安卓中使用web界面_第3部分。使用Web界面

总览

在你开始前

在开始使用IBM®Rational®Team Concert™进行Scrum计划之前，请确保您对Scrum的基础知识有透彻的了解，并理解诸如Product Backlog ， Story Points等术语。 在上一篇文章的开头，简短介绍了Scrum项目管理。

关于本系列

IBM®Rational Team Concert™协作功能的广度使快速理解并充分利用它具有挑战性。 本系列教程可帮助Rational Team Concert的新手快速提高生产力，以使用它来增强团队的能力。

关于本教程

一段时间以来，Scrum团队一直在使用Rational Team Concert来计划和跟踪他们的工作。 它提供了多个UI选项，他们可以根据自己的判断来使用。 例如，开发人员可能更喜欢富客户端，例如Eclipse或Microsoft®Visual Studio。 许多其他利益相关者不想在他们的系统上安装其他软件，因此他们更喜欢Web界面。 在版本2中，IBM®Rational®Jazz™和Rational Team Concert团队对其Web界面进行了重大改进，因此它现在提供了日常工作所需的所有功能。 本系列前面的文章中介绍了Eclipse接口。

目标

本教程提供有关如何仅通过使用Rational Team Concert Web界面而不是Eclipse版本来创建和管理Scrum项目的最新指示。

先决条件

要完全遵循本教程的所有步骤，您需要安装了Rational Team Concert功能的Jazz服务器（版本1.0.0.2）。 对于某些步骤，您还需要此服务器的管理权限。 有关详细信息，请参见jazz.net。

系统要求

本教程使用在Apache Tomcat应用程序服务器和Apache Derby数据库中使用标准配置的本地系统上安装的Rational Team Concert V2.0.0.2 Standard Edition。 您必须具有服务器许可证和至少七个安装的开发人员许可证，并且还需要完全的管理权限才能执行上述所有步骤。 您的Jazz服务器也必须位于后缀2级（例如1.0.0.2），并且您必须使用Rational Team Concert 2.0.0.2随附的scrum模板。 如果您使用早期版本的Rational Team Concert，则某些情况看起来会有所不同或可能不可用。

要遵循本教程，您可以使用Rational Team Concert的Express-C下载，其中包括您需要的所有内容，包括10个免费的开发人员许可证以及易于完成的服务器和客户端安装说明。 jazz.net上的Wiki显示了一个兼容性矩阵，该矩阵说明了哪些客户端软件可以与特定的IBM®Rational®Jazz™Team Server版本一起使用。

本系列前面的文章使用基于Eclipse的富客户端界面来与Rational Team Concert一起工作，但是本教程重点是Web界面。 Web界面对于不想为该工具安装富客户端的项目的所有利益相关者，或者对于那些工作职责可能会使他们从主工作站转移到仅具有浏览器和网络连接的地方的用户，特别有用。

通过Rational Team Concert 2.0版，Web界面得到了增强，因此，它现在提供了几乎所有Rational Team Concert的完整功能，用于敏捷规划。 以前，只有通过使用富客户端接口才能使用许多功能。 在2.0版中，必须通过使用胖客户端界面来定义工作项类别和大多数项目配置。

注意：
在本文中，我们区分了Web界面（使用浏览器访问）和富客户端界面（Eclipse或Microsoft Visual Studio）。

本教程显示了如何使用Rational Team Concert 2.0.0.2 Web界面来设置工具以及如何创建初始项目。

本教程基于Mike Cohn在他的名为《 敏捷估计和规划》的书中讨论的案例研究（请参阅参考资料 ）。 它描述了一个为开发名为“ Havannah”的新计算机游戏而成立的小团队。 本教程显示了如何设置Rational Team Concert来反映该团队和项目，以及团队如何创建计划并向这些计划添加工作项。

设置Rational Team Concert存储库和用户

在执行本教程中描述的步骤之前，您需要安装一个Jazz团队服务器（具有Rational Team Concert功能）并可供使用（请参阅系统需求）。 本教程假定您已经安装了自己的Jazz服务器，并且从头开始。 如果不是这种情况，您遇到的初始行为可能与此处描述的略有不同。

登录到您的Jazz服务器

1. 确保您的Jazz服务器已启动。
2. 将浏览器定向到Jazz服务器的URI。
   当您在本地系统上使用Jazz服务器的安装时，URI可能是例如https：// localhost：9443 / jazz /。
3. 输入用户标识和相应的密码。
   除非您在设置过程中停用了ADMIN并激活了另一个管理员用户ID，否则新安装的Jazz服务器的初始用户ID也是ADMIN ，也使用ADMIN作为密码（均区分大小写）。

注意：
请注意，URI的“ https”中的小写字母“ s ”表明Jazz使用了安全连接。 如果您忘记包含小写字母s，则可能会出现奇怪的行为，具体取决于您的浏览器。 另外，请注意，安全证书是自签名的，如果使用Firefox浏览器，则必须明确接受。

根据您使用的浏览器，图1所示的屏幕可能看起来略有不同（有关支持的浏览器列表，请参见jazz.net ）。

图1.登录到Jazz服务器

首次登录Jazz服务器时，您将进入服务器管理区域（请参见图2）。 在那里，您可能需要执行一些许可证激活活动，添加服务器许可证和客户端激活许可证以及执行其他管理任务。 这些任务不是本教程的一部分（尽管它们在软件文档中有明确说明）。

图2.第一个屏幕

添加或导入用户

如何从LDAP目录导入用户数据

也可以从外部用户存储库（例如公司LDAP服务器）中导入用户。 有关如何将团队服务器连接到LDAP目录的更多信息，请在Jazz.net上遵循LDAP Configuration for Newbies 。

