“By multiplying milestones, we transform a long, amorphous race into one with many intermediate ‘finish lines’. As we push through each one, we experience a burst of pride as well as a jolt of energy to charge towards the next one. —Chip and Dan Heath, The Power of Moments”
—Chip and Dan Heath, The Power of Moment
通过增加里程碑，我们将一场漫长而充满不确定性的比赛转变成了一场中间有许多‘终点线’的比赛。当我们穿过每一个‘终点线’时，我们会体验到一阵自豪和冲击我们向下一个目标前进的能力。——奇普和丹·希思，《瞬间的力量》
度量与增长
Measure and Grow
Measure and Grow is the way portfolios evaluate their progress towards business agility and determine their next improvement steps.
度量和增长是投资组合评估业务敏捷性进展，以及确定下一步改进步骤的手段。
Measure and grow describes how to measure the state of Business Agility and how to grow to improve overall economic outcomes. This article is not meant to represent a way to ascertain somebody else’s Portfolio’s performance, but rather for portfolio leaders as well as for the Lean-Agile Center of Excellence (LACE), to self-assess their progress on this journey.
度量和增长描述了如何衡量业务敏捷性的状态，以及如何增长以改善整体的经济成果。这篇文章并不是要代表一种确定某个投资组合绩效的方法，而是要让投资组合的领导者以及精益敏捷卓越中心（LACE）来自我评估他们在这个过程中的进展。
详述
Details
Measuring the journey a portfolio makes towards business agility is not simple, but it is important. It provides a way for Lean-Agile Leaders to lead the change by reflecting on where the portfolio is and what it needs to move forward.
度量一个投资组合走向业务敏捷性的旅程并不简单，但却很重要。它为精益-敏捷领导者提供了一种方法，通过思考投资组合的前进方向以及需要推进什么内容来引领变革。
The SAFe Business Agility Self-Assessment is a tool that helps portfolios evaluate their progress toward business agility. While the Implementation Roadmap provides a script for organizations implementing SAFe, the business agility assessment provides multiple landmarks along this journey for easier navigation. It also allows portfolios to multiply milestones [1] and have more successes to celebrate.
SAFe中的业务敏捷性自我评估是帮助投资组合评估其业务敏捷性进展的一个工具。虽然实施路线图为实施SAFe的组织提供了一个脚本，而业务敏捷性评估为这一旅程提供了多个里程碑，以便于导航。这也使得投资组合能够大大增加里程碑[1]，并有更多的成功值得庆祝。
The assessment is built around the seven core competencies of business agility (see the Business Agility article for more details).
该评估围绕业务敏捷性的七个核心能力构建（更多详细信息，请参见业务敏捷性文章）。
Each competency then splits into three dimensions, and the assessment provides a set of statements that determine progress along the 21 dimensions shown below in figure 1.
其中，每项能力分为三个维度，评估提供了一组表述说明，这些表述决定了在图1所示的21个维度上的进展。
图1 - SAFe 业务敏捷性自我评估
SAFe 业务敏捷性自我评估模板下载（关注公众号“IDCF助手”，回复 “敏捷度量” 即可获得度量表格。）
There are six steps in the measure and grow process:
- Facilitate effective self-assessment of business agility
- Analyze the results
- Identify growth opportunities
- Prioritize and take action
- Integrate learning
- Celebrate success
度量和增长过程的六个步骤:
促进业务敏捷性的有效自我评估
分析结果
识别增长机会
优先考虑并采取行动
整合学习
庆祝成功
促进对业务敏捷性的有效自我评估
Facilitate effective self-assessment of Business Agility
The business agility assessment helps portfolios self-assess where they are on their journey. Just sending the assessment out to various participants and asking them to fill out the spreadsheet will not provide the right experience. To assess where a portfolio actually stands requires a facilitated session with someone trained in the nuances of SAFe, such as a SAFe Program Consultant.
业务敏捷性评估有助于投资组合自我评估敏捷的旅程进展到哪里。仅仅将评估发送给不同的参与者并要求他们填写电子表格并不能提供正确的体验。要评估投资组合的实际状况，需要与接受过SAFe培训并了解其细微差别的人（如SAFe项目顾问）进行一次引导会议。
The SAFe business agility self-assessment aims primarily at the portfolio stakeholders or the LACE trying to evaluate next steps. Additional data is available by facilitating self-assessment sessions with Agile Teams, Agile Release Trains (ARTs), and Solution Trains, gathering their views on the competencies and then aggregating the findings.
SAFe业务敏捷性自我评估主要针对试图评估后续步骤的投资组合利益相关者或精益敏捷卓越中心。通过引导与敏捷团队、敏捷发布列车（ARTs）和解决方案列车的自我评估会议，收集他们对能力的看法，然后汇总调查结果，可以获得额外的数据。
After choosing the target audience and deciding the competencies the group should assess, it is important to set the context for the assessment. In other words, what portfolio, Agile Team, ART, or Solution Train we are assessing? It is also important to ensure that all participants understand the 21 dimensions of business agility, as well as the SAFe terminology before attempting the self-assessment.
