整个公司都可以敏捷吗？

Ten years ago, a young project manager had a successful experience in implementing something similar to Scrum in one of the insurance companies. There is more than enough enthusiasm. Colleagues from the tech department strongly supported me. The developer's background was helpful too. But at some point, an impenetrable wall appeared: the Agile approach worked inside IT, but it did not work outside. It needed synchronization with other departments and a change in the way the company worked. A full transition did not happen, but a year ago, it was possible to implement Agile transformation on another project in a financial organization with more than 100 people. Is this possible?

十年前，一位年轻的项目经理在一家保险公司中实施类似于Scrum的成功经验。 有足够的热情。 技术部门的同事大力支持我。 开发人员的背景也很有帮助。 但是在某个时候，出现了一个无法穿透的墙：敏捷方法在IT内部起作用，但在外部却不起作用。 它需要与其他部门同步，并且需要改变公司的工作方式。 并未进行全面过渡，但是在一年前，有可能在拥有100多名员工的金融组织的另一个项目上实施敏捷转型。 这可能吗？

目录 (Table of contents)

1.问题 (1. Issues)

1.1 Culture in the countries

1.1国家文化

1.2 Culture in the cities

1.2城市文化

1.3 Culture in companies

1.3公司文化

1.4 Tech teams

1.4技术团队

1.5 Business teams

1.5业务团队

1.6 Managers

1.6经理

1.7 People

1.7人

1.8 Summary of the issue and culture

1.8问题与文化总结

2.一点理论 (2. A bit of theory)

2.1 What frameworks are there for Agile company transformations?

2.1敏捷公司转型有哪些框架？

2.2 SAFe, and is it safe?

2.2 SAFe，安全吗？

2.3 LeSS, and how less?

2.3 LeSS，少多少？

2.4 DaD or a good dad?

2.4爸爸还是好爸爸？

2.5 Brief Summary of Theory

2.5理论简介

3.在实践中为整个公司敏捷 (3. Agile for the whole company in practice)

3.1 Team Building

3.1团队建设

3.2 PI planning

3.2 PI计划

3.3 Business teams

3.3业务团队

3.4 Differences in teams and approaches

3.4团队和方法的差异

3.5 Paradigm shift

3.5范式转换

4.未解决的问题和解决方案 (4. Unresolved problems and solutions)

4.1 The rate of change of people

4.1人的变化率

4.2 Passive managers

4.2被动管理者

4.3 Fast and high quality, but expensive

4.3快速且高质量，但价格昂贵

4.4 Framework for a comfortable life for tech cats

4.4为科技猫提供舒适生活的框架

4.5 Formalism must also be accelerated

4.5形式主义也必须加快

4.6 Regional

4.6地区

4.7 Cultural codes and presence magic

4.7文化规范和存在魔法

5. Light at the end of the tunnel

5.隧道尽头的光

Before sharing my experience with Agile in a large company, I would like to talk about problems and a few words about theory.

在一家大型公司中与Agile交流经验之前，我想先谈谈问题和有关理论的几句话。

问题 (Issues)

Agile is not a framework or a set of rules. Agile is a culture. To implement Agile necessary to change the picture of the world of more than one person. It sounds scary, but let's sort this concept a bit. With each part, it is easier to work. To begin understanding in different countries and cities, we talk about culture in a team.

敏捷不是框架或规则集。 敏捷是一种文化。 实施改变一个以上的世界格局所必需的敏捷。 听起来很吓人，但让我们对这个概念进行一些整理。 每个部分都使工作更容易。 为了开始在不同的国家和城市进行了解，我们以团队形式讨论文化。

国家文化 (Culture in the countries)

When we talk about countries, images and stamps appear to each of us. I'm not going into the details of the lectures on the humanities, but as applied to tech, cultural codes working in one part of the world may differ. There are states with post-Soviet ideology. Also is a «melting pot» in the form of emigrant places, such as the USA, Australia, New Zealand. And are many other beautiful, unique areas on Earth. When it takes the principle of the Agile manifesto, it works differently in different parts of the world. Within one country, there may be a different understanding. For example, the English word «privacy» is not used in the Russian-speaking space. But in the Western world, laws, courts, corporate rules work for this term.

当我们谈论国家时，图像和邮票出现在我们每个人身上。 我不讨论有关人文学科的讲座的详细信息，但应用于技术时，在世界某个地区起作用的文化法规可能有所不同。 有些州具有后苏联的意识形态。 也是以移民地点形式出现的“熔炉”，例如美国，澳大利亚，新西兰。 以及地球上许多其他美丽而独特的地区。 当采用敏捷宣言的原则时，它在世界不同地区的运作方式是不同的。 在一个国家内，可能会有不同的理解。 例如，俄语区域没有使用英语单词“ privacy”。 但是在西方世界，法律，法院，公司规则都适用于此词。

Understanding the country's culture gives a great advantage, how to come from point A to Agile. Or why this cannot be done quickly.

了解该国的文化具有很大的优势，即如何从A点发展到敏捷。 还是为什么不能很快做到这一点。

城市文化 (Culture in the cities)

In order not to be verbose, consider the culture in a big and small city. The rhythm of life, the understanding of time, the attitude towards agreements, all this differs in different places: somewhere it is large-scale, but it can be unimportant. If somebody comes from a vast stone jungle to a cozy and unhurried province, then it feels a different understanding of time, attitude to work, money, values. In a word, it is impossible to neglect the fact that cities are different. I remember when I arrived in Saratov, I was surprised how the number of people does not affect the excellent condition of the tech market. In a small region, there was the competition and foreign customers and work for large regional companies. All in one: West, East, and the public sector. But this does not mean every point on the map with 800 thousand of the population is also developed in tech. Saratov is the exception rather than the rule. Many examples of excellent tech industries can be found in the post-Soviet space, where there is no big state money, and there are no petrodollars.

