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ScrumMaster Study Guide [Hardback]

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(Founder, Artisan Software Consulting, Lafayette Hill, Pennsylvania, USA)
  • Formāts: Hardback, 236 pages, height x width: 234x156 mm, weight: 544 g, 9 Tables, black and white; 27 Illustrations, black and white
  • Sērija : Applied Software Engineering Series
  • Izdošanas datums: 13-Dec-2011
  • Izdevniecība: Taylor & Francis Inc
  • ISBN-10: 1439859914
  • ISBN-13: 9781439859919
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  • Cena: 93,72 €
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ScrumMaster Study GuidePalielināt
  • Formāts: Hardback, 236 pages, height x width: 234x156 mm, weight: 544 g, 9 Tables, black and white; 27 Illustrations, black and white
  • Sērija : Applied Software Engineering Series
  • Izdošanas datums: 13-Dec-2011
  • Izdevniecība: Taylor & Francis Inc
  • ISBN-10: 1439859914
  • ISBN-13: 9781439859919
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9781439859919.html
Keywords:
Based on the author's experience teaching Certified Scrum Master classes, this volume provides detailed answers to common question about the Scrum process and general and specific principles of agile software development. Beginning with a practical guide to Scrum, the work covers topics such as release planning, backlog grooming, sprint planning meetings, daily scrum meetings, review meetings, and backlog agreements. The second portion of the work covers frequently asked questions on agile development, scrum processes, product management, and agile development dysfunctions. Schiel is a professional software development trainer. Annotation ©2012 Book News, Inc., Portland, OR (booknews.com)

Examining the questions most commonly asked by students attending Certified Scrum Master (CSM) and Certified Scrum Product Owner (CSPO) classes, The ScrumMaster Study Guide provides an accessible introduction to the concepts of Scrum and agile development. It compiles the insights gained by the author in teaching more than 100 CSM classes and countless seminars.

Describing how to sell agile development to upper management and customers, the book illustrates real-world implementation of agile development, addressing the roles and responsibilities of each team member as well as some of the things that can go wrong in an implementation.

  • Focuses on running Scrum projects in an agile environment
  • Covers agile development, team building, and transitioning to Scrum and agile
  • Explains how to adapt Scrum and agile to your work environment
  • Describes how to measure individual and team productivity
  • Illustrates the functions of a Scrum team on a day-to-day basis

This book is intended for newly minted ScrumMasters, product owners, and students about to attend a CSM or CSPO class as well as developers and managers who want to sharpen their skills. Scrum is a simple framework and agile development is simply a concept; successful implementation requires more than just the training you can get in a CSM class or a workshop. Helping you understand key aspects of agile development and Scrum that might have previously been difficult to comprehend, this book is the ideal starting point for finding the answers you need for agile software development in your organization.

