面對面是最有效的溝通方式；但是，遠距工作（分散式工作團隊）（或者，近期的疫情）讓面對面溝通有執行上的困難。作者從他的實務經驗分享如何運用視訊會議和即時通訊軟體，來用退而求其次的方式，達到面對面溝通的效果。
Agile says that the best way to communicate is face-to-face; however, working remotely (distributed work teams) (or as in the recent epidemic) makes face-to-face communication difficult to execute. Based on his practical experience, the author shares how to achieve the effect of face-to-face communication in a second-best way through the use of video conferencing and instant messaging software.
作者透過一家一小時乾洗店的有趣案例，說明有名無實、名不符實、或掛羊頭賣狗肉所可能造成的誤會。影片末了，作者一句話總結：叫（號稱）什麼不重要，做什麼才真正重要。希望大家都能做個名符其實的敏捷實踐者。
Through an interesting case of a one-hour dry cleaner, the author illustrates the misconceptions caused by having a name but no reality, having a name that does not live up to the truth or sailing under false colors. At the end of the video, the author concludes with a sentence: No matter how great your name is, it is the execution that matters. It is hoped that everyone can be a veritable Agile practitioner.
敏捷轉型的要件是什麼？怎樣能讓您的團隊「變得」敏捷？看看這部影片，簡單扼要地向你介紹幾個敏捷基本原則及價值，和落實它們的方式。
What are the elements of Agile transformations? How can you make your team become an Agile team? Check out this video that briefly introduces you to a few basic Agile principles and values and how to implement them.
敏捷站在客戶立場來思考需求，最常見的形式就是使用者故事。每張使用者故事可以呈現一個完整的功能讓客戶來獨立使用，它呈現了Who、What、Why的資訊。一個好的用者故事可以有效地在每個Sprint產出價值給客戶，這影片教會你怎麼寫好的使用者故事。
User stories are the most common form of Agile considering the requirements from the customer’s perspective. Each user story can present a complete feature for independent use by the customer, which presents Who, What, and Why. A good user story can effectively deliver value to customers on each Sprint. This video teaches you how to write a good user story.
模仿卓越，一直是許多人的成功捷徑。這部影片，讓我們重新省思，怎樣聰明地模仿，怎樣達致成功 ... 而不是不論青紅皂白地全面模仿，通盤複製。
Modeling of excellence has always been a shortcut to success for many people. With this video, we can rethink how to imitate intelligently and achieve success instead of imitating and copying comprehensively, regardless of the facts.
這影片用圖解方式告訴我們使用者的想像需求和程式設計師的開發邏輯有多大的差異。許多初學敏捷者，對於如何有效拆解使用者故事總是感到困擾，Mark以音樂家創作樂曲來解說敏捷拆解的簡化原則-80/20法則，同時也以網站購物為例示範如何簡化拆解使用者故事。
This video illustrates graphically how different the imaginary needs of users are from the development logic of programmers. Many Agile beginners always find it difficult to split user stories effectively. Mark uses the musician’s compositions to explain the principle of Agile splitting-the 80/20 Rule, and uses website shopping to demonstrate how to split user stories.
你一定不知道, 敏捷的每日站立會議除了三個標準問題以外: 今日之前完成了什麼、今日要做什麼、遇到了什麼瓶頸...團隊還可以自定設定每日要討論的三個問題 (Scrum Guide 2017)。那麼要如何設定呢? 這個影片給您一個好的解答。
What you don't know is that in addition to the three standard questions in Agile daily standup meetings (What did you do yesterday? What will you do today? Are there any impediments in your way?), teams can also set their own three questions to discuss each day (Scrum Guide 2017). So how to set them up? This video gives you a good answer.
敏捷原則是非常強調溝通的。讓使用者和開發團隊的雙向溝通順暢，是促成成功敏捷開發的要件。這部片子讓我們了解到溝通的誤解所造成的阻擾。
Agile principles place great emphasis on communication. Smooth two-way communication between users and the development team is essential to successful Agile development. This video gives us an insight into the disruptions caused by misunderstandings in communication.
這段動畫對敏捷開發精準到位的闡述。作者生動活潑地說明敏捷是及不是什麼。作者用淺顯易懂的案例，介紹4個敏捷價值和 12 項敏捷原則，如何影響開發團隊在軟體開發的過程中做出較好的開發軟體手法的決策。
This animated video provides an accurate explanation of Agile development. The author shows what Agile is and is not in a lively way. Through easy-to-understand examples, he introduces 4 Agile values and 12 Agile principles that shape the decisions of development teams to make better software development approaches during the software development process.