为了不显得冗长，请考虑大小城市中的文化。 生活节奏，对时间的理解，对协议的态度在不同的地方都有所不同：在某个地方，虽然规模宏大，但可能并不重要。 如果有人从广阔的石头丛林中来到舒适而放松的省份，那么对时间，工作态度，金钱和价值观的理解就会不同。 一言以蔽之，城市是不同的。 我记得当我到达萨拉托夫时，惊讶于人数不会影响高科技市场的良好状况。 在一个较小的区域中，存在竞争和外国客户，并为大型区域性公司工作。 一站式服务：西方，东方和公共部门。 但这并不意味着地图上每个人口80万人的每个点也都采用了高科技。 萨拉托夫是例外，而不是规则。 在后苏联时代，可以找到许多优秀科技行业的例子，那里没有大笔的国家资金，也没有石油美元。

公司文化 (Culture in companies)

"… Foreign companies are right, but domestic ones are not...". Unfortunately, or fortunately, this is not the case either. Companies are different: transnational, industry, and others. Understanding the organization and how it makes money can quickly help to achieve a goal. For example, there is a startup office in a big city that follows Western values ​​and a culture of entrepreneurship. Simultaneously, somewhere in New York, a conservative and clumsy financial organization may exist, which seems to be a regulated echo of the past for a medium-sized firm in post-Soviet countries. In my case, I worked in Russia in a company with British processes (audits, training, and others). Many people had pro-Western thinking. It is crisp: without leaving the country, it was possible to work in a completely different culture. My current project is a technology giant and a recognized tech leader in the world. To my amazement, I saw that the Scrum was only beginning to break through strict rules and culture. The main principle of the corporation for the current project is: «everything is own — from tools to processes».

“……外国公司是正确的，但国内公司不是……”。 不幸的是，或者幸运的是，事实并非如此。 公司是不同的：跨国公司，工业公司和其他公司。 了解组织及其如何赚钱可以Swift帮助实现目标。 例如，在一个大城市里有一个初创公司办公室，遵循西方价值观和企业家精神。 同时，在纽约的某个地方，可能存在一个保守而笨拙的金融组织，对于后苏联国家的一家中型公司来说，这似乎是过去的规范回应。 就我而言，我在一家具有英国流程(审核，培训等)的公司中在俄罗斯工作。 许多人都有亲西方的思想。 它很脆：无需离开国家，就可以在完全不同的文化中工作。 我当前的项目是一个技术巨人和世界公认的技术领导者。 令我惊讶的是，我发现Scrum才刚刚开始突破严格的规则和文化。 公司当前项目的主要原则是：“从工具到过程，一切都是拥有的”。

In general, Agile approaches cannot be in the strict rules of any framework. A pragmatic way to understand a place is to write their resume for each company rather than using stamps and labels. Patterns in our heads help, but often simplify where it is not needed.

通常，敏捷方法不能处于任何框架的严格规则中。 一种了解位置的实用方法是为每家公司写简历，而不要使用印章和标签。 我们头脑中的模式会有所帮助，但通常会简化不需要的地方。

IT团队 (IT teams)

When we talk about tech specialists, it's often intellectuals. Everything is in its field, but it is challenging to meet those who are engaged in heavy physical labor among the tech departments. Although one cannot do without «strong programmers» when it is necessary to help transfer boxes with gifts and provisions for the New Year corporate party, we are not talking about that.

当我们谈论技术专家时，通常是知识分子。 一切都在其领域中，但是要与技术部门中从事繁重体力劳动的人会面是一个挑战。 尽管在需要帮助转移带有新年公司聚会的礼物和准备的盒子时，离不开“强大的程序员”，但我们并不是在谈论这一点。

Speaking of culture in teams, we need to consider each participant. A few examples that I met: two programmers from the same Asian province went to dinner together, but it was fierce competition in work. And most importantly, for no particular reason: exhausting code reviews, reluctance to share knowledge and practice. This behavior does not fit the Agile framework.

说到团队中的文化，我们需要考虑每个参与者。 我遇到的一些例子：来自同一亚洲省的两名程序员一起吃饭，但这是工作中的激烈竞争。 最重要的是，没有特别的原因：精疲力竭的代码审查，不愿分享知识和实践。 此行为不适合敏捷框架。

Another case: Indian culture and attitude to error. It happens that colleagues who just arrived from India blame everyone, but they never admit their miscalculation. Such behavior is a severe test if the team needs to find out the exact cause of failure. Of course, such a cultural moment can be smoothed out, but not quickly. Even at the bank, when I was interested in incorrect informing, they answered that I did not know the procedure for working with credit cards, and the oversight in the application would be corrected later.

另一个例子：印度的文化和对错误的态度。 碰巧刚从印度来的同事都怪罪每个人，但他们从不承认自己的错误估计。 如果团队需要找出失败的确切原因，那么这种行为就是一个严峻的考验。 当然，这样的文化时刻可以消除，但不能很快。 即使在银行，当我对不正确的通知感兴趣时，他们回答说我不知道​​使用信用卡的程序，以后会对应用程序中的监督进行纠正。

Well, it's close to Soviet culture — to say what he thinks, to be very straight forward or send a person to learn the material and theory before sharing any opinion.

好吧，这与苏联文化很接近–说出自己的想法，非常直率，或者派人在分享任何观点之前学习材料和理论。

All of the above must be taken into account and used to achieve the result. Additionally, we can say that the teams within the company may differ. Even more, on the same project with a particular set of teams, a perpendicular view of the theory and practice of the framework is possible. Agile says this is normal. Strict rules are not so supportive.

必须考虑上述所有因素，并将其用于实现结果。 另外，我们可以说公司内部的团队可能有所不同。 甚至，在具有一组特定团队的同一项目中，可以对框架的理论和实践有一个垂直的看法。 敏捷说这是正常的。 严格的规则并不那么支持。

业务团队 (Business teams)

It is difficult to describe in one sentence who the business teams are. The sales team is not interested in new approaches or how often the development methodology is applied. Financiers carefully consider budgets and the effectiveness of invested money. The operators do not understand that the architecture is «bad», but if it needs another 20 software engineers to support the solution to launch the product, this raises questions and clarifications. Teams outside of tech are skeptical of sprints, iterations, and other incremental things. More understandable motivators: quarterly awards, accounting, KPI for sales. Often a business operates on due date (deadline). We do not go down to the discussion about the predictability of «time for done» and tech creative nature. Nevertheless, understanding the needs of the business makes it possible to build a work process that will be useful to all interested parties more accurately.