下一步是在Rational Team Concert中创建用户。 用户数据存储在Jazz存储库中； 因此，他们可以参与多个项目领域，并有可能使用服务器上托管的其他基于Jazz的工具。 如果使用外部用户存储库（例如公司LDAP目录）配置了Jazz，则如侧边栏所述，您可以导入用户而无需创建用户。 不过，在这里，我们假设您使用默认的Tomcat应用程序服务器，并且需要在此新存储库中创建用户。

1. 要创建新用户，请选择窗口顶部的“ 用户管理”选项。

图3.创建一个新用户

2. 要添加第一个用户，请单击创建用户按钮。
3. 输入第一个用户的用户信息。
   1. 因为我们正在遵循Mike Cohn的示例，所以Sasha是第一个用户。
   2. （可选）添加照片（如果有）。
   3. 电子邮件地址是必填字段，因为Jazz可以发送团队许多活动的电子邮件通知。 对于Sasha，请输入sasha@bombshelterstudios.com 。
   4. 如屏幕顶部所示，用户的初始密码会自动设置为等于用户ID（请参见图4）。
4. 选择适合该用户的许可证类型。
   1. 创建或部署过程模板，创建项目区域或计划以及创建或编辑附件页面的用户需要开发者许可证。 开发人员许可证也适用于将要贡献代码并运行构建的团队成员。
   2. 建立和的IBM®Rational®ClearCase®Connector许可证一般只分配给管理用户。
   3. 对于大多数需要对存储库具有读取访问权限的所有用户， 贡献者许可证是一个不错的选择。 使用贡献者许可证，用户还可以创建工作项。
5. 点击保存 。

图4.指定用户详细信息

小费：
为了简化本教程的工作，Sasha也被分配到了Jazz Admins组。 这将允许他修改所有用户的设置。 但是，通常情况下，用户不会获得Jazz Admin权限。

注意：
用户将需要输入计划的缺勤时间并配置其工作环境（请参见编辑器窗口上方的选项卡），以便可以正确计算他们在项目上花费的时间。 我们稍后将显示一个示例。

对于此示例中使用的Havannah项目，需要以与Sasha所述相同的方式添加更多用户。

6. 创建将组成哈瓦那团队的其他用户，即Allan，Delaney，Frank，Prasad和Rose。 为此，请导航回活动用户列表，单击“ 创建用户” ，然后相应地填写用户信息。
7. 使用开发人员许可证将它们分配给JazzUsers组。

图5.用户列表

8. 您还可以选择为其他利益相关者创建用户帐户，例如Laura（首席财务官）或Phil（首席执行官），他们对项目没有贡献，但是需要访问Rational Team Concert才能查看进度和状态信息。

注意：
如果这些用户仅需要对Jazz的读取访问权限，而无需更新工作项或计划，则无需为他们分配任何客户端许可证。

9. 单击屏幕右上方的注销以完成操作（请参见图6）。

图6.注销

现在，您已经以默认的ADMIN用户身份完成了输入。 Jazz安全模型在Jazz中为该用户提供基本的管理员特权，但在给定的项目区域内没有特定的权限。 例如，ADMIN用户无法在项目区域中部署项目模板或创建和保存计划，因为这是您的Scrum管理员或产品所有者要做的。

10. 以Sasha身份使用其登录凭据再次登录（ sasha和sasha ，因为密码默认与用户ID相同）。

图7.再次登录到Jazz服务器

11. 单击“ 登录”时 ，您将以Sasha（Bomb Shelter Studio的Scrum管理员）身份重新登录。

创建一个项目区域

下一步是创建一个项目区域，该区域将用作所有计划，工作项以及与您要建立的项目相关的其他内容的容器。

1. 要创建新的项目区域，请在窗口顶部选择“ 项目区域管理 ”。
2. 在活动项目区域的列表中（参见图8），单击Create Project Area 。

图8.一个空白的项目区域列表

3. 输入项目区域名称，以及简短说明。
4. 首次创建项目区域时，没有定义过程模板。 如果现在是这种情况，请单击“ 部署预定义的流程模板” （请参见图9）。 将过程模板部署到存储库可能需要一些时间。

图9.部署流程模板

5. 选择Scrum Process模板，因为该示例说明了如何使用Scrum方法管理项目。

注意：
在Rational Team Concert版本2.0.0.2中，引入了新的Scrum模板。 还有一个较旧的（不建议使用的）Scrum模板。 确保选择新的。

6. 点击保存 。

图10.使用scrum模板创建一个项目区域

在服务器上初始化项目区域最多可能需要几分钟。 完成后，您将看到类似于图11的屏幕。

图11. Havannah项目的项目区域

在此窗口的右侧，您可以看到与此项目关联的团队区域层次结构。 由于Havannah团队很小，因此可以利用Rational Team Concert 2.0.0.2引入的新功能，而无需创建明确的团队区域。

小费：
较大的团队通常由几个团队和子团队组成。 Jazz技术可以为具有多个时间表和子团队的大型团队提供支持。 您可以通过定义适合项目的团队和子团队来反映团队结构。