在选择了目标受众并决定了小组应当评估的能力之后，设置评估的背景是很重要的。换句话说，我们评估的是什么投资组合、敏捷团队、敏捷发布列车或解决方案列车？在尝试自我评估之前，确保所有参与者理解业务敏捷性的21个维度以及SAFe的术语也很重要。
Two patterns can be used:
Both patterns have their benefits and disadvantages. Based on group dynamics, distribution, and time, the facilitator needs to pick the right pattern.
- All participants fill the assessment by themselves and then discuss and analyze the results
- All participants discuss each statement and reach a consensus on the score for each statement
可以使用的两种模式:
1.所有参与者自己填写评估，然后讨论和分析结果。2.所有参与者共同讨论每一项陈述，并就各项陈述的分数达成共识。
以上两种模式各有利弊。引导者需要基于群体动态、分布和时间，进行恰当的选择。
分析结果
Analyze the Results
After the participants have filled out the spreadsheet, or during the discussion in the second pattern, it is important to identify significant variances in opinion. The facilitator should review each area of disagreement and explore the differing views. These might stem from a different understanding of the statement itself, or from disagreement about where the group is in the specific dimension. The goal is to explore the differences to get better alignment of where improvement is needed.
在参与者填写完电子表格后，或者在第二种模式的讨论中，识别意见上的重大差异是非常重要的。引导者应该回顾分歧存在的每一个不同领域，并探索不同的观点。这些分歧可能源于对陈述本身的不同理解，或是对群体在特定维度中所处的位置。分析的目标是探索差异，以便更好地明确需要改进的地方。
In addition to the divergence, dimensions that the group has self-assessed as problematic should be explored to understand the reasons that drove people to score themselves low.
除了分歧之外，被小组自我评估为有问题的维度也应该进行探究，以理解促使参与者给自己组打低分的原因。
The facilitator should also be aware of the Dunning-Kruger effect, in which people tend to assess their ability as greater than what it really is. [2] This means that dimensions that seem unnaturally high might also require an examination to make sure the group understands the meaning of the statements in question.
引导者还应该意识到邓宁-克鲁格效应，在这种效应下，人们倾向于认为自己的能力水平要高于实际能力。[2] 这意味着看起来得分高得不自然的维度也可能需要检查，以确保小组理解讨论过程中相关陈述的含义。
If Agile Teams, ARTs, and Solution Trains contributed data, facilitators should use it to contrast against the LACE/leaders opinions of the findings.
如果敏捷团队、敏捷发布列车和解决方案列车提供了数据，引导者应该用它来与精益敏捷卓越中心/领导者对调查结果的观点进行对照。
识别增长机会
Identify Growth Opportunities
When the group has highlighted the problematic dimensions, it then needs to identify opportunities for improvement. The Business Agility Assessment download includes a set of recommendations for each statement, which can help drive the answer from False to True. Depending on the specific statement, the recommendations might include:
- Training
- Coaching
- Learning opportunities
- Various toolkits
当小组强调有问题的方面时，就需要找出改进的机会。上文的业务敏捷性评估下载文件中包括针对每个陈述的一组建议，这些建议有助于将答案从“假”变为“真”。根据具体陈述，建议可能包括:
培训
教练
学习机会
各种工具包
The group should explore these recommendations and choose the ones they believe are most relevant to their specific situation. Groups who are more advanced in their results can find guidance in the Accelerate article.
进行评估的小组应对这些建议进行探讨，并选择他们认为与具体情况最相关的建议。想对评估结果进行更深入分析的的小组，可以在加速这篇文章中得到进一步指导。
优先考虑并采取行动
Prioritize and Take Action
In the spirit of limiting Work in Process (WIP) (see SAFe principle #6) it is important to prioritize the opportunities and choose one or two that will provide the most value immediately.
本着限制在制品（WIP）的精神（参见SAFe原则#6），重要的是要优先考虑机会并选择一个或两个立即提供最大价值的机会。
Much like prioritizing Features in the Program Backlog uses economic ranking with Weighted Shortest Job First (WSJF), the same tool should also be used to identify the best opportunity to pursue.
就像在项目待办事项列表中对特性进行优先级排序一样，使用经济性排名和加权最短作业优先（WSJF），同样的工具也应用于确定最佳的追求机会。
For example, we can create a simple table to compare opportunities (three, in this case), as shown in Figure 2.
例如，我们可以创建一个简单的表来比较机会（在这种情况下为三个），如图2所示。
图2 – 用于计算WSJF的示例电子表格
This approach will help the group select the opportunities that have a high cost of delay (CoD) on the one hand, but can be delivered quickly on the other. For more details on how to prioritize in this way, read the WSJF article.
这种方法能够帮助团队选择延迟成本更高（CoD）但是发布更快的机会。关于如何以这种方法确定优先级的更多详细信息，我们可以阅读WSJF文章。
The prioritized opportunities must go into the LACE backlog, the Portfolio Backlog, or the Program Backlog to be worked on as soon as possible. The backlog of choice depends on the opportunity. For example, an opportunity to restructure ARTs by running a Value Stream and ART Identification Workshop will likely be on the LACE backlog, while a recommendation to train all Scrum Masters might belong in the program or the portfolio backlog. This depends on where the problems have been identified.