用一句话很难描述业务团队是谁。 销售团队对新方法或开发方法的应用频率不感兴趣。 金融业者会仔细考虑预算和投资资金的有效性。 运营商并不了解该体系结构是“不好的”，但是如果它需要另外20位软件工程师来支持该解决方案来启动产品，则会引起疑问和澄清。 技术之外的团队对冲刺，迭代和其他增量事物持怀疑态度。 更容易理解的激励因素：季度奖励，会计，销售KPI。 企业通常在到期日(截止日期)营业。 我们不讨论关于“完成时间”的可预测性和技术创新性质的讨论。 尽管如此，了解业务需求仍可以构建对所有相关方都更准确有用的工作流程。

I would also like to mention politics. The more interaction with business and the higher the level of the hierarchy, the more intrigues and «undercover games.» From my experience, I remember the following phrases: «We want to show progress to investors, and it doesn't matter the number of tasks completed during the sprint,» «What have tech been doing all these 2 weeks, really couldn't do a little more than what we asked?», «Let's take up these five tasks at the same time, and we'll increase the sprint a little.»

我还要提及政治。 与业务的互动越多，层次结构的等级越高，则越容易引起人们的兴趣和“秘密游戏”。 根据我的经验，我记得以下几句话：“我们想向投资者展示进度，而在冲刺阶段完成的任务数量无关紧要，”«技术在这两个星期里一直在做什么，真的不能比我们要问的要多做些什么？»，«让我们同时处理这五个任务，我们将使冲刺有所增加。»

管理人员 (Managers)

There are heads, directors, project and program managers, as well as product owners. And this is not a complete list of different interpretations of those who make the decision. One of the factors for changing the organization's culture is the restructuring of the top management work. And here we are not talking about rewriting the charter and the formal renaming of summarizing as a «retrospective», but about how managers understand their role. An innocuous example is an experienced manager who does not interfere with the deployment of the Agile framework but is not 100% involved. This approach does not work since the leader must be a judge, a catalyst, or even a driver of innovations. By itself, life does not work. It takes effort and maintenance of a process, method, or culture. This statement is true for Agile thinking. Another example: a tyrannical management style in a western firm. When the boss has left, discipline in the company falls, which affects profitability.

有负责人，董事，项目和计划经理以及产品负责人。 但这并不是做出决定的人的不同解释的完整列表。 改变组织文化的因素之一是高层管理人员的重组。 在这里，我们不是在讨论重写章程和将总结归纳为“回顾性”的正式名称，而是讨论管理人员如何理解其角色。 经验丰富的经理是一个无伤大雅的例子，他不干扰敏捷框架的部署，但没有100％地参与其中。 这种方法行不通，因为领导者必须是法官，催化剂或什至是创新的驱动力。 就其本身而言，生活是行不通的。 它需要努力并维护流程，方法或文化。 这句话对于敏捷思维是正确的。 另一个例子：西方公司的专横管理风格。 老板离职后，公司的纪律下降，从而影响了盈利能力。

人 ( People )

Engineers implement programs, artists paint paintings, developers build skyscrapers. We are all different. Also, everyone has personal experience, critical thinking, and a unique vision of theory and practice. Besides, we are also variable in time. We forget discussions a week ago or something from the past (Mandela effect). People make mistakes, and we are dependent on the weather and others. Someone does a lot, and quickly, others create little, but it is critical for the team. Being in the same team, we gain something in common and believe in similar ideals. We bring our experience to each project, enriching the colleagues' skills and practices with whom we work. All this is another additional great difficulty for introducing a new approach. Sometimes it's much easier to take a student and retrain for work in the company than to hire a professional and try to «refrain» to corporate standards. Someone continues to study until old age, and some stop at 25 and continue to work «on reflexes.» Others always rely on intuition. People are an extraordinary phenomenon in terms of development and learning. It is not about the computer: the engineer said, and the machine adopted the new framework without interpretation. The person has the first derivative or variation on the theory, personal experience, and how it develops in a particular team.

工程师实施程序，艺术家绘画，开发商建造摩天大楼。 我们都不同。 而且，每个人都有个人经验，批判性思维以及独特的理论和实践视野。 此外，我们的时间也是可变的。 我们忘记了一周前的讨论或过去的事情(曼德拉效应)。 人们会犯错误，而我们则取决于天气和其他因素。 某人做很多事情，很快，其他人做的很少，但这对团队至关重要。 在同一个团队中，我们会获得一些共同点并相信类似的理想。 我们将我们的经验带到每个项目中，以丰富与我们一起工作的同事的技能和实践。 所有这些都是引入新方法的另一个更大的困难。 有时候，招收学生和在公司进行再培训要比雇用专业人员并尝试“克制”公司标准容易得多。 有人继续学习直到年老，有的人在25岁时停下来，继续“反射”工作。 其他人总是依靠直觉。 就发展和学习而言，人是一种非同寻常的现象。 这与计算机无关：工程师说，计算机采用了新框架，没有任何解释。 该人在理论，个人经验以及在特定团队中的发展方式方面具有一阶导数或变体。

问题和文化的简要概述 ( A brief summary of the issue and culture )

I tried only to cover a little the components that need to be considered when building Agile in an organization. According to the above, the methodology or framework should consider the difference between countries, cities, companies, teams, and people. Those who introduce new thinking are required to imagine the amount of effort. Human communication is more critical than development tools, databases, and other components. It finds different assessments of «retraining» or personality formation if going a little deeper into psychology. This process can last from several years of daily work with a person. It is achievable when we spend most of our lives in the company. But such a transition certainly cannot take place in 1-2 days or even 1-2 months. Change is needed throughout the organization over a great time.

我仅尝试介绍在组织中构建敏捷时需要考虑的一些组件。 根据以上所述，方法或框架应考虑国家，城市，公司，团队和人员之间的差异。 那些引入新思维的人需要想象付出的努力。 人工交流比开发工具，数据库和其他组件更重要。 如果再深入心理学，就会发现对“再培训”或人格形成的不同评估。 这个过程可以持续数年的日常工作。 当我们将大部分时间都花在公司上时，这是可以实现的。 但是，这种过渡肯定不会在1-2天甚至1-2个月内发生。 在整个组织中，很长一段时间都需要进行更改。

一点理论 ( A bit of theory )

I must say right away that I included this section to help those who are considering or exploring the implementation of Agile in companies. If you have familiar with the frameworks below, feel free to skip to the essence of the article: the practice of using Agile transformation in a company of 6,000 people.

我必须马上说，我加入了这一部分，以帮助那些正在考虑或探索在公司中实施敏捷的人们。 如果您熟悉以下框架，请随时跳到本文的本质：在拥有6,000名员工的公司中使用敏捷转型的实践。

敏捷公司转型的框架是什么？ ( What are the frameworks for Agile company transformations? )

As I mentioned at the beginning of the article, one of the problems of restructuring thinking from directive to flexible is the widespread implementation of Agile practices. That is not only about using Scrum in a specific tech team but the change of all departments, including the work of the director of the company, to «new tracks». There are several solutions.