添加成员并指定其角色

在此示例中，Sasha创建了项目区域，因此他成为项目区域的初始管理员，现在可以对项目区域进行任何更改。

图12.初始管理员

但是，在Scrum Process模板中修改项目结构的大多数权限都属于Scrum管理员或产品所有者。 作为管理员，Sasha可以将这些角色分配给适当的成员。

现在添加了哈瓦那团队的其他成员。 对于小型项目，只需将项目的所有成员添加到项目区域。

1. 单击“ Members”行右侧的Add （请参见图13。
2. 由于在此示例中，仅向存储库添加了少量用户，因此输入星号（ * ）以显示所有可用用户。
3. 选择Allan，Delaney，Frank，Prasad，Rose和Sasha，因为他们都将从事此项目。
4. 点击添加并关闭 。

图13.将成员添加到项目区域

5. 单击全部显示图标
   
   在成员列表的底部以显示完整列表。
6. 将鼠标移到每个用户上。 在该行的右侧，选择用于设置流程角色的图标（两个小人物）。

图14.添加流程角色

7. 为每个用户选择流程角色，并将其添加到所选角色列表中。
   Frank是该项目的产品负责人。 Sasha是Scrum主管，也是一名程序员，因此也被添加为团队成员。 所有其他用户都是Havannah项目的团队成员。
8. 点击完成 。
9. 单击“ 保存”以再次保存项目区域。

保存更改后，将向您显示新团队成员的列表，并询问您是否要通过电子邮件向他们发送邀请。 如果您已经配置了电子邮件支持（在设置服务器时）并且您同意这一点，那么项目成员将收到欢迎电子邮件，以及用于连接到项目的链接和信息。

10. 由于这些用户是虚构的，因此您可以取消选择所有复选标记。 否则，选择要向其发送邀请的用户（请参见图15
11. 单击确定 。 （此对话框仅用于发送电子邮件邀请，因此，如果您不想发送邀请，则可以安全地取消它。）
12. 如果要发送电子邮件邀请，将显示另一个对话框，您可以在其中指定电子邮件的文本（请参见图15）。

图15.发送团队邀请

概述发布时间表

下一步是计划项目的时间表，这意味着您可以指定发布和冲刺的开始日期和结束日期。 设置自己的项目区域时，请调整日期以适合您的需求。 可以选择将来的开始日期。

定义时间表和迭代

对于分布非常分散的团队，可以选择从周日运行到下一个周六进行迭代，以占用整个经过的时间。

小费：
您需要被授权才能更改项目区域。 创建项目的用户具有管理员权限，并且可以进行本节中描述的更改。 设置自己的项目时，必须确保您是项目区域的管理员或具有Scrum管理员或产品所有者角色的成员。 否则，当您尝试将更改保存到时间轴时，将收到权限拒绝的错误。

在项目区域窗口的“时间轴”选项卡上（参见图16），您可以看到创建项目区域时流程模板所建立的默认占位符迭代。

1. 单击项目区域编辑器的“ 时间轴”选项卡。
2. 在“定义的时间表”下，展开“ 主要开发” ，然后展开“ 发行版1.0” 。

该项目有一个主要开发时间表。 每个时间轴可以恰好包含一个活动迭代。 Release 1.0图标和Sprint 1图标上的小蓝色三角形装饰器表明它们是当前的版本和迭代。

此外，已经创建了Backlog版本。 它没有特定的时间表，位于时间轴的末尾。 添加此功能是为了能够创建与计划无关的产品待办事项列表，其中包含最初未分配（或可能永远不会分配）到特定版本的项目。

注意：
Havannah项目是产品首次发布的简单项目。 因此，默认情况下创建的时间表目前就足够了。 如果项目变得更加复杂（例如，如果将通过对先前版本进行并行维护工作来开发更多版本），则时间轴定义将变得更加复杂。

3. 选择Release 1.0 ，然后单击Edit Properties按钮以打开Edit窗口，如图16所示。

图16.指定时间线

4. 将“迭代类型”保留为默认值。
5. 该标识符必须是唯一的，但是您可以更改它以满足您的需求。
6. 设置发布的开始日期和结束日期（请参见注释），然后确保选中“发布是此迭代的时间表”复选框，然后单击“ 确定” 。
7. 类似地编辑迭代的属性，以反映冲刺的开始和结束日期。
8. 点击保存 。

查找自动分配给您的任务

一些任务会自动创建并分配给创建项目区域的人员。

1. 要列出这些内容，请通过选择窗口左上方的Project Area离开管理界面。
2. 然后选择Havannah项目。 这将使您转到项目的仪表板，并更改窗口顶部菜单栏中的可用项目（讨论仪表板不是本教程的一部分）。
3. 单击此菜单栏中的工作项 。
4. 从那里，运行预定义的“打开分配给我的查询”。 您可以按照以下任务自定义项目区域，并在完成时关闭它们。

注意：
因为工作跟踪是时间敏感的，所以Rational Team Concert在创建项目区域时最初输入的日期是基于您处理此示例的时间。 从今天开始或不久的将来开始发布和第一次迭代。 将发布结束日期至少设置六周。 每个冲刺应该持续两到四个星期。 在我们的示例中，我们定义了从星期一到下一个星期五的两周冲刺，其中不包括非工作日。

提示：

您以后可以对项目区域进行更多更改。 要打开它，请导航到Project Areas页面，然后选择页面最右侧的Manage Project Areas （图17）。 或者，如果您有管理权限（如萨沙有）在菜单栏的右侧导航返回到管理界面通过点击管理 。 这将再次更改菜单栏，并提供“项目区域管理”选择。

图17.管理项目区域的链接

即使用户没有管理权限，此选择始终可用。 但是，这样的用户将无法保存项目区域。

随着您对Rational Team Concert的熟悉，您可能会希望使项目区域进一步适应团队的过程和需求（例如，作为您反射会议中讨论的结果）。 项目区域在很大程度上可配置； 但是，这是只能从Eclipse富客户端界面执行的少数任务之一。

