[{"data":1,"prerenderedAt":1008},["ShallowReactive",2],{"/ja-jp/the-source/platform/why-your-development-team-should-plan-small-to-deliver-big/":3,"footer-ja-jp":34,"the-source-banner-ja-jp":344,"the-source-navigation-ja-jp":356,"the-source-newsletter-ja-jp":383,"article-site-categories-ja-jp":394,"why-your-development-team-should-plan-small-to-deliver-big-article-hero-category-ja-jp":396,"why-your-development-team-should-plan-small-to-deliver-big-the-source-source-cta-ja-jp":418,"why-your-development-team-should-plan-small-to-deliver-big-category-ja-jp":433,"why-your-development-team-should-plan-small-to-deliver-big-the-source-resources-ja-jp":445,"why-your-development-team-should-plan-small-to-deliver-big-article-hero-author-ja-jp":459},{"_path":4,"_dir":5,"_draft":6,"_partial":6,"_locale":7,"config":8,"seo":13,"content":17,"type":25,"category":5,"slug":26,"_id":27,"_type":28,"title":29,"_source":30,"_file":31,"_stem":32,"_extension":33},"/ja-jp/the-source/platform/why-your-development-team-should-plan-small-to-deliver-big","platform",false,"",{"layout":9,"template":10,"author":11,"featured":6,"sourceCTA":12},"the-source","TheSourceArticle","amanda-rueda","source-lp-navigating-a-smooth-transition-to-agile-planning",{"title":14,"description":15,"ogImage":16},"開発チームが大きな成果を成し遂げるためには、小規模な計画を立てるべき理由","四半期ごとの製品計画を戦略的に立てることで、長期的な目標に向けて有意義な進展を促進し、組織の成功を最大化する方法をご紹介します。","https://res.cloudinary.com/about-gitlab-com/image/upload/v1751464024/paqecyxpszplzdwohg9d.png",{"title":14,"date":18,"description":15,"timeToRead":19,"heroImage":16,"keyTakeaways":20,"articleBody":24},"2025-01-22","5分で読めます",[21,22,23],"組織の目標を達成するためには、戦略的な四半期計画を立てることが不可欠です。これにより、リソースを調整し、大きな影響を及ぼす仕事にチームを集中させ、長期的な目標に向けて有意義な進展を促進できます。","四半期計画を成功させるには、目標を会社のビジョンと一致させること、多様なインサイトを採り入れること、大規模なプロジェクトを小さな単位に分割することに加え、実施内容を長期的な成功メトリクスに継続的に結び付ける必要があります。","効果的に計画を立てるには、目標と整合性を取るための方針管理フレームワークの採用、漸進的なプランニングの奨励、早期段階でのチームの関与により得られる効果の活用、顧客からのフィードバックの重視、適切なメトリクスによる成功の測定を行うことが必要です。","_達成可能だと思う規模よりも小規模な計画を立てましょう。_\n\nこの直感に反するようなアドバイスは、意欲的な目標設定に関してご存知のことすべてと相反するように聞こえるかもしれません。しかしながら、ソフトウェア開発のロードマップを計画する際にこの原則を守ることで、多くの場合、より大きな成功を達成できます。なぜでしょうか？効果的な四半期計画とは、機能や技術目標をできるだけ詰め込んだものではなく、日々実施するエンジニアリング作業を長期的な製品ビジョンに戦略的に結び付けるものだからです。\n\n組織が四半期ごとの計画を単に定期的に行う作業ではなく、前進に向けた強力な原動力とみなすことで、野心的な目標を達成可能なステップへと細分化し、実践内容を会社のビジョンと結び付け、顧客のフィードバックをすべての意思決定の中核に置くという、実証されたアプローチを取ることができます。\n\n## 真に戦略的な四半期計画を行うには？\n四半期計画の目的は、単に今後数か月間の目標や優先事項を決めることではありません。それらの目標や優先順位を、組織における全体的なビジョンや戦略と一致させることが重要です。四半期計画は、会社の長期的な目標と、各チームの仕事がその目標にどのように貢献するかを明確に理解した上で実施すべきです。そのためには、戦略的な四半期計画は以下の条件を満たすものでなければなりません。