正如我在本文开头所提到的，从指令到灵活的思维重组问题之一是敏捷实践的广泛实施。 这不仅是在特定的技术团队中使用Scrum，还包括将所有部门(包括公司董事的工作)更改为“新轨道”。 有几种解决方案。

SAFe，安全吗？ ( SAFe and is it safe? )

Thanks to boblenin for the short digression about the framework. When I first came across SAFe, an article with photos and an easy explanation that SAFe was useful. Special thanks to rsn81. In short, SAFe is about introducing Agile approaches not only in the teams but throughout the organization.

感谢boblenin对框架的简短论述。 当我第一次遇到SAFe时，有一篇带有照片的文章，并简单地解释了SAFe很有用。 特别感谢rsn81 。 简而言之，SAFe不仅要在团队中而且要在整个组织中引入敏捷方法。

LeSS又少了多少？ ( LeSS and how less? )

In addition to SAFe, there are other approaches. The second example is LeSS, with an ideology of minimalism. The general idea is fewer rules and focuses on using team expertise. Sounds interesting given the differences in cultures, knowledge, and understanding. Thanks to myIDddv for covering this approach .

除了SAFe，还有其他方法。 第二个例子是LeSS，具有极简主义意识形态。 总体思路是减少规则，并专注于使用团队专业知识。 鉴于文化，知识和理解的差异，听起来很有趣。 感谢myIDddv涵盖了此方法 。

爸爸还是好爸爸？ ( DaD or good dad? )

It is another version of Agile transformation with the difference in a pragmatic approach and redistribution of roles. The framework does not follow a strict philosophy, but at the practical level, it implements practices that have been tested in various companies. It sounds understandable, but organizations are different, and what works in one place may not works in other conditions. To everyone who is interested, I suggest looking here . If there are authors who have had experience or implementations on this methodology, please leave the comments.

这是敏捷转换的另一种形式，不同之处在于实用方法和角色重新分配。 该框架未遵循严格的理念，但在实践水平上，它实施了已在多家公司中进行测试的实践。 听起来可以理解，但是组织有所不同，在一个地方起作用的在其他情况下可能不起作用。 对于所有感兴趣的人，我建议您在这里看看。 如果有些作者对此方法有经验或实现，请留下评论。

理论总结 ( Summary of theory )

I gave three possible scenarios for changing a company. They could or already have a lot more. The main idea is a brief digression that there are many frameworks, opinions, and practical cases for transformation at the company level. My path is one of the possible. Next, I will talk about the implementation of Agile in a large company using SAFe as an example.

我给出了三种更换公司的可能方案。 他们可能已经拥有更多。 主要思想是一个简短的题外话，即在公司层级上有许多框架，观点和实际案例可供转换。 我的道路是可能的。 接下来，我将以SAFe为例，讨论在一家大型公司中实施敏捷的情况。

在实践中为整个公司敏捷 ( Agile for the whole company in practice )

Well, we got to the point. A couple of years ago, I participated in an Agile transformation project for a state-owned insurance company. It was necessary from a clumsy bureaucratic machine to make an easy and understandable structure that would meet all the needs of the organization.

好吧，我们到了重点。 几年前，我参加了一家国有保险公司的敏捷转型项目。 必须从笨拙的官僚机构中构造出一种易于理解的结构，以满足组织的所有需求。

This transition was followed by a large number of problems and numerous complaints from the business towards IT. As a result, a change in tech leadership. New people came with the bright idea that ​​«everything will be fast and fashionable.» It was forbidden to use technical assignments and documents, since this is an «old and inconvenient format» and «not by Agile». It was necessary to create a new structure for the entire company's work: from tech teams to business as well. The state was attended by Agile coaches who implemented, taught, and helped at all stages.

在此过渡之后，出现了许多问题，并且企业对IT提出了许多投诉。 结果，技术领导力发生了变化。 新人们提出了一个聪明的主意，即``一切都会变得快速时尚。'' 禁止使用技术转让和文件，因为这是“过时且不方便的格式”，而不是“并非敏捷”。 有必要为整个公司的工作创建一个新的结构：从技术团队到业务。 敏捷教练参加了该州，他们在各个阶段进行了实施，教学和帮助。

My role as a project manager was to assemble, train, and help two new teams understand the Scrum and integrate all of this into SAFe. The programmers included database and visual interface programmers (front and back) from the structure. An analyst assisted each group of developers in collecting requirements and communicating with the business. There were testers. I need to «grow» scrum masters within teams.

我作为项目经理的职责是组装，培训和帮助两个新团队了解Scrum，并将所有这些集成到SAFe中。 程序员包括结构中的数据库和可视界面程序员(正面和背面)。 分析师协助每组开发人员收集需求并与业务进行沟通。 有测试员。 我需要在团队中“成长” Scrum Master。

团队建设 ( Team Building )

I'll tell a little more about the formation of groups. Unfortunately, I did not participate in the process of selecting and interviewing people. I was given ready-made teams with the statement of the problem: to train, tune and release to «free swimming». Groups tried to collect on a geographical basis. Mostly each team was located in their city. One of the teams sat together. The second was in different offices, but close enough.

我会讲一些有关组的形成的更多信息。 不幸的是，我没有参加选拔和面试过程。 这个问题的陈述给了我现成的团队：训练，调整和发布“自由泳”。 团体试图以地理为基础进行收集。 大多数情况下，每个团队都位于他们所在的城市。 其中一个团队坐在一起。 第二个是在不同的办公室，但距离很近。

Before starting work, I spoke with everyone personally to form my personal opinion. I had a detailed summary of the guys, but the pieces of paper and the passage of the interview is not the main thing. At the first conversation, I tried to understand more about a person: extraversion, leadership, how he imagines Agile, and a flexible development methodology, whether he had experienced in the past. Based on this information, I managed to single out the scrum-masters and understand how to go from point A to Agile. For someone, the new framework was the first time. Someone had their experience. Of course, some skeptics criticized everything that happened.