指定团队成员的可用性

为了使团队的工作量计算准确，团队成员调整其可用性和工作日长度很重要。 也许团队成员在团队之外有责任限制他们的参与或计划休假。 其他人（例如产品所有者）没有积极参与这项工作。 对于分布式团队，团队成员添加其公共假期和其他特定于国家/地区的可用性时，这是有益的。

这些可用性在用户页面上进行了调整。 通常，希望用户自己保持该区域的最新状态，但是由于它是正确计算团队负荷的重要部分，因此我们在此处进行说明。

1. 要编辑当前用户的设置，请单击窗口顶部向右的用户名。

图18.编辑用户的设置

2. 选择工作环境选项卡（图19）。
3. 调整时区和区域设置。
4. 调整工作日和标准工作时间。
5. 在右侧，将鼠标移到Main Development上 ，然后单击Edit 。
6. 调整用户的可用性。

图19.编辑用户的工作环境

通常，每个团队成员都有责任调整其设置。 在此示例中，由于Sasha具有Jazz Admin存储库权限，因此他也可以为其他用户调整设置。

7. 点击管理窗口的右上角。

图20.转到Jazz Admin界面

8. 单击用户管理 。
9. 从活动用户列表中，选择Frank 。
10. 在“ 工作环境”选项卡中，将弗兰克的可用性调整为0％，因为他是产品所有者，并且不参与工作产品。
11. 返回到活跃用户列表中通过点击窗口左侧的活跃用户 （见图21）。
12. 罗斯说，她将请假两天。 通常，Rose会在“计划缺勤”下自己输入。 但是在本教程中，我们让Sasha为她完成此操作，因此他单击加号（+）可以添加缺勤时间。

图21. Rose的用户编辑器

13. 在对话框中，输入两天的假期。
14. 单击确定 。

这将调整Rose在即将到来的迭代期间可用于工作分配的小时数。

15. 单击保存以保存更改。

创建项目的产品待办事项

Scrum方法中最重要的工件之一是Product Backlog。 因此，现在将在项目计划期间创建的故事填充到产品待办列表中。 创建项目区域时，已经自动创建了三个计划：

• 产品积压
  产品待办事项列表是到目前为止已为此产品收集的所有工作项的完整列表。
• 发行积压
  Release Backlog是计划发布的项目的优先列表。 通常，应从产品待办事项列表中选择应发布的项目，然后将其移入发布待办事项列表。
• 两次冲刺积压
  将为创建项目区域时自动定义的两个冲刺中的每个冲刺创建一个SprintBacklog。Sprint积木包含计划用于sprint的项目列表。

与项目相关的计划可以通过多种方式来实现。

注意：
菜单栏适应您在Rational Team Concert中所处的环境。 尽管“项目区域”选择选项始终可用，但取决于您先前的活动，它可能位于菜单栏中的不同位置。

1. 访问产品待办事项列表的一种方法是从菜单栏中的项目区域开始。 另一个选项是从窗口右上方的“ 选择项目区域”下拉菜单中选择项目区域 。

图22.项目区域列表

2. 选择“ 哈瓦那” 。

注意：
您将看到项目的仪表板。 自定义仪表板不是本教程的一部分。

3. 从菜单栏中选择计划 ，以查看当前计划的列表（图23）。

这些是使用默认的Scrum Process模板初始化项目区域时自动创建的计划。 请注意，到目前为止，所有计划都是空的。

图23.项目计划清单

注意计划的不同表示。 对于产品积压，没有进度跟踪。 这是因为产品待办清单旨在作为随时间推移可能会或可能不会进入产品的所有创意和工作项的容器。 实际上将成为下一个发行版一部分的工作项将放入“发行待办列表”中。

由于发行待办事项通常包含史诗和故事 ，因此按进度跟踪进度。 最后，对于包含正在处理的任务且通常以小时为单位估算任务的Sprint Backlog，以小时为单位跟踪进度。

4. 将鼠标光标移到产品待办事项列表上，然后单击其名称。

图24.产品积压

最初，一个计划包含三个页面（或选项卡），一个“概述”页面，您可以在其中使用Wiki样式格式输入有关产品的信息，“计划的项目”页面和“图表”页面。 图表可能尚不可用，因为Jazz数据仓库中没有可用的项目。

有几种查看计划的方法，称为查看模式 。 例如，对于“发行待办事项”计划，默认情况下，“查看为”下拉菜单中默认提供四种预定义的查看模式。 要从视图中排除特定项目，可以使用窗口右侧的“排除”图标。 您还可以编辑现有的视图或创建自己的自定义视图模式。 为此，您可以使用“编辑”或“复制”图标。 但是，请注意，所有这些更改对项目的所有用户均有效。

图25.查看模式

小费：
如果您还想查看积压计划中的任务（属于执行项目），请确保选中始终加载所有执行项目 。 对于具有大量执行项的超大型积压，由于性能问题，这可能是不希望的。

要更改计划的设置，请单击所有计划列表中的Edit图标（请参见前面显示的图23）。

图26.编辑计划设置

用初始故事填写产品待办事项列表

在积压的计划项目选项卡中，开始添加积压项目。 对于Scrum项目管理，Product Backlog中的项目被称为“故事”，或者，如果他们是更大的，“史诗”（见Mike Cohn的用户故事应用或敏捷估计与规划 ，列举了相关主题 ）。 在哈瓦那（Havannah）的示例中，所有项目都用故事形式表述，因此您可以用故事填充待办事项。