\n\n- 日々のタスクを、影響の大きいビジネス成果に結び付ける\n- 大規模なプロジェクトを、それぞれ価値をもたらす小さな単位に分割する\n- 多様な専門知識を持つチームによるインサイトを採り入れる\n- 実際のユーザーや顧客のニーズに根ざした内容である\n- 日々の作業と長期的な成功メトリクスを結び付ける\n\nこのようなアプローチを取ることで、進捗状況の追跡、変化へのダイナミックな対応、会社のビジョンに沿った成功を実現しやすくなります。**四半期計画のサイクルを正しく行えた場合、チームは明確な成果と成果物（明確に定義された目標、優先順位付けされたロードマップ、割り当て済みのタスク、成功に向け合意済みのメトリクスなど）を定義できているはずです。**それでは、成果をもたらし、チームのモチベーションと連携を保つ戦略的な四半期計画を立てて、実施する方法について見ていきましょう。\n\n## 四半期計画を成功させるためのヒント\nこれまで各業界のリーダーや同業者と話し合う中で、組織の規模を問わず、四半期計画のプロセスにおいて最大限の可能性を引き出すのに役立つ、いくつかの重要な実践方法が明らかになりました。\n\n### 四半期ごとの目標を全体的なビジョンと合わせる\nプロダクトマネジャー（PM）との会話で頻繁に出てくるテーマは、四半期ごとの目標をより広範な会社の目標に結び付ける必要性です。自分の業務が全体像においてどこに位置するかを把握できれば、もっとも重要な作業に優先順位を付けやすくなります。あるPMは_「四半期計画の目的は、単に何かを成し遂げることではなく、引き続き正しい方向に向かっているかどうかを確認することです」と述べました。_\n\nそのために役立つのが_[方針管理](https://www.leanproduction.com/hoshin-kanri/)_フレームワークです。日本の経営手法から生まれた方針管理は、組織のあらゆる部分が会社のもっとも重要な目標と合致していることを保証します。大局的な目標を実行可能かつ測定できるステップに分解し、それをチーム間で連鎖させます。このフレームワークは日々のタスクを戦略的な成果に結び付けることで、チームメンバー全員に明確な目的意識を与え、各メンバーの業務がどのように組織の成功に貢献するかを理解できるようにします。\n\n_**プロによるアドバイス**：会社の[OKR（Objective and Key Results）](https://docs.gitlab.com/ee/user/okrs.html)を製品ロードマップと結び付けるプラットフォームを活用しましょう。チーム間で足並みをそろえて集中力を高め、開発タスクと大局的な目標とのつながりをツール内で直接明確にできる効果的な方法です。_\n\n### 小規模な計画によって多くのことを達成する：イテレーションの技術\n先程お伝えした「小規模な計画を立てる」という、直感に反するようなアドバイスを思い出してください。なぜこの方法だとうまくいくのでしょうか？仕事というのは、必ず想定よりも拡大するものです。どんなに綿密に四半期計画を立てたとしても、すべての課題や機会、優先順位の変化を予測することは不可能です。だからこそ、小規模な計画を立てることで大きな結果を得られます。チームが成功するためには、リーダーは漸進的なプランニングを奨励する文化を推進する必要があります。チームが、達成できないことを恐れることなく、野心的な目標を達成可能な小さなステップに分解し、[反復的に](https://handbook.gitlab.com/handbook/values/#iteration)考えられるようにすることで、学ぼうという心構えと迅速なフィードバックに適応する姿勢が育まれます。\n\n_[バーティカルスライス](https://careers.webjet.com.au/category/agile/)_を行って、プロジェクトをエンドツーエンドの価値を提供する小さな断片に細分化することをおすすめします。たとえば、チームにおいて製品メトリクスを追跡するためにダッシュボードを構築しているとします。その場合、各イテレーションにおいて、ユーザーへの価値を提供する小さなバーティカルスライスが提供されるように計画を最適化します。\n\n1. データパイプラインを構築して、ユーザーエンゲージメントのような主要メトリクスを1つ収集して表示する\n1. データのフィルタリングと並べ替えの機能を追加する\n1. 経時的なトレンドの可視化機能を導入する\n1. ユーザーからのフィードバックをもとにしたカスタムオプションによってダッシュボードを拡張する\n\nこのように機能を追加していくことで、全体的な目標を見失うことなく、小規模なレビュー、早い段階でのテスト、より迅速なフィードバックの獲得、小さな単位での価値の提供を実現できます。\n\n_**プロによるアドバイス**：ご利用のツールのネストされた作業アイテムフレームワークを使用すると、明確なワークストリームを作成できるだけでなく、進捗状況を効率的に追跡できます。たとえばGitLabの場合は、エピックやイシュー、タスクを使用して、包括的な目標との整合性を維持できます。_\n\n### 早い段階でチーム全体を巻き込む\nプロセスの早期段階で関係者を巻き込まずに、単独で計画を立てることは、計画サイクルにおいてお客様がよく陥りがちな間違いです。エンジニア、デザイナー、その他の主要な関係者から独自のインサイトを収集することで、より優れたソリューションを構築し、後で驚かされるような事態を防止できます。\n\n[専門家](https://www.producttalk.org/2024/06/product-trios/)によると、さまざまな専門知識を持つメンバーがいるチームでは、革新的なアイデアが生まれやすいそうです。エンジニアは技術的な制約や機会を早い段階で見つけられます。また、デザイナーは意思決定を行う際に、ユーザーエクスペリエンスを中心に考えるよう喚起してくれます。早期にコラボレーションすることで、下流工程での摩擦が減り、解決すべき問題にチームが注力でき、納期が早まります。