在开始工作之前，我亲自与所有人交谈以形成我的个人见解。 我对他们进行了详细的总结，但是纸条和采访的通过并不是主要内容。 在第一次对话中，我试图了解一个人的更多信息：外向性，领导能力，他对敏捷的想象以及灵活的开发方法，无论他过去是否经历过。 根据这些信息，我设法选出了Scrum管理员，并了解了如何从A点转到敏捷。 对于某人来说，新框架是第一次。 有人有他们的经验。 当然，一些怀疑论者批评发生的一切。

PI计划 ( PI planning )

The first meeting of all the teams took place on PI planning. This is a two-day event when about 100 people gathered from different places. A very crowded event by corporate standards, given the fact that the entire business was added to the teams. If desired, it was possible to solve any issue from the details of a specific task, to architecture. Including there were many experts on areas or those who have already solved a similar problem.

所有团队的第一次会议都是关于PI计划的。 这是一个为期两天的活动，大约有100人从不同地方聚集。 考虑到整个业务已添加到团队中，按公司标准来说这是一个非常拥挤的事件。 如果需要，可以解决从特定任务的细节到体系结构的任何问题。 包括许多领域专家或已经解决类​​似问题的专家。

Teams gathered in a large hall, each at its table. Thanks to the organizers who provided the equipment: stationery, badges, boards, and many other inconspicuous little things that help in the work. Passing by each table, details quickly opened: name and composition, board with planned tasks, risks. The potential usefulness of the team was obvious and how colleagues can help. This is important for the exchange of information between participants in the event (train). It simplifies the search for an expert or developer who was involved in the same task in the past. Looking ahead, I want to note that the teams did not seek to exchange information or help others.

团队聚集在一个大厅里，每个大厅都坐在桌子旁。 感谢提供设备的组织者：文具，徽章，木板和许多其他不起眼的小东西，它们对工作有所帮助。 通过每个表格，Swift打开了详细信息：名称和组成，制定计划任务的董事会，风险。 团队的潜在用处很明显，而且同事可以提供帮助。 这对于事件(火车)参与者之间的信息交换很重要。 它简化了对过去参与同一任务的专家或开发人员的搜索。 展望未来，我想指出，这些团队并没有寻求交流信息或帮助他人。

Moreover, someone hid the experience that he possessed or openly interfered with his silence. The motives for this behavior are pure: not to get an additional task, not to lose the developer in the team, and other fears of the past. Despite the favorable conditions created for the implementation of SAFe, the framework slowed down in some places. Below I will dwell on all the problematic issues and how to solve them.

而且，有人隐藏了他拥有或公开干扰他的沉默的经历。 这种行为的动机是纯粹的：不承担额外的任务，不失去团队中的开发人员，以及对过去的其他恐惧。 尽管为实施SAFe创造了有利条件，但该框架在某些地方放慢了脚步。 在下文中，我将详细介绍所有问题以及如何解决这些问题。

业务团队 ( Business teams )

One of the significant advantages of planning was that the business was present throughout the event. Detailing of tasks occurred instantly. Problems that did not bring profit to the company were quickly identified. Many tasks surfaced that were added as a result of political intrigues, but far from achieving firm performance. Such statements improved the work of a particular person, while the department could continue to «fire» or the product could not be profitable. I want to note a fresh attempt to implement KPI and OKR. They took practices that proved to be excellent in the West and tried to adapt to the new reality. For tech and business, it was the right vector of aspiration in one direction. By the time the structure was introduced, the client was hungry to be asked. When the teams became interested in «what is needed for sales», the colleagues gladly shared all the details and problems that prevent them from achieving goals. This helped to focus correctly on the task. In the past, analysts introduced how it would work. There were no comments, no opinions — that's it. But for some reason, there was no moment of feedback from the customers themselves. People are always happy to share their needs and pains. A separate issue is to recognize the problems and transform them into an obvious statement and implementation.

计划的显着优势之一是整个活动期间都在开展业务。 任务详细信息立即发生。 很快发现了没有为公司带来利润的问题。 由于政治上的阴谋而增加了许多任务，但远未达到公司的业绩。 这种陈述改善了特定人员的工作，而部门可能继续“解雇”，或者产品无法盈利。 我想指出实施KPI和OKR的新尝试。 他们采取了在西方被证明是极好的做法，并试图适应新的现实。 对于技术和商业而言，这是一个方向上正确的愿望载体。 在引入该结构时，客户已经饿了。 当团队对“销售需要什么”感兴趣时，同事们很高兴地分享了阻碍他们实现目标的所有细节和问题。 这有助于正确地专注于任务。 过去，分析人员介绍了它是如何工作的。 没有评论，没有意见-就是这样。 但是由于某种原因，客户本身没有任何反馈。 人们总是乐于分享自己的需求和痛苦。 一个单独的问题是识别问题并将其转化为显而易见的陈述和实现。

When interacting with business, politics were present. As I mentioned, some tried to «push through» their task bypassing the agreed list. We also tried to overstate profitability indicators to increase priority. Someone did not understand the essence of what was happening and, out of old habit, wanted to «catch the thoughts of management», instead of preparing a financial justification for posing or fixing risks that could interfere with the task.

与企业互动时，存在政治。 正如我提到的，有些人试图绕过达成共识的清单来“完成”任务。 我们还试图夸大盈利指标以提高优先级。 有人不了解所发生事情的本质，并且出于旧习惯，想“赶上管理思想”，而不是准备财务理由以提出或解决可能干扰任务的风险。

It used to be like walking in a minefield, but it was the right vector for the unity of tech and business with the ability to hear and speak to all interested parties.

它曾经像在雷区中行走，但是它是技术和业务统一的正确载体，并且能够听取所有感兴趣的各方的讲话。

团队和方法上的差异 ( Differences in teams and approaches )

PI planners had their understanding of SAFe. The same practices were perceived differently. SAFe is flexible in terms of supporting variations. For example, there was an opportunity for each team to create its development cycle and online boards for tracking tasks. Someone added columns «Code Review» and others, while others did more simpler «Open», «In Progress», «Done».

PI计划者对SAFe有所了解。 相同的做法有不同的看法。 SAFe在支持变体方面非常灵活。 例如，每个团队都有机会创建其开发周期和在线董事会以跟踪任务。 有人添加了“代码审查”列，而其他人则添加了更简单的“打开”，“进行中”，“完成”列。

Another difference: the criteria for completing a task (Definition of Done). The team had the opportunity to develop their level of detail. Someone added an item for delivering products to the production environment, others used the model easier since they created only prototypes.