1. 单击计划右侧的+（加号）开始添加积压项目。

注意：
您还可以使用“单击此处创建工作项”链接（请参见前面的图24）为该计划创建具有默认工作项类型的新项。 对于积压计划，默认类型通常是“故事”。

2. 输入新项目的摘要，如图27所示。

图27.在待办事项中添加项目

3. 随时单击窗口右上方的“ 保存并关闭”以保存您的工作。
4. 根据产品负责人的要求添加所有其他物品。

小费：
要在现有项目的上方或下方添加工作项，请使用在上方添加工作项或在下方添加工作项图标。

5. 添加故事后，团队的下一步就是估计它们。 如图28，通过使用下拉菜单输入故事点（见Mike Cohn的用户故事应用或敏捷估计与规划 ，引相关信息 ，因为估计和故事点的讨论已经超出了本文的范围） 。

图28.积压的故事

注意：
在列表视图中所做的更改将立即应用。 与富客户端界面不同，您无需显式的“保存”操作，您需要在更改后显式保存积压。

将工作项填写到待办事项中

尽管您通过使用Web界面完成了大多数活动，但是在Eclipse富客户端界面中，有些事情要方便一些。 尽管本文根据使用Web界面有意地描述了所有活动，但是一次发布许多项目（如在发布计划期间通常这样做）是其中最好使用客户端界面的这些活动之一。 在项目的后期，在某个时间点仅应添加一个或两个以上的项目时，Web界面非常适合完成此操作。

6. 然后，产品负责人将为他们设置优先级。 高，中和低的值可用于优先级属性。 至于估计，您可以使用下拉菜单通过使用来分配优先级（请参见图29）。
7. 然后，您还可以对优先级内的项目进行排名。 您可以通过拖动项目以在其优先级分组中对其进行排序来反映此排名。 系统会记住通过拖放操作完成的排序。 如果将一个故事（例如中优先级的故事）拖到不同的分组中并将其放在两个具有不同优先级的故事之间，Rational Team Concert会自动重新分配优先级值以匹配其邻居。

图29.为工作项设置优先级

提示：

• 在早期版本的Rational Team Concert V2中，史诗和故事是产品待办事项列表的唯一工作项类型。 版本2.0.0.2中提供的新Scrum Process模板已删除了此限制。
• 如果要按积压的顺序组织和查看项目，则必须使用以树状视图显示工作项目的查看模式。 工作分解模式以树状视图显示项目，但是您也可以相应地配置其他任何模式。 请参见前面显示的图25，以了解如何实现此目的。

当然，如果我们只有故事摘要，那么产品积压就不会多了。

8. 单击一个故事以打开其快速编辑器（在此示例中，如图30所示，该故事说：“作为一名玩家，我可以与识别分叉的弱引擎进行对抗。”
9. 在“描述”字段中，提供有关故事的期望的其他详细信息（当然，在最初将故事添加到计划中时，您可能已经添加了描述）。 在这种情况下，它引用了附加到项目区域的（虚构）文档。
10. 在验收测试字段（图30）中，添加团队和产品所有者确定的验收标准，以证明该故事已成功完成并且将满足利益相关者的期望。

图30.项目的详细信息

11. 更改故事后，选择“ 保存”或“ 保存并关闭” 。
12. 要在不做任何更改的情况下简单地关闭故事，请再次单击列表项。 单击列表项基本上可以切换项目编辑器的可见性。

小费：
要在工作项目编辑器中打开项目，请从快速编辑器视图中，单击项目编号（例如，上面的故事是编号17）。 在工作项目编辑器中，您可以访问项目的全部内容。 例如，项目的创建者会自动订阅。 In case you do not need that, you can click on the Links tab in the Work Item editor and remove the user from the list of subscribers.

Figure 31. Work Item editor

Plan the release and sprint

Although the Product Backlog is the container for all not-yet-planned stories, explicit planning activity takes place to decide which stories go into a release or an iteration. This is particularly useful for larger teams with many stakeholders; everyone may be allowed to fill stories into the Product Backlog, and the product owner can decide which of these items are added to the release.

When you create a project area by using the new Scrum Process template, plans are automatically created for the release and the first two sprints. You might recall that, earlier, we adjusted the release timeline dates right after creating the project area.

Fill the Release Backlog

During release planning, items are pulled from the Product Backlog into the release. According to the ranking provided by the product owner based on product research, as many stories can be pulled into the release as can be accomplished in the scheduled time frame (based on the team's velocity). The release plan can easily be revised later, and items can be moved back to the Product Backlog. In return, other items can be pulled into the release based on stakeholder feedback.

1. If the Product Backlog plan is not opened yet, open it now.
2. Select all but the last two stories.
3. After selecting the 18th check box, move the mouse cursor to the right and select Modify , and then plan all selected items for Release 1.0 (see Figure 32).
4. Changes are saved immediately, and all moved items are shown as inactive (gray).
5. Refresh the plan to show only the remaining two items.

Figure 32. Plan items for the release

6. Open the Release Backlog plan.
7. If items are not already shown, refresh the plan.

注意：
In case you want to move items that have children (sub-items), make sure to select and move the children, as well. Otherwise, only the selected parent items are moved into the release.

The advantage of the Release Backlog is that you can maintain only those items in the plan that will actually go into the release. The release burndown chart (discussed later in this article) reflects items that are moved in and out, which allows you to precisely monitor whether the release goal can be met.

