Fowler Navigating Hybrid Scrum Environments

Understanding the Essentials, Avoiding the Pitfalls
1. ed
ISBN: 978-1-4842-4164-6
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 125 Seiten

Know the details of each part of Scrum so you can understand the purpose each part serves in the framework. Many books describe the 'what' part of Scrum, but few explain the 'why.' Every part of the Scrum framework is important. You need to know the purpose behind each of the parts of the Scrum framework to reap all of its benefits.
This book uses stories and examples to provide the understanding of Scrum that is necessary to avoid failure in an Agile transformation effort, and fills an important gap in the existing body of literature about the Scrum framework. Advanced topics also are covered: scaled Scrum, Scrum for projects, and Scrum for the program and portfolio level.

What You'll LearnUse the Scrum framework more effectively, especially if you are working in a 'hybrid' Scrum environment
Understand what to expect from the Scrum framework, how to support it in your organization, and how to measure and maximize results
Study Scrum and pass Scrum Master certification tests given by Scrum.org

Who This Book Is For

Management professionals, existing Scrum masters, product owners, and Scrum developers, and beginners looking to learn Scrum 

Fred Fowler has been developing software in Silicon Valley for more than 35 years and has been using the Scrum Framework since 2006. He is one of only about 50 individuals in the USA who holds the prestigious 'Professional Scrum Master level III' (PSM III) certification awarded by Scrum.org. In 2013 he left his post as VP and CIO of a Silicon Valley 150 company to devote his time to teaching and coaching Scrum/Agile. Since then he has helped both startups, not-for-profits, and Fortune 500 organizations, teaching more than 300 people in the USA, India, China, and Central America.

Autoren/Hrsg.

Fowler, Frederik M.

Inhaltsverzeichnis

1;Contents;5
2;About the Author;7
3;Acknowledgments;8
4;Introduction: The “Why” Part of Scrum;9
5;Part I: The Overall Approach Behind Scrum;12
5.1;Chapter 1: What Is Scrum?;13
5.1.1;The Definition of Scrum;15
5.1.2;Methodologies and Frameworks;16
5.1.3;Complex Problems;17
5.1.4;Software Development Is a Complex Problem;18
5.1.5;Summary;18
5.2;Chapter 2: Scrum Theory;19
5.2.1;How Effective Is the Scrum Framework?;21
5.2.2;Summary;22
5.3;Chapter 3: Scrum and Waterfall;23
5.3.1;What Could Possibly Go Wrong?;24
5.3.2;The .CSS File from H*LL.;28
5.3.3;A Small Change;30
5.3.4;Summary;31
6;Part II: The Components of Scrum: The Scrum Roles;33
6.1;Chapter 4: The Scrum Team;34
6.1.1;Products, Not Projects;35
6.1.2;Cross-functionality;36
6.1.3;Self-organization;37
6.1.4;Summary;39
6.2;Chapter 5: Scrum Team Roles;40
6.2.1;The Product Owner;41
6.2.2;Product Owner Characteristics;41
6.2.3;Common Product Ownership Dysfunctions;43
6.2.3.1;The Product Owner as PM;43
6.2.3.2;The Product Owner “Committee”;44
6.2.3.3;The Product Owner Without a Product;45
6.2.4;Product Owner Commitments;46
6.2.5;Summary;47
6.3;Chapter 6: The Scrum Development Team;48
6.3.1;Self-organization;50
6.3.2;Team Size;52
6.3.3;Colocation vs. Geographic Distribution;54
6.3.4;Summary;54
6.4;Chapter 7: The Scrum Master;55
6.4.1;Teaching People to Solve Their Own Problems;57
6.4.2;Servant Leadership;57
6.4.3;Impediments;58
6.4.4;Summary;60
7;Part III: The Components of Scrum: The Scrum Artifacts;61
7.1;Chapter 8: Scrum Artifacts;62
7.1.1;The Sprint Increment;63
7.1.2;Summary;64
7.2;Chapter 9: The Product Backlog;65
7.2.1;The Definitive “Wish List” for a Product;65
7.2.2;The “User Story” Form;67
7.2.3;Acceptance Criteria;68
7.2.4;Other Forms: Behavior-Driven Development;69
7.2.5;The Product Backlog as a Forecasting Tool;70
7.2.6;The Product Backlog as a Status Reporting Tool;71
7.2.7;Summary;72
7.3;Chapter 10: The Sprint Backlog;73
7.3.1;The Scrum (Kanban) Board;74
7.3.2;The Sprint Burndown Chart;75
7.3.3;Summary;76
8;Part IV: The Components of Scrum: The Scrum Events;77
8.1;Chapter 11: Scrum Events;78
8.1.1;“Time-boxing”;80
8.1.2;Summary;81
8.2;Chapter 12: The Sprint;82
8.2.1;Sprints Are Continuous and Contiguous: They Keep on Going and There Is No “in Between”;83
8.2.2;Sprints Must All Produce “Done” Increments of Product;83
8.2.3;Once Agreed To, the Length of the Sprint Should Not Be Changed;84
8.2.4;Every Sprint Is Like Every Other Sprint; There Are No “Special” Sprints;85
8.2.5;The Definition of “Done”;86
8.2.6;Summary;87
8.3;Chapter 13: The Sprint Planning Meeting;88
8.3.1;Defining the Sprint Goal;88
8.3.2;Selecting PBIs;89
8.3.3;Creating the Sprint Backlog;89
8.3.4;Understanding the Development Team’s Capacity;90
8.3.5;Story Points;91
8.3.6;Product Backlog Refinement;92
8.3.7;Summary;93
8.4;Chapter 14: The Daily Scrum;94
8.4.1;Common Dysfunctions in a Daily Scrum;95
8.4.2;Summary;97
8.5;Chapter 15: The Sprint Review;98
8.5.1;A Common Misconception;98
8.5.2;The True Purpose of the Sprint Review;99
8.5.3;An Example;100
8.5.4;Summary;101
8.6;Chapter 16: The Sprint Retrospective;102
8.6.1;The Three Questions;103
8.6.2;Summary;105
9;Part V: Conclusion;106
9.1;Chapter 17: Conclusion;107
10;Appendix A: Scrum for Projects;110
10.1;Measuring Value;111
10.2;Summary;113
11;Appendix B: Scaled Scrum;114
11.1;Why Have More Than One Team Work on a Product?;115
11.2;Cross-functionality vs. Self-organization;116
11.3;The Nexus Framework;116
11.4;Summary;118
12;Appendix C: Scrum for the Program and Portfolio Levels;119
12.1;The Product Owner Is an Investor;120
12.2;Program and portfolio owners Should Be Investors Too;121
12.3;Summary;122
13;Index;123