通过冗余减少瓶颈
Reduce bottlenecks through redundancy
备注：是技能的冗余，而不是人员的冗余
当一个团队或个人的工作太多，无法及时处理时，项目就会出现瓶颈。
Bottlenecks occur on your project when there is too much work going into one team or person than can be handled in a timely fashion.
例如，如果所有故事都需要经历QA（质量保证）周期，并且有四个开发人员完成故事，一个QA人员，那么如果QA人员无法跟上四个开发员的工作进度，那么他们很快就会成为瓶颈。
For example, if all stories need to go through a QA (quality assurance) cycle, and you have four developers completing stories and one QA person, then the QA person will quickly become a bottleneck if they cannot keep up with the work for the four developers.
因此，故事通过QA的时间比预期的要长，这将导致团队的整体生产力降低。
As a result, stories will take longer to get through QA than expected, which will cause the overall productivity of the team to slow.
当团队过于专业化时，很容易出现瓶颈，并且在工作时也会在责任之间划出硬线。
Bottlenecks are apt to happen when teams are overly specialized and also draw hard lines between responsibilities when they work.
防止瓶颈的最佳方法是在您选择或培训团队时创建冗余，以便人们愿意并能够作为替代角色参与其中，而这些角色可能不是他们的主要职能。
The best way to prevent bottlenecks is to create redundancy when you are choosing or training your team so that people are willing and able to pitch in as an alternate on roles that may not be their primary function.
在第10章中，我将讨论项目负责人如何通过填补空白来加快移交【递手传球】。
In chapter 10, I will talk about how project leaders can expedite handoffs by plugging gaps.
当他们填补空白时，项目负责人就充当了这些任务的冗余层。
When they are plugging gaps, the project leader is acting as a redundant layer for those tasks.
其他团队成员也可以接受培训或准备好同样这么做。
Other team members can be trained or prepared to do the same.
在产品开发团队中，产品所有者和设计师可以帮助进行QA测试。
In product development teams, product owners and designers can help with QA testing.
后端开发人员可能会参与前端工作。
Back-end developers may be able to pitch in on front-end work.
开发人员可以帮助编写故事并解决验收标准。
Developers can help to write stories and flush out acceptance criteria.
当您在团队中创建技能组冗余，并设定团队中的个人在工作没有以最佳速度进行时能够并且应该相互支持的期望时，您可以降低与瓶颈相关的风险。
When you create redundancy in skill sets across your teams, and you set expectations that individuals on the team can and should support one another when work is not moving at an optimal pace, you reduce the risk associated with bottlenecks.
这实际上是敏捷工作流看板风格的主要原则之一。
This is actually one of the primary tenets of the Kanban style of Agile workflows.
当太多的故事被“卡住”在一个特定的状态，并违反了该状态的WIP（在制品）限制时，团队中的每个人都应该努力使WIP任务计数达到合理的数字。
When too many stories get “stuck” in a particular status and violate the WIP (work in progress) limit for that status, then everyone on the team is expected to pitch in to bring the WIP task count to a reasonable number.
当选择项目团队时，一位热心的项目领导者会考虑冗余，并选择适当的资源平衡，以及冗余技能来为项目的成功做好准备。
A keen project leader will think about redundancy when the team for the project is being chosen and choose the right balance of resources, with redundant skills to set the project up for success.
在我职业生涯的几个阶段，我实际上是在我自己项目中的瓶颈。
I was actually the bottleneck on my own project at several points in my career.
未完待续