Fill the Sprint Backlog

Iteration planning starts with pulling as many stories from the Release Backlog into the sprint as the team can commit to. The second step is to develop the tasks for each of the stories that the team needs to complete. Although the result of sprint planning is a collection of estimated tasks, which are most likely assigned to various team members, it is important to remember that the purpose of sprint planning is for the team to commit to completing a collection of stories, thereby adding new and deliverable functionality to the product. The planning and estimating helps the team decide how much work will fit into the sprint.

1. Open the Sprint Backlog plan for Sprint 1 .
2. Select the Overview tab.
3. On the Overview page, click Edit Page and document the sprint goal (see Figure 33.

Figure 33. Documenting the sprint goal

4. 点击保存 。
5. Assign stories to the sprint
   From the Release Backlog, select the relevant stories, and plan them for Sprint 1 . Proceed the same way as described under "Fill the Release Backlog" previously for release planning (see Figure 32).
6. As an alternative, in the Iterations view of the Release Backlog, drag the stories from the release to an iteration (Figure 34).

Figure 34. Assigning stories to the iteration

This will assign the stories to the Sprint Backlog. Changes are applied immediately. (In Rational Team Concert V1, the stories actually moved from the Product Backlog to the Sprint Backlog, but in Rational Team Concert 2.0, they remain visible in the Product Backlog for easier tracking. In V2.0, you use the Iterations view to monitor which iterations the stories are assigned to.)

Figures 35 and 36 show the results.

Figure 35. Stories assigned to an iteration (release backlog)

Figure 36. Stories assigned to an iteration (Sprint Backlog)

小费：
You might need to refresh the Sprint Backlog to see the newly planned stories.

Add tasks to stories

The next step is to break down the stories that have been added to the sprint. This means that tasks are created for every step that needs to be performed to get the story to "done" (that special scrum definition of "done," which means that the feature is truly finished and can be fielded, if necessary).

1. Move the mouse cursor over the rectangle on the left of an item to bring up the action selection menu.
2. Move the cursor to the right until you see the "Add Work Item Below," action label (Figure 37), and click that action.

Figure 37. Add tasks to a story

3. Select Task .
4. Enter the summary for the task.

Figure 38. Add a task

5. Click Save and Close .
6. A task will be created below the story. Notice that it is created at the same indentation level as the story.

注意：
If you do not see the newly created task in the plan, make sure that Execution items are not excluded from the plan (see Figure 39).

Figure 39. Filter menu

7. Because this task "belongs" to the story, bring up the action menu for the task and select Demote to move it under the story. As an alternative, you can drag it onto the story, which also moves it "under" the story.

Figure 40. Demote the task

小费：
Make sure that you use a view where items are displayed in a tree mode. In case you selected a view where items are shown in a flat manner, you will not be able to indent tasks. The Work Breakdown view that is opened by default when a sprint plan is created shows items in a tree view.

In a typical Sprint Planning meeting, team members call out tasks that need to be done. Just getting them all recorded will be sufficient for now. Time estimates and assignments can come later in the meeting.

8. Continue adding tasks for this and the other stories.

小费：
Because of the iterative and interactive nature of sprint planning, it might work best to do these steps for one story and then complete the steps below that to provide estimates and owners for the tasks. Then you can return to this section to plan the next story. There is no point in planning more work than there is time to do. Keep an eye on the Team Load indicators to know when to stop.

Estimate the tasks and assign owners

Now it's time to estimate the tasks that have been entered for your stories. You can follow these steps in the order that fits your team's practices:

1. To enter estimates for your tasks, click on the task to open the Quick editor. Then enter the estimate. Do this for each task, one after the other.
   
   Alternative: You can also enter estimates in the list by selecting from the drop-down menu. If your time estimate is not in the drop-down menu, choose More to get a small input screen where you can enter your estimate.

Figure 41. Entering time estimates

When you have entered all estimates, you can see the total estimates for each story, as well as for the whole sprint.

Typically, scrum team members sign up for tasks, and the assignments can be made at the same time. Because different team members may take different amounts of time to complete a task, you might prefer to finalize a time estimate after an assignment has been made.

2. In the Sprint Backlog, from the list, drag tasks to the members assigned to the Havannah team. After assigning some tasks to team members, the Sprint plan might look as depicted in Figure 42.

Figure 42. Assign owner

The arrows at the left of an item indicate that these items are assigned to someone or somewhere else. Typically, tasks are assigned to team members, but the stories remain unassigned, and the team or the product owner decides when a story is finished. One advantage to this approach is that the breakdown of a story into tasks is always visible from this (and other) views that display both stories (top-level work items) and tasks (often not considered top-level work items).

Also, the workload is shown for every team member. Team workload can be monitored as tasks are estimated. To balance the workload and monitor progress, all team members must have entered their work assignments, as well as their scheduled absences.

Notice that Frank has no work hours and Rose has only 54 available work hours because of their limited availability or vacation days. You would continue estimating tasks until team members no longer have time available. For scrum teams to be successful, remember to leave some slack in everyone's workload to adjust for estimates that are inadequate or for interruptions. The intention is that all of the work committed is completed, no matter what comes up. So choose a percentage of slack that fits your team. To help assure success, leave more slack in the early stages; you can tighten it as you better understand the team's rhythm and capabilities.

Monitor work and progress during a sprint

During the sprint, team members accept the work that is assigned to them, start working on tasks, regularly report how much time they believe is remaining on the tasks, and eventually resolve them. Also, they track how much work has already been completed for a particular task.

