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by Simon Reindl, Stephanie Ockerman
Mastering Professional Scrum: A Practitioner’s Guide to Overcoming Challenges and Maximizing the Benefits of Agility
Cover Page
About This eBook
Half-Title Page
Series-Page
Title Page
Copyright Page
Dedication
Contents
Foreword by Ken Schwaber
Foreword by Dave West
Introduction
Scrum Provides a Way Forward, If Pursued With Professionalism
Who Should Read This Book
How This Book is Organized
Call to Action
Acknowledgments
About the Authors
1. Continuously Improving Your Scrum Practice
Focus on Seven Key Areas to Improve Your Scrum Practice
Growing Scrum Requires a Team to Improve Other Capabilities
A Process for Continuous Improvement
Summary
Call to Action
2. Creating a Strong Team Foundation
Forming a Team Identity
What Makes a Good Team Member?
Who Should Be on a Scrum Team?
How Do Scrum Teams Form Working Agreements?
What Does Self-Organization Look Like?
How Do Scrum Teams Collaborate?
How Do Teams Progress?
Summary
Call to Action
3. Delivering “Done” Product Increments
What is a Definition of “Done”?
Using Sprint Goals to Get to “Done”
Getting PBIs to “Done” Earlier in the Sprint
Limiting Work Items in Progress
Building in Quality From the Beginning
Quality Metrics
Tackling Technical Debt
Summary
Call to Action
4. Improving Value Delivered
What is Value?
Delivering Faster Is a Good Start, But Not Enough
Product Value and the Scrum Team
Using the Product Vision to Enliven Team Purpose, Focus, and Identity
Measuring Value
Inspecting and Adapting Based on Feedback
Summary
Call to Action
5. Improving Planning
Planning With a Product Mindset
Creating Alignment
Product Backlog Refinement
Planning a Sprint
How Far Ahead to Refine
Planning Releases
Summary
Call to Action
6. Helping Scrum Teams Develop and Improve
Using the Sprint Retrospective to Uncover Areas for Improvement
Identifying and Removing Impediments
Growing Individual and Team Capabilities
Being an Accountable Scrum Master
Summary
Call to Action
7. Leveraging the Organization to Improve
Organizations Need to Evolve to Succeed
Developing People and Teams
Getting Comfortable with Transparency
A Culture of Accountability, Not a Culture of Blame
Letting Go of (the Illusion of) Control
The Real Power of the Iron Triangle
Funding Initiatives
“Being Agile” is Not the Goal
Nail it Before you Scale it
Summary
Call to Action
8. Conclusion and What’s Next
Business Agility Requires Emergent Solutions
Call to Action
A. A Self-Assessment for Understanding Where You Are
Business Agility
Effective Empiricism with Scrum
Effective Teamwork with Scrum
Analysis of Assessment Answers
B. Common Misconceptions About Scrum
Scrum Is Not a Methodology or a Governance Process
Index
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