另一个区别是：完成任务的标准(完成的定义)。 团队有机会发展其详细程度。 有人添加了一个用于将产品交付到生产环境的项目，而其他人则因为只创建了原型而更易于使用模型。

In the style of scrum-masters, differences were also traced. There was full involvement, sometimes excessive. There were examples when the coordinators did not participate in the team processes at all. Someone patronized the children from external influences so that the participants were «in a vacuum» and had little idea of ​​what was happening outside (the «train»).

在scrum-master风格中，也可以找到差异。 有充分的参与，有时过多。 在某些情况下，协调员根本没有参与团队流程。 有人从外部影响中保护了孩子们，使参与者处于``真空状态''，对外面发生的事情一无所知(``火车'')。

模式转变 ( Paradigm shift )

One of the advantages of the project was that the director of the company attended the opening speech and PI planning opening. According to the experience of conducting past events, it was a case when the director went around the boards. He declined plans of tasks 3-4 hours before the end of the planning. He did not find any usefulness in what was going to be realized. Teams had to re-plan, discuss, identify requirements.

该项目的优势之一是公司的董事参加了开幕词和PI计划开幕式。 根据过去活动的经验，导演在董事会任职时就是这种情况。 在计划结束前3-4小时，他拒绝了任务计划。 他没有发现将要实现的任何用处。 团队不得不重新计划，讨论，确定需求。

On the other hand, the correct and timely signal saved the company money. In other conditions, everything could have happened sadder. The team would have spent 1-2 months of its work and would have already had to lose more. Such examples catastrophically affect the team's motivation and, as a consequence, the company's profitability.

另一方面，正确及时的信号可以节省公司资金。 在其他情况下，所有事情都可能更糟。 该团队将花费1-2个月的工作，并且已经不得不损失更多。 这样的例子灾难性地影响了团队的动力，并因此影响了公司的盈利能力。

It is not known whether the director changed his management style due to the new approach. But for the head of the organization, it was a pragmatic move to use new methodologies to achieve profitability and other indicators. An additional plus is a clear way to report to investors.

尚不清楚董事是否因新方法而改变了他的管理风格。 但是对于组织负责人而言，使用新方法来实现盈利和其他指标是一项务实的举动。 额外的好处是向投资者报告的清晰方法。

A paradigm shift for groups was hard. Many worked for years «over a waterfall», others used them «Scrum, but...». Still others tried to find a «strong shoulder.» It was curious when the dedicated testing teams continued to work «the old fashioned way» with semi-annual releases, with well-established long-running processes. And here the speed of change came such that it was hard to imagine. 25 teams simultaneously began to enter the code and deliver it to the production. Teams started to push the code every month or even more often. The same was true for the business team. If earlier they had six months to teach, tell and use, then, under the changed conditions, «the ball was on their side». The business has become a «bottleneck» in the company's profitability. Moreover, a month later a new batch of changes gone to the production environment. This was a strength test.

群体的模式转变是困难的。 许多人“在瀑布上”工作了多年，其他人则使用“ Scrum，但是...”。 还有一些人试图找到一个“坚强的肩膀”。 很好奇的是，专用的测试团队以半年发布的方式，以成熟的长期运行的流程继续“过时”地工作。 变化的速度到了，这简直难以想象。 25个团队同时开始输入代码并将其交付给生产。 团队开始每月或更频繁地推送代码。 业务团队也是如此。 如果早些时候他们有六个月的教学，讲课和使用时间，那么在变化的条件下，“球就在他们身边”。 该业务已成为公司盈利能力的“瓶颈”。 而且，一个月后，新的一批更改进入了生产环境。 这是一项强度测试。

Summing up, I did not see that teams and businesses became simultaneously flexible in everything. But when I laid out Agile and culture, it was evident that this change took years. People should want to «live a new life.» It does not happen overnight. It is possible to play with flexibility at work, but when returning home, go to the store or come across another picture of the world in the post office, hospital, it's hard to let the sprouts of Agile culture grow quickly and without stopping. Plus, inertia can be added to all this. The more new information we know, the less susceptible to new information. Flexibility is about finding perfection, even when everything is going well and error-free.

总结一下，我没有看到团队和企业在所有事情上都变得同时灵活。 但是当我布置敏捷和文化时，很明显，这种改变花费了数年时间。 人们应该想“过上新生活”。 它不会在一夜之间发生。 在工作中可以灵活地发挥作用，但是当回到家中，去商店或在邮局，医院中看到另一幅世界的图片时，很难让敏捷文化的萌芽不断成长而又不停下来。 另外，惯性可以添加到所有这一切。 我们知道的新信息越多，受到新信息影响的可能性就越小。 灵活性就是寻求完美，即使一切顺利且没有错误。

未解决的问题和解决方案 ( Unresolved issues and solutions )

人的变化率 ( The rate of change of people )

One of the main reasons why some process is slowed down or does not give the expected results is people. When implementing SAFe, they worked a lot with the participants. But there was no individual system of education and training. High stress resulted in clinical cases. Moreover, we are talking about psychological disorders and a general aggravation of nervous health. Not everyone can withstand a 2-day event with many people, where needs to interact a lot. Someone is not ready for the intense pace of work for 1-2 months. There was a noticeable «failure» in the theory and understanding of Agile approaches. General conclusion: SAFe is not for everyone. Proceeding from this, it is necessary to select people for positions where it is critically important to exchange information (extroverts of a scrum master, a business open to communication, and not under pressure pretending to be something unclear). If the task is to implement Agile in a conservative organization, it will most likely not work out quickly. It is more realistic to imagine this as an evolutionary process, where an impressive work has been carried out to educate people for several years. One way to solve the problem is to form a team to meet the needs of Agile initially.

