{"id":434,"date":"2022-01-26T00:58:19","date_gmt":"2022-01-26T00:58:19","guid":{"rendered":"https:\/\/www.cybermedian.com\/pl\/?p=434"},"modified":"2025-02-18T12:27:07","modified_gmt":"2025-02-18T04:27:07","slug":"sprint-planning-forecasting-vs-committing","status":"publish","type":"post","link":"https:\/\/www.cybermedian.com\/pl\/sprint-planning-forecasting-vs-committing\/","title":{"rendered":"Planowanie Sprintu: Prognozowanie vs Zobowi\u0105zanie"},"content":{"rendered":"<p class=\"graf graf--p graf-after--h3\" id=\"1bc2\">Natkn\u0105\u0142em si\u0119 na interesuj\u0105c\u0105 dyskusj\u0119 na powy\u017cszy temat:<\/p>\n<blockquote class=\"graf graf--blockquote graf-after--p\" id=\"4f2a\">\n<p>Latem 2011 roku Ken Schwaber i Jeff Sutherland zaktualizowali sw\u00f3j<em class=\"markup--em markup--blockquote-em\">Przewodnik Scrum<\/em>. W nim usun\u0119li jedno d\u0142ugo ustalone zachowanie znane w Scrumie, kt\u00f3rym jest zobowi\u0105zanie, jakie zesp\u00f3\u0142 podejmuje wobec w\u0142a\u015bciciela produktu i klient\u00f3w. Zobowi\u0105zanie zosta\u0142o zast\u0105pione<em class=\"markup--em markup--blockquote-em\">prognozuj\u0105<\/em>. M\u00f3wi\u0105, \u017ce zespo\u0142y mog\u0105 prognozowa\u0107 swoj\u0105 prac\u0119, ale nie mog\u0105 si\u0119 do niej zobowi\u0105za\u0107.<\/p>\n<\/blockquote>\n<p class=\"graf graf--p graf-after--blockquote\" id=\"019b\">Autor\u200a\u2014\u200aMitch Lacey poruszy\u0142<a class=\"markup--anchor markup--p-anchor\" data-href=\"https:\/\/docs.microsoft.com\/en-us\/previous-versions\/visualstudio\/visual-studio-2013\/hh765982(v=vs.120)\" href=\"https:\/\/docs.microsoft.com\/en-us\/previous-versions\/visualstudio\/visual-studio-2013\/hh765982%28v=vs.120%29\" rel=\"noopener\" target=\"_blank\">swoj\u0105 opini\u0119<\/a>\u00a0wyci\u0105gn\u0105\u0142em z artyku\u0142u nast\u0119puj\u0105ce:<\/p>\n<blockquote class=\"graf graf--blockquote graf-after--p\" id=\"0f13\">\n<p>Chocia\u017c rozumiem ich logik\u0119, wol\u0119 zobowi\u0105zanie z nast\u0119puj\u0105cych powod\u00f3w:<\/p>\n<\/blockquote>\n<ul class=\"postList\">\n<li class=\"graf graf--li graf-after--blockquote\" id=\"b4fa\">Zobowi\u0105zanie si\u0119 do czego\u015b stawia zesp\u00f3\u0142 w innym nastawieniu ni\u017c tylko prognozowanie. Je\u015bli zesp\u00f3\u0142 prognozuje, to sugeruje, \u017ce nieosi\u0105gni\u0119cie wszystkiego, co powiedzieli, \u017ce mog\u0105 zrobi\u0107, jest akceptowalnym zachowaniem. Chocia\u017c zespo\u0142y mog\u0105 uczy\u0107 si\u0119 na podstawie swoich prognoz, ostatecznie maj\u0105c mniej<a class=\"markup--anchor markup--li-anchor\" data-href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-agile-estimation\/\" href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-agile-estimation\/\" rel=\"noopener\" target=\"_blank\">oszacowa\u0144<\/a>\u00a0wariancji, uwa\u017cam, \u017ce zespo\u0142y, kt\u00f3re<em class=\"markup--em markup--li-em\">prognozuj\u0105<\/em>\u00a0potrzebuj\u0105 wi\u0119cej czasu na zmniejszenie wariancji w por\u00f3wnaniu do zespo\u0142\u00f3w, kt\u00f3re<em class=\"markup--em markup--li-em\">zobowi\u0105zuj\u0105 si\u0119<\/em>.<\/li>\n<li class=\"graf graf--li graf-after--li\" id=\"5251\">Prognozowanie, czy oszacowywanie, jest odpowiednie dla<a class=\"markup--anchor markup--li-anchor\" data-href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-sprint-backlog-in-scrum\/\" href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-sprint-backlog-in-scrum\/\" rel=\"noopener\" target=\"_blank\">backlogu produktu<\/a>. Jednak gdy zespo\u0142y przenosz\u0105 historie z backlogu produktu do<a class=\"markup--anchor markup--li-anchor\" data-href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-sprint-planning\/\" href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-sprint-planning\/\" rel=\"noopener\" target=\"_blank\">backlogu sprintu<\/a>\u00a0i dziel\u0105 je na mniejsze cz\u0119\u015bci, dodaj\u0105 kolejny poziom szczeg\u00f3\u0142owo\u015bci, odkrywaj\u0105c ma\u0142e detale, kt\u00f3re pozwalaj\u0105 im zapyta\u0107 siebie \u201c<em class=\"markup--em markup--li-em\">czy mo\u017cemy si\u0119 do tego zobowi\u0105za\u0107?