优先处理的机会必须放进精益敏捷卓越中心的待办事项列表，投资组合待办事项列表或项目待办事项列表中，以便尽快进行处理。而哪些可以进入待办事项列表要取决于机会。例如，通过运行“价值流”和“ ART识别工作坊”来重组ARTs的机会很可能会出现在精益敏捷卓越中心的待办事项列表中，而培训所有Scrum Master的建议则可能属于项目或投资组合的待办事项列表。这取决于发现问题的位置。
整合学习
Integrate Learning
The portfolio or the LACE should re-evaluate their progress toward business agility, probably every Program Increment (PI) or twice a year, and plan the next step. The rate of measurements depends on the opportunities pursued and how fast the portfolio can achieve progress on them to integrate learning and relentlessly improve.
投资组合或精益敏捷卓越中心应该每个项目群增量（PI）计划时或每年两次重新评估他们在业务敏捷性方面的进展情况，并进行下一步计划。衡量的速度取决于所追求的机会以及投资组合可以在多快的时间内取得进展，以整合学习并不断改进。
Creating a baseline of this assessment at the beginning of the transformation, and periodic assessments provide a trend of the improvement and allows the LACE to communicate successes.
在转换开始时创建此评估的基准，定期评估提供改进的趋势，并允许精益敏捷卓越中心交流成功。
庆祝成功
Celebrate Successes
One of the key motivations in multiplying milestones [1] is the ability to inspire people by creating multiple possibilities to celebrate achievements. There are many opportunities to celebrate: every time portfolios, ARTs, and teams move from one level to the next in each dimension; or even manage to change a single statement from False to True (or even to Mostly False). These and other events provide an opportunity for people to realize the achievement that the effort they put into the improvement.
里程碑[1]的主要动机之一是通过创造多种庆祝成就的可能性来激励人们的能力。有很多值得庆祝的机会：每一次投资组合，ARTs和团队在每个维度上从一个层次转移到另一个层次时，都需要庆祝。甚至设法将单个语句从False更改为True（甚至更改为Mostly False）。这些事件和其他事件为人们提供了一个机会，以实现他们为改进所付出的努力所取得的成就。
These milestones can also provide an opportunity for organizations to gamify the business agility journey. This, in turn, can motivate individuals and teams to intensify their focus on the activities that will drive them and their portfolio to achieve its goals. Celebrating successes creates the impetus for more improvement and advancement on the journey towards business agility.
这些里程碑还可以为组织提供机会来游戏化业务敏捷性之旅。反过来，这可以激励个人和团队将注意力集中在将推动他们及其投资组合实现其目标的活动上。庆祝成功为推动业务敏捷性发展提供了更多改进和进步的动力。
In addition, tying the improvement to changes in the global Lean Portfolio Management metrics (LPM) metrics (See the Lean Portfolio Management article for details), and celebrating improvements, connects the effort to the portfolio’s measures of overall success. This drives the entire portfolio to focus on measurement and growth and positive outcomes.
此外，将改进与全球精益投资组合管理指标（LPM）指标的变化联系起来（有关详细信息，请参见精益投资组合管理文章），并庆祝改进，将努力与投资组合的整体成功衡量联系起来。这促使整个投资组合将重点放在衡量和增长以及取得积极成果上。
了解更多
Learn More
[1] Heath, Chip and Dan. The Power of Moments: Why Certain Experiences Have Extraordinary Impact. Simon & Schuster.
[1] Heath，Chip和Dan。瞬间的力量：为什么某些经历会产生非凡的影响。西蒙和舒斯特。
[2] en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect Last updated: 28 September 2019.
[2] en.wikipedia.org/wiki/Dunning%E2%80%93Kruger_effect 原文最后一次更新于，2019年9月28日。关于度量表格，请关注微信公众号“IDCF助手”，回复关键词“敏捷度量”，即可下载。
- 感谢译者 -
本篇译文来自SAFe DevOps社群的三位群友。原文链接：https://v5preview.scaledagileframework.com/measure-and-grow/
李晓莉 敏捷教练曾就职于互联网、外企、民企。担任过IT项目中的很多角色，历任PMO、敏捷推动者、PO Proxy、 敏捷Iteration Manager、测试负责人等。敏捷资深爱好者。爱好徒步、打羽毛球、旅游、拉小提琴，正在培养跑步爱好。
郑奕 中软华为软开云敏捷教练曾就职于外企、民企、互联网。历任PO、Scrum Master、Agile Coach。从零到一构建敏捷项目体系并打造敏捷团队，有跨国家和地区敏捷团队管理经验。资质认证：CSP-Scrum Master，PMP，PBA。爱好长跑、瑜伽。
贾磊：高级质量经理&敏捷教练
曾就职于外企、国企、大型上市企业等，担任过测试工程师、测试经理、项目经理、敏捷教练、质量总监、高级质量经理等岗位。是一名敏捷变革的爱好者和践行者。爱好网球、羽毛球。
