J'ai du mal à bien définir le terme thème en gestion de projet logiciel.

Dans cette note, je vais décrire les deux définitions que je connais.

Voici une définition de Ken Rubin, auteur du livre Essential Scrum :

A collection of related user stories. A theme provides a convenient way to indicate that a set of stories have something in common, such as being in the same functional area.

Dans la section glossaire de Essential Scrum

Un Theme peut-être assigné à tout type d'issue, par exemple Epic ou User Story.

Les auteurs du livre Product Roadmaps Relaunched ont une autre définition de Theme :

As we’ve touched on, in the relaunched roadmapping process we use themes and subthemes to express customer needs. This is probably a new concept for many of you, so let’s define what we mean by these terms.

Themes are an organizational construct for defining what’s important to your customers at the present time.

...

So, again, themes and subthemes represent the needs and problems your product will solve for. A need is generally something the customer doesn’t have yet, whereas a problem is something that’s not working right (with the existing product, or whatever substitute they might currently be using). Even though these two terms suggest subtle differences, the important point is that both refer to a gap or pain in the customer’s experience. When identifying the themes and subthemes for your roadmap, remember to consider both needs and problems from all angles.

Jared Spool, paraphrasing our very own Bruce McCarthy, says, “Themes help teams stay focused without prematurely committing to a solution that may not be the best idea later on.” As Spool points out, it is important to focus most of the roadmapping effort on customer needs and problems because “the viability of a feature may shift dramatically, while the nature of an important customer problem will likely remain the same.”

Page 124 du livre Product Roadmaps Relaunched

Dans ce livre, un Theme représente un besoin client important à un instant donné.

D'après ce que j'ai compris, Product Roadmaps Relaunched adopte une définition plus restrictive du concept de thème que Essential Scrum. Dans Product Roadmaps Relaunched, un thème sert uniquement à décrire des fonctionnalités de façon imprécise.

Exemple tiré du livre Product Roadmaps Relaunched :

• Theme: Billing & payments
  • Subtheme: Billing & payments API integration
  • Subtheme: API integration testing

Pour résumer :

• Essential Scrum inclut des thèmes qui ne sont pas seulement liés aux fonctionnalités, mais aussi à la stratégie globale, à l’organisation, voire aux aspects techniques et processus internes.
• Product Roadmaps Relaunched reste focalisé sur l'expérience utilisateur et les besoins clients, avec des thèmes qui expriment des fonctionnalités sans trop rentrer dans les considérations techniques ou organisationnelles.

#JaiDécidé d'adopter la définition de "Theme" donnée dans Essential Scrum.

Daily Scrum

The purpose of the Daily Scrum is to inspect progress toward the Sprint Goal and adapt the Sprint Backlog as necessary, adjusting the upcoming planned work.

The Daily Scrum is a 15-minute event for the Developers of the Scrum Team. To reduce complexity, it is held at the same time and place every working day of the Sprint. If the Product Owner or Scrum Master are actively working on items in the Sprint Backlog, they participate as Developers.

The Developers can select whatever structure and techniques they want, as long as their Daily Scrum focuses on progress toward the Sprint Goal and produces an actionable plan for the next day of work.
This creates focus and improves self-management.

Daily Scrums improve communications, identify impediments, promote quick decision-making, and consequently eliminate the need for other meetings.

The Daily Scrum is not the only time Developers are allowed to adjust their plan. They often meet throughout the day for more detailed discussions about adapting or re-planning the rest of the Sprint’s work.

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Sprint Retrospective

The purpose of the Sprint Retrospective is to plan ways to increase quality and effectiveness.

The Scrum Team inspects how the last Sprint went with regards to individuals, interactions, processes, tools, and their Definition of Done. Inspected elements often vary with the domain of work.
Assumptions that led them astray are identified and their origins explored. The Scrum Team discusses what went well during the sprint, what problems it encountered, and how those problems were (or were not) solved.

The Scrum Team identifies the most helpful changes to improve its effectiveness. The most impactful improvements are addressed as soon as possible. They may even be added to the Sprint Backlog for the next Sprint.

The Sprint Retrospective concludes the Sprint. It is timeboxed to a maximum of three hours for a one-month Sprint. For shorter Sprints, the event is usually shorter.

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