Agile敏捷是一套價值觀與準則，讓你做事更有效能。而敏捷開發方法論是一套體系，讓敏捷思維更加具體化，如果敏捷是樹根，方法論則是樹枝。若一直在追逐方法論的完善而捨棄了敏捷精神就是捨本逐末了，這支影片有趣地嘲諷了這個現象。
Agile is a collection of values and criteria that enable you to work more efficiently. The Agile development methodology is a system that makes the Agile mindset more concrete. If Agile is the root of the tree, the methodology is the branch. To pursue perfection in methodology at the expense of the Agile spirit is actually to attend to trifles and neglect the essentials, a phenomenon that this video amusingly mocks.
敏捷明確地指出避免規定任何特定的方法或程序, 但為何仍會有方法論字眼出現? 像: Scrum, XP, Kanban 都是使用方法來遵循敏捷的原則及價值. 但如果你的團隊想要 "真敏捷", 所使用的方法則應隨著團隊成長而調適, 與時俱進. 像 Spotify 最後能發展出自己的方法一般。
Agile has explicitly pointed out to avoid prescribing any particular method or procedure, but why does the term methodology still appear? Scrum, XP, and Kanban, for example, all use methods to follow Agile principles and values. But if your team wants to be truly Agile, the methods you use should grow and evolve with the times, just like Spotify finally develops its own approach.
作者 Mark Shead 用簡單的案例說明如何以自然語言表達需求，說明 BDD 與 TDD 的差異。影片末了，強調 BDD 開發手法，可以快又省錢的案例。
With simple examples to demonstrate how to express requirements in natural language, the author Mark Shead illustrates the differences between BDD and TDD. At the end of the video, he highlights the quick and cost-effective case of the BDD development approach.
DevOps是最近流行的一種敏捷開發自動化的方法，可以提高整體運作速度。當軟體交付過程中每個人都承擔的共同責任，DevOps就發生了。DevOps主要是整合軟體開發團隊與營運團隊，使組織可以快速交付應用程式及服務。
DevOps is a recently popular approach to Agile development and automation that can raise the overall working speed. DevOps works when everyone shares responsibility for the software delivery process, and DevOps focuses on integrating software development teams with operations teams to deliver applications and services quickly.
敏捷的站立會議堪稱敏捷的標誌特色了；然而，為什麼要站立呢？作者藉由敏捷原則來說明，透過了解操作後面的原則，不只知道怎麼做 (Know How)，還知道為什麼 (Know Why)。原來敏捷從未要求要站著開會 … 重點在 - 面對面溝通。
Agile stand-up meetings are the hallmark of Agile, but why stand up? Using Agile principles, the author illustrates that we can know how and know why by understanding the principles behind the operation. It turns out that Agile has never called for standing up. The key point is face-to-face communication.
Michael James 系列影片
LeSS就是Scrum。這是LeSS官方三分鐘簡介大型敏捷的架構，用最少的流程、角色及管理，釋放團隊的最多潛能。LeSS的架構是以「精簡的經驗流程主義控制及將焦點放在整體產品的開發」。LeSS包含一組極簡的簡單規則，適用於2到8個團隊。LeSS Huge則適用於8或更多團隊，甚至多達數千人的龐大產品。
LeSS is Scrum. It’s the official three-minute introduction of LeSS to a large Agile framework that unleashes the most potential from a team with the least flows, roles, and management. LeSS is structured with "streamlined and empirical flow control with a focus on overall product development", and contains a minimalist set of simple rules for teams in sizes of 2 to 8. LeSS Huge is suitable for teams of 8 or more, or even for large products with up to several thousand people.
您的大型組織如何誤解產品負責人的角色？誤解產品負責人角色會如何延遲客戶的回應？產品負責人角色應該如何發揮？真正的產品負責人如何提供最高的客戶價值？在提高團隊自我組織和跨功能性的同時，是否需要創建新的 PO 延伸角色，如：首席產品負責人、營運負責人...等？
How does your large organization understand the role of Product Owner? How does misunderstanding the Product Owner role delay customer response? How should the Product Owner role play out? How does a real Product Owner provide the highest business value? While improving the team's self-organizing and cross-functionality, is it necessary to create new PO extension roles, such as Chief Product Manager and Operations Owner?
Mike Cohn 系列影片
本片由 Mike Cohn 現身說法，說明攝製這一系列 Scrum 修復指南的發想緣由（源自於福斯金龜車）。也介紹了這系列影片會探討的一些 Scrum 實務問題。
This video features Mike Cohn explaining the inspiration for this series of Scrum Repair Guide (derived from Volkswagen Beetle) and introduces some practical Scrum problems explored in this video series.