This is done to support the correct display of the remaining work during an iteration. Given that the scrum method emphasizes work completed, not work started, it is preferable to start and complete a work item before moving on to the next item

Using the Developer's Taskboard view

A great way to assign and monitor work is the Developer's Taskboard , which shows the tasks assigned to individuals in columns that indicate which tasks they have already started or completed. Also, it always shows the relationship of the tasks to their parent items (typically stories) in the left-most column. Scrum masters or team members can easily reassign items by dragging them to other team members. They can start working on items or set them to completed by simply dragging them to the appropriate column.

Figure 43. Developer's Taskboard

To help keep track of the amount of work still open until the story is completed, Time Remaining should be recorded for each task that people worked on each day. There are several ways to edit a work item. To open a quick editor window, just click on the item text (see Figure 44).

Figure 44. Quick editor window

Time Remaining is a simple text field; therefore, if the team works on a task for multiple days, each team member needs to update the Time Remaining field each day according to what is left at that time for the particular task.

小费：
To help team members track their histories and successes in estimating tasks, a correction for the estimate should be entered as soon as it is discovered that the original estimate was inadequate.

To open the work item editor, just click the task ID. Use the Discussion feature to record progress or to capture information learned about the task. Any team member can update information in this field, and it is an excellent way to capture the history of the work item.

Figure 45. Work item editor window

Story progress can be tracked by starting work on it, as well. Often, no particular team member is made responsible for the story as a whole; thus, as the tasks under the story are completed (development completed), the scrum master can set the story as "Implemented" (see Figure 46).

Figure 46. Preparing the story for the Sprint Review

Using the Planned Time view

Tracking can also be done efficiently by using the Planned Time view for the Sprint Backlog (see Figure 47). Team members can move tasks, for example, from their inboxes into their weekly plans. Also, absences are shown in this view.

Figure 47. Planned Time view

The Planned Time view makes it easy to see what work is remaining and when the owner is planning on doing it. As teams browse this view, they might find ways to reorder their tasks to better support their teammates. The Planned Time view can also be used to support the daily scrum meeting, thus making it pretty easy to discuss what's done and what's next.

Track and report progress

A very flexible way for team members to track their work is by using queries. There are many predefined queries available, plus you can also easily create your own queries. To use a predefined query, go to Work Items and click on the query.

Monitor work by using queries

To build your own custom query, you can either start from scratch or modify an existing query. If an existing query almost matches your needs, you can use steps similar to these to customize it and then save it with a new name:

1. In the Work Items view (Figure 48), click Create Query .
2. Start adding conditions by clicking on the plus sign in the middle of the window.
3. In the Add Condition window, select Type and click Add attribute condition .
4. For Type, for example, select Story .
5. Add another condition to select Planned For and enter Backlog .

Figure 48. Create a new query

6. Optionally, configure the way that the query results are displayed.
   1. On the Result Layout tab, add or remove columns and specify the sort column and order.

Figure 49. Configure the layout of the query results

7. Give the new query a name, for example, All stories in Product Backlog, and click Save .
8. Click Run to run the query and see the results.

Monitoring activity

One way to easily prepare for the Daily Scrum meeting is to use the predefined Recently Modified query to identify tasks that have been updated in the last day or so (Figure 50). You can configure the number of hours that qualifies as "recently" by using a query argument. The default value is 12 hours.

This list will quickly show who has been doing what. It helps determine who has not reported any progress lately.

Figure 50. The "recently modified" query

Another way to see what is going on is the Project Events viewlet that can be added to the project's dashboard. Dashboards. in general, are a good way to monitor activity and show status. Several dashboards can be configured with various viewlets to address the team's and stakeholder's needs. Figure 51 shows an example of such a viewlet that contains the events for the project. The settings for this viewlet can be edited to show the events of interest.

Figure 51. The Project Events viewlet

Progress bars

To quickly see progress and status information, progress bars are available at many places in Rational Team Concert. These progress bars already provide a good view of the current status of the progress for an iteration, the progress of a particular story, the workload for a team member, and much more. For active members of the project team, these load bars may present all of the information that they really need to track progress within a sprint.

Burndown reports

The team can also use burndown reports to keep track of how work is progressing and to view the history of their progress. They can use a Product (Release) Burndown report to track overall project progress, and they can use a Sprint Burndown report to see how work is progressing for the sprint.

Release Burndown report

Reports are accessed through the Reports menu choice (Figure 52).

1. Open the Release Burndown report (in scrum terms, this is called the Product Burndown report) by selecting Reports from the menu bar and then expanding Work Items .
2. Click the Release Burndown report.

The report in Figure 52 displays the Story Points remaining at the beginning of each sprint, as well as the total amount of planned work. In this example, the planned work remained constant over the first four sprints. During the fourth sprint, additional work was added to the Product Backlog.

Figure 52. Open a release burndown report

小费：
For tracking trends and historical reporting, Rational Team Concert uses data warehouse technology to collect and somewhat compress what would be a large amount of data, even for a relatively small project. If you are trying to look at reports while working through this article and find that they have no data in them, you didn't do anything wrong. The report in Figure 52 was created after monitoring the project progress for six sprints. When you've just started, it's likely that the data warehousing "snapshot" collection hasn't run yet. This process typically runs at midnight in the Jazz server's time zone, so you need to have a server that's up all of the time for the process to run automatically. A user with admin rights can force a snapshot collection from the web UI (see Figure 53), although this is not recommended in a production environment, because the process can be resource intensive and can affect user response during normal working hours.

Figure 53. Update All Snapshot Data

注意：
There are numerous reports provided by Rational Team Concert. You can also use the Business Intelligence and Reporting Tools ( BIRT ), an Eclipse-based reporting system, to create your own reports. Figure 54 shows a few examples.