导致某些流程变慢或无法获得预期结果的主要原因之一是人。 在实施SAFe时，他们与参与者进行了很多合作。 但是，没有个人的教育和培训制度。 高压力导致临床病例。 此外，我们正在谈论心理障碍和神经健康的普遍恶化。 并不是每个人都能承受许多人需要进行大量互动的为期2天的活动。 1-2个月的时间里，有人没有做好充分准备的准备。 敏捷方法的理论和理解上有一个明显的“失败”。 一般结论：SAFe并非适合所有人。 从此开始，有必要选择人员来担任至关重要的职位，以交换信息(Scrum Master的外向型，开放交流的业务，以及不冒任何不清楚的压力)。 如果任务是在保守的组织中实施敏捷，则极有可能无法Swift解决。 可以想象，这是一个进化的过程，其中进行了令人印象深刻的工作来教育人们已有数年之久。 解决问题的一种方法是组建团队，最初可以满足敏捷的需求。

被动高管 ( Passive executives )

Managers at all levels are a critical element of success. If at the level of the CEO, there is understanding and real steps towards the implementation of Agile, then this may not be the case for managers on low level. Ideally, a team of leaders is an ally at all stages. Naturally, we mean not formal or declarative Agile follower, but practical steps to maintain agility. New frameworks «can not stand» the competition before the old management methods when it comes to maintaining profit, health, and people's lives. The unspoken is floating in the air «You can play your games, but if there is no money or serious problems appear, we will immediately return to project management.» Considerable attention needs to be paid to recruitment and individual training. Simple psychological tests can give a more objective assessment of leaders than performance-wise and statistics.

各级管理人员是成功的关键要素。 如果在CEO级别上有理解和实施敏捷的实际步骤，那么低级别的经理可能就不是这种情况。 理想情况下，领导团队是各个阶段的盟友。 自然，我们的意思不是正式或声明性的敏捷追随者，而是维护敏捷性的实际步骤。 在维护利润，健康和人民生活方面，新框架“无法经受”老管理方法的竞争。 潜行无语«您可以玩游戏，但是如果没有钱或出现严重问题，我们将立即返回项目管理。» 需要特别注意招聘和个人培训。 通过简单的心理测验，可以比对绩效和统计数据更客观地评估领导者。

快速优质，但价格昂贵 ( Fast and high quality, but expensive )

Business teams should be formed, taking into account active interaction within the organization. If the manager closes the plan (for sales, postings, reporting, and others), then everything is no longer of interest to him. Without close communication between tech and other departments of the company, success is impossible. A typical situation when a colleague made a sales plan, received a premium for the quarter, and quit. And the operators and the tech department need to work because at stake is profit, reputation, and more. Everyone should understand the golden rule of three: quality, time, money. It is possible to sell «we need to work fast as soon as possible» or «let's hurry up team», but the ratio of factors will remain unchanged. It seems to be a typical example, but there are still confirmations of a complete misunderstanding of the basics. A quick way to explain is the analogy of shopping in a store. If there is a fixed amount, it receives a strictly defined set of products. It is possible to play with quality and quantity, but the proportion remains unchanged. In my practice, many questions will disappear on their own.

应组建业务团队，并考虑组织内部的积极互动。 如果经理关闭计划(用于销售，过帐，报告和其他)，那么一切都将不再对他感兴趣。 没有技术人员与公司其他部门之间的密切沟通，成功就不可能。 同事制定销售计划，获得当季保费并退出的典型情况。 运营商和技术部门也需要工作，因为利益，声誉和更多利益攸关。 每个人都应该了解以下三个黄金法则：质量，时间，金钱。 可以出售“我们需要尽快工作”或“让我们赶时间的团队”，但是因素的比例将保持不变。 这似乎是一个典型的例子，但是仍然有对基本原理的完全误解的证实。 一种快速的解释方法是类比在商店购物。 如果有固定数量，它将收到一组严格定义的产品。 可以玩保质保量，但比例保持不变。 在我的实践中，许多问题会自行消失。

科技猫舒适生活的框架 ( Framework for a comfortable life for tech cats )

IT teams are not ready for active communication. During SAFe, I met such expectations: «give the task with detail document, then we will realize it.» Maybe I'm wrong, but flexibility requires a constant search for ways to improve the quality, volume of work performed, and openness to different settings. In other words, the task can come in a large document or as a pair of lines in an excel file. It is necessary to be prepared for any method. Another example is the versatility of a team. Many do not perceive the expansion of responsibility in one direction or another. Everyone draws a circle of responsibilities for themselves and their colleagues. And then they demand compliance with their template. It is not correct. Tasks do not come evenly; each workload is also not ideal. More flexible and normal, when the tester is 15% programmer or developer, besides compiling on his machine, he also does an initial functional check on another environment (what is this happening !?) In my practice, it happened when the analyst forgot about duties and helped the tester, since fire before the release. There will be no instant solution. It's convenient for people to live and work «in frames». Perhaps the constant expansion of the comfort zone will affect the desire to help. For the scrum master, it necessary additionally monitor the loading of each in the team. As a result, this will positively affect the psychological climate in the team.

IT团队尚未做好积极沟通的准备。 在SAFe期间，我达到了这样的期望：“将任务交给详细文档，然后我们就会实现。” 也许我是错的，但是灵活性要求不断寻找提高质量，工作量以及对不同设置开放的方法。 换句话说，任务可以出现在大型文档中，也可以成对出现在excel文件中。 有必要为任何方法做准备。 另一个例子是团队的多功能性。 许多人没有意识到责任在一个方向或另一个方向上的扩展。 每个人都为自己和同事承担起责任。 然后，他们要求遵守其模板。 这是不正确的。 任务执行不均匀； 每个工作量也不理想。 更灵活，更普通，当测试人员是15％的程序员或开发人员时，除了在自己的计算机上进行编译外，他还对其他环境进行了初始功能检查(这是怎么回事！？)。在我的实践中，这种情况发生在分析师忘记了职责和对测试人员的帮助，因为火灾是在发布之前。 不会有即时解决方案。 人们在“框架中”生活和工作很方便。 舒适区的不断扩大也许会影响对帮助的渴望。 对于Scrum Master，有必要另外监视团队中每个人的负载。 结果，这将积极影响团队的心理氛围。

形式主义也需要加速 ( Formalism also needs to be accelerated )

It's hard to launch a new approach in the company and stay in the «old skin». For example, there was the active use of the functional in business in a production environment, and suddenly, a «retroactive» order comes to start product development.

很难在公司中推出新方法并留在“旧皮肤”中。 例如，在生产环境中在业务中积极使用功能，突然，“追溯”订单开始了产品开发。

From life: the person very much wanted to be a director: were bought a suit and changed signature in the mail, but in reality, the new director didn't have a responsibility and subordinates.

从生活中：这个人非常想当导演：被买了一套西装并在邮件中更改了签名，但实际上，新导演没有责任和下属。

As a team, work approaches have changed, but departments' formal names, staffing, and salaries have remained the same. For people, the title is essential, the level of compensation of efforts, belonging to a hierarchical structure. When implementing Agile, one cannot do without a good answer from formal points.