Mike Cohn敏捷重量級專家影集。在每個Sprint的一開始，都要開Sprint會議，準備不足及想要有完美的規劃是常常變馬拉松的原因，準備不足可以開產品代辦清單梳理會議，可以有效地將功能特性細化。要去除完美主義心態才能產出一個適用的Sprint代辦清單。
Mike Cohn’s collection of Agile heavyweight experts. At the beginning of every Sprint, there is a Sprint meeting held, and often it becomes a marathon due to the lack of preparation and the desire for perfect planning. For inadequate preparation, a backlog grooming meeting can be held to refine the functional characteristics effectively. It is necessary to remove the perfectionism mindset to produce an ideal Sprint backlog.
Mike Cohn影片精選。如何決定Sprint長度是新敏捷團隊的一大挑戰，它能透過敏捷中的三個支柱檢視及調整來找到最佳長度。過長或過短的長度都有正確指標可以評估觀察，本影片會詳細告訴你如何觀察，且一旦找到適當的長度就請維持到專案結束為止。
Mike Cohn’s video select. Determining the Sprint length is a big challenge for new Agile teams, and it can be done by checking and adjusting the three pillars of Agile to find the optimal length. There are correct metrics to evaluate and observe the lengths that are too long or too short. This video will show you in detail how to observe them, and once you find the right length, you should maintain it until the end of the project.
Mike Cohn是敏捷重量級專家，擅長敏捷估算及使用者故事。看似簡單的故事點數，卻讓很多人摸不著頭緒，透過大師專業的講解，你對故事點數會有完整的全貌圖。
Mike Cohn is an Agile heavyweight expert who specializes in Agile estimation and user stories. The seemingly simple story points are confusing to many people. Through the master's professional explanation, you will have a complete picture of the story points.
梳理產品清單是個大學問，它雖不是Scrum的必要會議，但是沒有它，我們Scrum專案會跑地很不順暢，它可以調整優先待辦清單的優先順序、把使用者故事切割成更小，使能在下一個週期開發出來、確認功能的驗收規格是否清楚及清理不再需要的使用者故事。
There is a lot to learn for grooming the product backlog. It is not a necessary meeting for Scrum, yet our Scrum projects would not run smoothly without it. It can prioritize the backlog and split user stories into smaller pieces to be developed in the next cycle, make sure that functional acceptance specifications are clear, and clean up user stories that are no longer needed.
Scrum雖然使用Timebox原理克服了學生症候群，但是小於一個月的Sprint，開發團隊往往還是拖到最後一刻才完成Product Backlog Item，例如程式開發者最後剩兩天才給測試者。這段期間測試者要做什麼? 也可能造成WIP未完成品而無法Demo。Mike Cohn在此影片提出三種解法。
Scrum overcomes the student syndrome using the Timebox principle, but in a Sprint of less than a month, the development team often drags their feet until the last minute to complete the Product Backlog Item. For example, the program developer only leaves the last two days for the sounding board. What can the sounding board do during this period? It may also cause the WIP to be unfinished and unable to Demo. Mike Cohn proposes three solutions in this video.
Productivity Game 系列影片
為什麼專案不能如時、如質地達標?短片告訴您「認知偏差」導致規劃及執著於現
況的謬誤,書中提出Scrum七步驟化整為零,讓專案能逐步完善,也呈現Scrum技術三大核心,闡明如何能事半功倍、大幅提昇生產力邁向成功。
Why can't the project meet the target on time and in quality? This video shows you how "cognitive bias" leads to fallacies in planning and sticking to the status quo. The book proposes the seven steps of Scrum, which can be broken down into pieces so that projects can be improved step by step. It also presents the three cores of the Scrum technique, explaining how to get twice the result with half the effort and significantly increase productivity towards success.
Roman Pichler 系列影片
Roman Pitchler是當代敏捷PO代表人物，他所發展的PO工具流傳許多敏捷社群，其中最代表性的是產品願景板。在這影片他介紹了完整產品願景板的寫法，包含各欄位的使用提示及如何運用此工具找出吸引人的產品願景及有效的產品策略。
Roman Pichler is a contemporary icon of Agile PO, and his PO tools have spread to many Agile communities, most notably the Product Vision Board. In this video, he introduces a complete Product Vision Board presentation, including tips on the use of each column and the tool to find appealing product vision and effective product strategies.
Roman Pichler是全世界聞名的PO大師，此影片藉由產品願景板 (Product Vision Board) 介紹產品願景及產品策略之產生。透過產品策略的檢討，來找出初期發展產品可能遇到的風險及因應之道。透過案例來說明如何運用產品願景及產品策略來開發出使用者真正想要的產品。
In this video, Roman Pichler, a world-renowned PO guru, introduces the product vision and creates a product strategy through the Product Vision Board. He identifies the risks encountered in the initial product development and the responses by reviewing the product strategy and illustrates how to use product vision and product strategy to develop products that users want.