Figure 54. Examples for reports

Sprint Burndown report

The Sprint Burndown chart provides an instant answer to the question "Are we on track to finish all of the work that we committed to do?" Assuming that all of your team members update their work items appropriately, the line trends closer to zero (work remaining) as work is completed. The burndown rate should be easily visible to all of the team all of the time.

To display the Sprint Burndown report:

• Open the Sprint Backlog (iteration plan) and go to the Charts tab.
• Alternatively, go to Reports and select Burndown (see Figure 55).

For the Sprint Burndown report to look similar to the one in Figure 55, you must have updated and logged work completed by various team members for several days.

Figure 55. Sprint Burndown report

小费：
If team members do not update their data by the end of each day, the status of their work items will not be properly reflected in the report. Although updating the status of their tasks will help the trend line to catch up at the next processing point, there is no way to update the history. The task will show as done (finished) on whatever day it is closed, not whenever the work was actually finished.

Jazz does not skip non-work days in its plotting, because it's hard to preset which days are non-work days for a globally distributed team. Therefore, flat lines often represent weekend times but could also be symptomatic of a lack of progress (or progress updates).

Figure 56. Sprint Burndown report at the end of the sprint

小费：
You might need to edit the report to display the sprint that you are interested in at the moment.

Schedule the Sprint Review and Retrospective meetings

An important part of the scrum process is the Sprint Review meeting. The first part of this is the demo to the stakeholders. Using Rational Team Concert may not be part of this, because the point is to show off working software, not the list of tasks. However, feedback and comments from the review meeting should be captured, either in the sprint's Overview page or as an attachment to that page.

The next part of the Sprint Review meeting is the Retrospective (sometimes called Reflection ). This is a chance for the team to discuss what went well, what didn't, and what they plan to do about it. The scrum Process template defines a Retrospective work item type (Figure 57) that can be used to make sure that the reflection meeting occurs and to track the team's comments and plans.

Figure 57. Work item for the Retrospective meeting

Do it over again for the next sprint

The life of a healthy scrum team is one filled with a rhythm of success. Plan a while, work a while, deliver, and repeat.

You have now finished your first sprint, so it's time to start on the next one:

1. The plan for Sprint 2 was created when creating the project area by using the new Scrum Process template.
2. Document the sprint goal on the Overview page
3. Then start adding items to this sprint, using the same approach as for Sprint 1.

If a story does not get completed in the current sprint, there are various practices to solve this problem. One option is to completely move an item to the new sprint.

4. Open the Release Backlog plans and select the Iterations view mode.
5. Move the items in question to the next sprint
6. Either drag all items to the next sprint, one item after the other (make sure that you do not filter execution items from the plan and that you also move all children of a story, if any), or as an alternative, select all items that should be moved. Bring up the action menu and modify them the same way as you did when moving them from the backlog into the sprint. Make sure to move all items (for example, the story and its children). Merely reassigning the story only will not move the children or subtasks.

Figure 58. Planning the next iteration

Select the next sprint as "current"

Even though you created dates for the sprints, Rational Team Concert does not automatically shift to make the next sprint the current one just because time has moved forward. You must manually adjust which sprint is considered current.

1. Select Project Areas from the option bar at the top of the window.
2. On the right side of the window, select Manage Project Areas .
3. Select the Havannah project.
4. Click the Timelines tab.
5. Expand the Main Development line.
6. Select Sprint 2 .
7. Click Set the Selected Iteration as Current .
8. 点击保存 。

Figure 59. Setting the current iteration

Add more iterations

When you need to add a new iteration for the project, you do that in the same window where you select a current iteration (see Figure 59 above).

1. Select the release where you want to create a new iteration. For this example, select Release 1.0 .
2. Click Create Iteration .
3. Fill in an Identifier and a Display Name for the new iteration.
4. Adjust the dates and click Finish .
   Notice that the time is set to 12:00 am by default. To make sure that the last day of the iteration is correctly included, either set the date to the day following the end of the iteration or modify the time to, for example, 11:59 pm
5. Save the project area changes.

Figure 60. Creating a new iteration

Remember to also create a new plan for the new iteration.

6. Go back to the Havannah project area and select Plans
7. Click Create Plan (see Figure 61).
8. Enter Sprint Backlog for the name, Havannah for the owner and associate it with the Sprint 3 iteration.

注意：
When a new plan is created, it is by default associated with the current iteration. So if you just create the plan after setting the new iteration to Current, you do not need to modify the values.

9. Under Advanced Options, make sure to select Always load all Execution Items . The Plan Type is set to "Assign Automatically," which results in correctly setting the plan type to Sprint Backlog .
10. Save the new plan

Figure 61. Creating an iteration plan that holds the Sprint Backlog

Learn more, and consider these options

Even though you've covered a lot of ground in this exercise, there's so much more to Rational Team Concert and Jazz than scrum-based agile development planning, and there's even more to agile planning than has been described here. For starters:

• Consider using Jazz source control and the Jazz build engine to power your continuous integration efforts.
• Consider using dashboards for fast information and status exchange, and your managers will become addicted to the web dashboards. Try the various reports to see which ones fit how your team manages their process.

致谢

We thank Daniel Haischt for the time he spent to carefully review our draft and his many valuable comments that made this article as complete as it is now.

We also thank Juergen Baumann who performed a complete test run through all steps and provided many corrections, as well as suggestions and challenging questions, that helped us to become as clear as possible on the necessary details.

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翻译自: https://www.ibm.com/developerworks/rational/tutorials/scrumprojectmanagementteamconcert-3/index.html