<\/em>\u201d Prognozowanie niesie ryzyko powrotu do leniwej postawy zespo\u0142u, zamiast m\u00f3wi\u0107 \u201cmusimy tylko prognozowa\u0107, w porz\u0105dku, je\u015bli co\u015b nam umknie, mo\u017cemy to wszystko rozwi\u0105za\u0107 p\u00f3\u017aniej.\u201d<\/li>\n<\/ul>\n<p class=\"graf graf--p graf-after--li\" id=\"a16f\"><strong class=\"markup--strong markup--p-strong\">Co<\/strong><a class=\"markup--anchor markup--p-anchor\" data-href=\"https:\/\/www.scrum.org\/resources\/commitment-vs-forecast\" href=\"https:\/\/www.scrum.org\/resources\/commitment-vs-forecast\" rel=\"noopener\" target=\"_blank\"><strong class=\"markup--strong markup--p-strong\">Scrum.org<\/strong><\/a><strong class=\"markup--strong markup--p-strong\">\u00a0m\u00f3wi o \u201cPrognozie\u201d lub \u201cZobowi\u0105zaniu\u201d?<\/strong><\/p>\n<p class=\"graf graf--p graf-after--p\" id=\"a7d8\">Istnieje bezpo\u015bredni pow\u00f3d zmiany, kt\u00f3ry ma zwi\u0105zek z znaczeniem samych s\u0142\u00f3w. S\u0142owo zobowi\u0105zanie zazwyczaj odnosi si\u0119 do podj\u0119tych obowi\u0105zk\u00f3w. Po zobowi\u0105zaniu si\u0119 do dostarczenia listy element\u00f3w backlogu produktu,<a class=\"markup--anchor markup--p-anchor\" data-href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-scrum-team\/\" href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-scrum-team\/\" rel=\"noopener\" target=\"_blank\">Zesp\u00f3\u0142 Scrum<\/a>, przede wszystkim W\u0142a\u015bciciel Produktu i zw\u0142aszcza interesariusze mog\u0105 czu\u0107, \u017ce istnieje obowi\u0105zek rzeczywistego dostarczenia ich wszystkich na koniec Sprintu. Ale rzeczywisto\u015b\u0107 wci\u0105\u017c pokazuje nam, \u017ce trudno, je\u015bli nie niemo\u017cliwe, jest zawsze spe\u0142ni\u0107 to samo na\u0142o\u017cone zobowi\u0105zanie bez kompromis\u00f3w w jako\u015bci. A<a class=\"markup--anchor markup--p-anchor\" data-href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-product-backlog-refinement\/\" href=\"https:\/\/www.visual-paradigm.com\/scrum\/what-is-product-backlog-refinement\/\" rel=\"noopener\" target=\"_blank\">Backlog Sprintu<\/a>\u00a0jest wystarczaj\u0105co z\u0142o\u017cony, \u017ce niepewno\u015b\u0107 zawsze jest obecna, a zdrowy rozs\u0105dek podpowiada nam, \u017ce nie powinni\u015bmy obiecywa\u0107 tego, czego nie jeste\u015bmy pewni, \u017ce mo\u017cemy dostarczy\u0107. Kiedy u\u017cywamy s\u0142owa zobowi\u0105za\u0107, mo\u017cemy by\u0107 \u0142atwo stronniczy w kierunku my\u015blenia o obowi\u0105zku-zobowi\u0105zaniu-obietnicy.<\/p>\n<p class=\"graf graf--p graf-after--p\" id=\"6bc4\"><strong class=\"markup--strong markup--p-strong\">Moja osobista opinia:<\/strong><\/p>\n<p class=\"graf graf--p graf-after--p graf--trailing\" id=\"4070\">Uwa\u017cam, \u017ce obie strony maj\u0105 solidne uzasadnienie.<strong class=\"markup--strong markup--p-strong\">Jakie s\u0105 twoje komentarze i opinie?<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>In the summer of 2011, Ken Schwaber and Jeff Sutherland revised their\u00a0Scrum Guide. In it, they removed one long established behavior known to Scrum, which is the commitment the team makes to the product owner and the customers. Commitment was replaced by\u00a0forecast. They say that teams may forecast their work, but not commit to it.<\/p>\n","protected":false},"author":1,"featured_media":2169,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_yoast_wpseo_title":"","_yoast_wpseo_metadesc":"","footnotes":""},"categories":[8],"tags":[52,63,62,53],"class_list":["post-434","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-scrum","tag-cn-done","tag-es-done","tag-ja-done","tag-tw-done"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.7 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Planowanie Sprintu: Prognozowanie vs Zobowi\u0105zanie - Cybermediana<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cybermedian.com\/pl\/sprint-planning-forecasting-vs-committing\/\" \/>\n<meta property=\"og:locale\" content=\"pl_PL\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Planowanie Sprintu: Prognozowanie vs Zobowi\u0105zanie - Cybermediana\" \/>\n<meta property=\"og:description\" content=\"In the summer of 2011, Ken Schwaber and Jeff Sutherland revised their\u00a0Scrum Guide. 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