被喻為PO大師 Roman Pichler 受邀至德國慕尼黑就敏捷下的產品路線圖進行演講，其中包括定義了產品路線圖的定義、用途及提供了表格式的製作手法。並介紹了自產品策略推演出產品路線圖的手法以及運用周哈理窗進行利害關係人分析，同時也運用周哈理窗界定產品路線圖的審查檢討週期。
Roman Pichler, known as a PO guru, was invited to Munich, Germany, to deliver a speech on Agile product roadmaps, including defining a product roadmap and its use and providing a tabular approach to its creation. He also introduced the approach of product roadmap derived from product strategy, the stakeholder analysis using Johari Window, and the review cycle of product roadmap defined by using Johari Window.
被喻為PO大師的 Roman Pichler 介紹運用產品願景板表格工具以分攜出產品願景及產品策略。影片中，用深入淺出的案例說明有效的產品願景應具備的三項特質（共同、簡潔、宏大）。並逐一說明產品策略四元素（目標族群、需求、產品、及商業目標），最後並提醒在形成產品策略的過程中，莫忘檢驗產品策略中是否有假設或風險需要驗證，以確保產品能成功推出。
Roman Pichler, known as a PO guru, gives an introduction to the use of the Product Vision Board form tool to separate product vision and product strategy. This video provides insightful examples to illustrate the three attributes of an effective product vision (common, simple, and grand). It explains the four elements of product strategy (target group, demand, product, and business objectives). In the end, it is reminded that in forming a product strategy, it is important to check whether there are any assumptions or risks in the product strategy that need to be verified to ensure a successful product launch.
Scrum Inc. 系列影片
這部簡短的2分鐘影片是由 Scrum Inc. 所提供。從這部影片，你將可以了解：什麼是時間盒（Timeboxing），為什麼需要使用時間盒、如何將開放式任務納入 Scrum 中、以及時間盒在 Scrum 中的重要性...等。
Scrum Inc provides this short 2-minute video. In this video, you will learn what Timeboxing is, why it is needed, how to include open-ended tasks into Scrum, and the importance of Timeboxing in Scrum, etc.
此影片是 Scrum Inc. 線上學習課程中的一部分。它以一個簡單的記憶方法，3、5、3 來介紹 Scrum 的關鍵元素，例如：Scrum 的三個角色、5 個事件（Events）及 3 個工件（Artifacts）。並輔以簡潔的動畫，讓學習者可以輕鬆了解這些關鍵元素之間的相互關係，以及它們的運作方式。
This video is part of the e-learning course of Scrum Inc. It introduces the key elements of Scrum in a simple mnemonic way of 3, 5, 3, namely the 3 roles, the 5 Events, and the 3 Artifacts of Scrum. There is also a simple animation to help learners easily understand the interrelationship between these key elements and how they work.
Scrum Guide 作者 Jeff Sutherland 對 Scrum五大價值的現身說法。自從2017年 Scrum Guide 加入五個價值觀：開放、勇氣、尊重、專注及承諾。很多敏捷學習者不知其所以然，其實NLP大學創辦人 Robert Dilts 提出6個邏輯層次金字塔，其中行為是被價值觀所驅動的，因此敏捷的價值觀驅動是符合這個邏輯的。
This video features Jeff Sutherland, author of Scrum Guide, explaining the five values of Scrum. Scrum Guide has included five values of Openness, Courage, Respect, Focus, and Commitment since 2017. However, many Agile learners don't know the whys and wherefores. In fact, Robert Dilts, founder of NLP University, has proposed a pyramid of six logical levels where values drive behavior. Therefore, value-driven Agile is consistent with this logic.
補充 Development That Pays 系列影片
很多敏捷人士使用規劃撲克牌估算 User Story 大小，它所使用的數字 1,2,3,5,8.... 是 Fibonacci 數列。這數列的原理說明恐怕再快找不到比這影片說更清楚的動畫解說影片了。
Many Agilists use planning poker to estimate the size of User Story with the numbers of 1,2,3,5,8 ...., which is the Fibonacci series. There is no clearer animated explanation of the principle of the series than this video.
Scrum 和 Kanban 往往讓學敏捷的人傻傻分不清楚，以為大家站立會議站在看板開會，其實兩者是有很大差異的，細膩之處你看了這支動畫馬上能明瞭，這是支用心的教學動畫，值得推薦。
Agile learners often get confused with Scrum and Kanban, thinking that the stand-up meeting stands on the Kanban. There is a big difference between the two, and through seeing this animation, you will find the subtleties. This is a great teaching animation that is worth recommending.