作为一个团队，工作方法已经改变，但是部门的正式名称，人员配备和薪水保持不变。 对于人来说，头衔是必不可少的，补偿的努力程度，属于一个等级结构。 实施敏捷时，如果没有形式上的好答案，人们就无法做。

区域性 ( Regional )

For 2 days, guys from different places gather in a large hall. But after all, they leave for their home. On the one hand, person are working on new practices and creating a healthy psychological climate, on the other hand, team member live in a place where possible to be punish for «wrong look or an awkward word „Originally I am from Siberia and am amazed how over the years nothing has changed in my hometown. If your project have a budget, it's wiser to recruit a team or transport everyone to one place. If there is no possibility, then there will be risks. In my practice, there were two examples when talented programmers went into the wildest binges and unconsciousness. The environment in which a person is an outside work affects.

两天来，来自不同地方的家伙聚集在一个大厅里。 但是毕竟，他们离开家了。 一方面，人们正在研究新方法并创造健康的心理氛围，另一方面，团队成员生活在一个可能因“错误的表情或尴尬的单词”而受到惩罚的地方。“我本人来自西伯利亚，现在惊讶的是，这些年来我的家乡没有发生任何变化。 如果您的项目有预算，那么招募团队或将每个人都运送到一个地方比较明智。 如果没有可能性，那就会有风险。 在我的实践中，有两个例子说明了才华横溢的程序员陷入疯狂和无意识的状态。 人在外面工作的环境会受到影响。

文化规范和存在魔法 ( Cultural codes and presence magic )

I work on a project where there is an intersection at the level of 3-4 countries: America, Europe, Asia. Also, California itself is multinational. There are cultural codes from all over the planet. It need to work and take this into account. How? Extended introductory conversations on the dealers, off-topic correspondence, training, forums. Best conversations over tea with colleagues and exchange of experience.

我从事的项目有3-4个国家/地区的交叉点：美国，欧洲，亚洲。 同样，加利福尼亚本身就是跨国公司。 世界各地都有文化规范。 它需要工作并考虑到这一点。 怎么样？ 关于经销商的扩展介绍性对话，主题外信函，培训，论坛。 与同事喝茶最好的对话和经验交流。

I remember the phrases “remote mode» was tempting. Immediately presented palm trees and the beach. After 3 months in the crypto nomad mode, I realized all the pros and cons. For unity, full-time contact is needed. The magic of presence works on hackathons, in offices and cafes. But harder to achieve this remotely. Scientists have found a part of the brain that is activated by the physical presence of other teammates. This explains why the presence of someone nearby accelerates the problem's solution compared to doing it yourself.

我记得“远程模式”这句话很诱人。 立即提出棕榈树和沙滩。 在加密Nomad模式下工作3个月后，我意识到了所有优点和缺点。 为了团结，需要专职联系。 存在的魔力适用于办公室和咖啡馆的黑客马拉松。 But harder to achieve this remotely. Scientists have found a part of the brain that is activated by the physical presence of other teammates. This explains why the presence of someone nearby accelerates the problem's solution compared to doing it yourself.

Just a little more science: 80% of all information a person receives non-verbally: sitting position, kind and quality of smile, the position of hands, and others. When phoning without face-to-face contact, one does not understand what a colleague has in mind. Perhaps in the future, a hologram and tactile technology will close this gap. In the meantime, it's better to work together in the same office.

Just a little more science: 80% of all information a person receives non-verbally: sitting position, kind and quality of smile, the position of hands, and others. When phoning without face-to-face contact, one does not understand what a colleague has in mind. Perhaps in the future, a hologram and tactile technology will close this gap. In the meantime, it's better to work together in the same office.

Light at the end of the tunnel ( Light at the end of the tunnel )

Updating frameworks are fast and come up with new ones in parallel. Certification companies and a whole business appear on this subject. Napkin and pencil appeared at the beginning, and they can be integrated into new development approaches. Moreover, the absence of a requirements document does not mean that it does not need to be prepared after implementation. Going deeper into the theory, the division of the world into two parts is noticeable: planned and variable. Nowadays, each of them come up with new marketing names, but 10, 20, and 30 years ago, there were followers of the rules and those who adapted to the changes. New ideas may turn out to be a recycling of past practices. Do not become part of a camp. It is better to use what is suitable for a specific project and company.

Updating frameworks are fast and come up with new ones in parallel. Certification companies and a whole business appear on this subject. Napkin and pencil appeared at the beginning, and they can be integrated into new development approaches. Moreover, the absence of a requirements document does not mean that it does not need to be prepared after implementation. Going deeper into the theory, the division of the world into two parts is noticeable: planned and variable. Nowadays, each of them come up with new marketing names, but 10, 20, and 30 years ago, there were followers of the rules and those who adapted to the changes. New ideas may turn out to be a recycling of past practices. Do not become part of a camp. It is better to use what is suitable for a specific project and company.

We went over the aspects that must be considered when changing thinking at the organization level. Dry answer to the question: «Is Agile possible for the whole company?» «Yes,» but with a lot of but. These «buts» will hide the process of changing a person's thinking, organization structure, choosing a city, office, or even changing a country for the entire company. If this is not taken into account, then much energy can be spent on a change that is beyond the power of states. If to choose the right place and team, then success will be in the pocket. It will not need to punch the wall where it has a broad cross-section. Perhaps this is the answer to why many organizations create the right atmosphere within the company. A person is in an ecosystem: a favorite business, leisure, relaxation, hobbies, acquaintances, friends — everything is connected with work. This is one of the possible ways when a microworld is created, and efforts are not spent on changes in cities, countries, and continents.

We went over the aspects that must be considered when changing thinking at the organization level. Dry answer to the question: «Is Agile possible for the whole company?» «Yes,» but with a lot of but. These «buts» will hide the process of changing a person's thinking, organization structure, choosing a city, office, or even changing a country for the entire company. If this is not taken into account, then much energy can be spent on a change that is beyond the power of states. If to choose the right place and team, then success will be in the pocket. It will not need to punch the wall where it has a broad cross-section. Perhaps this is the answer to why many organizations create the right atmosphere within the company. A person is in an ecosystem: a favorite business, leisure, relaxation, hobbies, acquaintances, friends — everything is connected with work. This is one of the possible ways when a microworld is created, and efforts are not spent on changes in cities, countries, and continents.

翻译自: https://habr.com/en/post/502334/