\n\n_**プロによるアドバイス**：リアルタイムの可視性を備えた単一のエンドツーエンドのソフトウェア開発プラットフォームを使用すれば、効果的にコラボレーションし、最初から整合性が確保され、他部門と連携が取れた状態で意思決定を行うことができます。_\n\n### 顧客からのフィードバックを中心に計画を立てる\n顧客の声に耳を傾けなければ、仮定に基づいて計画を立てるということになります。定期的に顧客と関わっているプロダクトオーナーは、本当に重要なことをもっとも把握している立場にいるため、計画における決定事項が実際のユーザーニーズに基づいているかどうかを確認できます。\n\nここで活用できるのが、もう1つの重要な計画手法である_[デュアルトラックアジャイル](https://medium.com/@daviddenham07/dual-track-agile-the-secret-sauce-to-outcome-based-development-601f6003ea73)_です。この手法では、製品開発を並行した2つのトラックに分割します。\n\n- **ディスカバリー**：インサイトを収集してアイデアを検証し、可能性のあるソリューションを模索する\n- **デリバリー**：検証済みのソリューションを構築し、出荷する\n\nデュアルトラックアジャイルを採り入れると、チームはプロセスを止めたり遅らせたりすることなく、ユーザーや顧客からのインサイトを収集することに注力できます。たとえば、あるチームが顧客にインタビューしてアイデアをもとにプロトタイプを構築している間に、別のチームが検証済みのニーズに基づいて機能の開発に取り組めます。これにより、チームは常に適切な問題に取り組みつつ、安定したケイデンスでデリバリーできます。\n\n_**プロによるアドバイス**：[ワークストリーム全体でのシームレスなコラボレーション、優先順位付け、インサイトの共有](https://about.gitlab.com/ja-jp/solutions/visibility-measurement/)をサポートするツールを使用すれば、顧客からのフィードバックをもとにあらゆる意思決定を行い、ユーザーニーズとビジネス目標に沿って作業を進められます。_\n\n### 適切なメトリクスを使用して成功を測定する\nメトリクスは単なる数値ではなく、四半期ごとの目標が会社の戦略的目標とどれだけ緊密に合致しているかを把握するためのものです。\n\n開発チームにとって、_[DORAメトリクス](https://about.gitlab.com/ja-jp/solutions/value-stream-management/dora/)_を使用することで、効率性と信頼性に関する強力なインサイトを得られます。チームはボトルネックを特定してワークフローを改善し、予定していたスケジュールどおりに納品できます。これらの運用メトリクスを顧客満足度や機能のアドプションなどのビジネスメトリクスと組み合わせれば、日々の作業内容と長期的な成功を関連付けられます。信頼性の高い測定方法を採用することで、四半期中に軌道修正しやすくなり、レトロスペクティブプロセスを行う際の判断材料となります。何がうまくいき、何がうまくいかなかったのかを振り返ることで、四半期計画のアプローチを継続的に改善し、戦略的な目標に注力し続けられます。\n\n_**プロによるアドバイス**：DORAメトリクスやその他のバリューストリーム分析を[包括的なインサイトダッシュボード](https://about.gitlab.com/blog/data-driven-devsecops-exploring-gitlab-insights-dashboards/)に表示すれば、カスタマイズ可能なデータドリブンのビューで、アイデアを実現するためにかかる時間を簡単に追跡できます。_\n\n## まとめ：最適な四半期計画を立てよう\n四半期計画は、単にタスクの整理や期限の順守をするためのものではありません。チームの取り組みを会社のもっとも戦略的な目標と合致させるためのものです。\n\n目標を全体的なビジョンに結び付け、顧客から得たインサイトを採り入れ、コラボレーションの文化を育むことで、四半期ごとの目標を達成できるようになり、長期的な成長と成功が促進されます。","article","why-your-development-team-should-plan-small-to-deliver-big","content:ja-jp:the-source:platform:why-your-development-team-should-plan-small-to-deliver-big.yml","yaml","Why Your Development Team Should Plan Small To Deliver Big","content","ja-jp/the-source/platform/why-your-development-team-should-plan-small-to-deliver-big.yml","ja-jp/the-source/platform/why-your-development-team-should-plan-small-to-deliver-big","yml",{"_path":35,"_dir":36,"_draft":6,"_partial":6,"_locale":7,"data":37,"_id":340,"_type":28,"title":341,"_source":30,"_file":342,"_stem":343,"_extension":33},"/shared/ja-jp/main-footer","ja-jp",{"text":38,"source":39,"edit":45,"contribute":50,"config":55,"items":60,"minimal":332},"GitはSoftware Freedom 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