Preface xiii
Acknowledgments xv
About the Author xvii
Chapter 1 Introduction
1(6)
SECTION I The Practical Guide to Scrum
Chapter 2 An Agile Product Development Life Cycle
7(2)
Chapter 3 Release Planning and "Iteration Zero"
9(14)
Introduction
9(2)
Product Backlog Preparation
11(4)
Setting the Sprint Schedule
15(1)
Staffing of Scrum Teams
16(2)
Training of Scrum Teams
18(1)
Review/Revise DONEness Definition
19(1)
Creation (or Updating) of the Architecture Definition
20(1)
Grooming for the First Sprint
21(1)
Reference
21(1)
Endnotes
22(1)
Chapter 4 Backlog Grooming
23(6)
Introduction
23(1)
Preparing for the Backlog Grooming Workshop
24(1)
Setting Up the Backlog Grooming Workshop
25(1)
Facilitating the Backlog Grooming Workshop
26(1)
Wrapping Up the Backlog Grooming Workshop
27(2)
Chapter 5 The Sprint Planning Meeting
29(12)
Introduction
29(1)
Preparing for the Sprint Planning Meeting
29(1)
Setting Up the Sprint Planning Meeting
30(2)
For a Single-Part Planning Meeting
30(1)
For Multipart Planning Meetings
31(1)
Facilitating the Sprint Planning Meeting
32(8)
For Single-Part Planning Meetings ("Commitment-Based Planning")
33(4)
For Two-Part Planning Meetings ("Velocity-Based Planning")
37(1)
For Two-Part Noncolocated Planning Meetings
38(2)
Wrapping Up the Sprint Planning Meeting
40(1)
Endnotes
40(1)
Chapter 6 The Daily Scrum Meeting
41(8)
Introduction
41(1)
Preparing for the Daily Scrum
41(2)
The Standard Daily Scrum (All Team Members in One Location)
43(1)
The Tokenized Daily Scrum (All Team Members in One Location)
44(1)
The Slightly Remote Daily Scrum
45(1)
The Completely Remote Daily Scrum
46(1)
Endnotes
47(2)
Chapter 7 The Sprint Review Meeting
49(6)
Introduction
49(1)
Preparing the Sprint Review Meeting
49(1)
Setting Up the Sprint Review Meeting
50(1)
Facilitating the Sprint Review Meeting
51(2)
Wrapping Up the Sprint Review Meeting
53(1)
Endnotes
54(1)
Chapter 8 The Sprint Retrospective Meeting
55(6)
Introduction
55(1)
Preparing for the Sprint Retrospective Meeting
55(2)
Setting Up the Sprint Retrospective Meeting
57(1)
Facilitating the Sprint Retrospective Meeting
58(2)
Wrapping Up the Sprint Retrospective Meeting
60(1)
Endnote
60(1)
Chapter 9 Creating Backlog Agreements
61(4)
Endnote
64(1)
Chapter 10 Practical Advice to End the Practical Guide
65(4)
SECTION II Questions Frequently Asked in CSM Training
Chapter 11 About Agile Development
69(14)
Introduction
69(1)
Do Agile Projects Have End Dates?
70(2)
What if My Customers Do Not Want Early and Frequent Delivery?
72(2)
Can You Do Agile Development Without Scrum Teams?
74(1)
What is the Difference Between Agile and Scrum?
75(1)
What is the Difference Between a User Story and a Use Case?
76(2)
Is Time for Research Part of the Iteration?
78(1)
What Happens if We Discover Something We Should Have Done Differently?
79(2)
How Do I Communicate Expectations beyond the Product Owner?
81(1)
References
82(1)
Endnotes
82(1)
Chapter 12 About Scrum
83(24)
Introduction
83(1)
Is Scrum of Value with Pure Infrastructure or Commercial, Off-the-Shelf (COTS) Software Projects?
84(3)
When is Scrum Not a Good Methodology to Use?
87(2)
Does the Product Backlog Contain All Requirements/Stories?
89(1)
Does Using Scrum Mean There Is No Reason for Management?
89(3)
What Are the Differences Between Scrum and XP?
92(2)
How Do You Handle Multiple-Team Coordination in Scrum?
94(2)
Scrum of Scrums
94(1)
Coordinating Scrum-of-Scrums (CSoS)
95(1)
How Does a Scrum Team Self-Organize with Regard to Assigning Tasks?
96(1)
Does Swarming on Small Stories Increase or Decrease Productivity?
97(3)
Scrummasters: Technical Background or Project Management Background?
100(2)
Scrum Means Less Documentation---What Should I Do with Existing Documentation?
102(4)
Reference
106(1)
Endnote
106(1)
Chapter 13 Using Scrum
107(38)
Introduction
107(1)
How Many Scrum Teams Can a Product Owner Have?
107(3)
Scheduling
108(1)
Backlog Management
108(1)
Team Interactions
109(1)
What Do You Do When the Product Owner Will Not Engage?
110(1)
What Tools Assist in a Scrum Project?
111(5)
Tooling and Tools
111(4)
A Cautionary Word about Backlog Management Tools
115(1)
Does Scrum Work by Itself?
116(1)
What is Sprint Zero, and How Do I Use It?
116(2)
Within a Project, Can Sprint Lengths Be Different?
118(2)
Can I Use the V Model in My Sprints?
120(1)
How Do You Keep Daily Scrums Working after Several Sprints?
121(6)
How Do I Keep Team Members Engaged during Sprint Planning?
127(1)
What Should I Do if My Team Is Highly Specialized?
128(3)
Can New Items Be Introduced during the Sprint?
131(2)
How Do I Handle Stories That Are Started but Cannot Be Finished in a Sprint?
133(3)
How Should I Handle Urgent Requests in the Middle of a Sprint?
136(2)
How Should I Handle a Sick or Otherwise Absent Team Member?
138(2)
How Can Scrum Be Applied in a Test Team?
140(1)
How Does System Testing Fit in Scrum?
141(3)
Reference
144(1)
Endnotes
144(1)
Chapter 14 Agile Product Management
145(36)
What is the Release Backlog?
145(1)
How Do I Determine Project Budget from a Product Backlog?
145(5)
Velocity-Based Commitments
148(1)
T-Shirt Sizing
149(1)
How Do You Balance Customer Requirements against Technical Requirements?
150(6)
Approach 1 Tax the Functionality
153(1)
Approach 2 Build Infrastructure into the Backlog
153(3)
How Do You Forecast Completion in a Backlog Filled with Epics?
156(4)
How Can I Incorporate User Interface Style Guides?
160(1)
How Do I Manage Risk in the Agile Project?
161(10)
What About the Project Manager?
171(1)
How Do I Start a Product From Scratch?
172(8)
Step 1 Create the Product Vision
173(1)
Step 2 Build the Initial Product Backlog
174(2)
Step 3 Create the Initial Architectural Design
176(1)
Step 4 Groom the Product Backlog
177(1)
Step 5 Moving Forward
177(3)
Reference
180(1)
Endnotes
180(1)
Chapter 15 Agile Development Dysfunctions
181(24)
Introduction
181(1)
We Do Functional Specifications and Use Agile for Design/Build: Is That Wrong?
181(3)
I Constantly Have to Remind My Team about Doneness
184(7)
Train
185(2)
Trust
187(1)
Motivate
187(1)
Discipline
188(3)
What Do I Do if the Functional Manager Is Still Assigning Tasks within the Sprint?
191(1)
What if a Manager is Giving Work to a Scrum Team Member from Outside the Sprint?
192(5)
My Daily Scrum Has Turned into a 1-Hour Status Meeting! Why?
197(2)
What Does It Look Like When a Scrum Team Is Failing?
199(5)
Failure Mode 1 Team Does Not Understand Scrum
199(1)
Failure Mode 2 Scummerfall
199(1)
Failure Mode 3 Command and Control
200(1)
Failure Mode 4 External Task Assignment
200(1)
Failure Mode 5 Backlog Items Are Too Big
201(1)
Failure Mode 6 Poor Team Self-Management
201(1)
Failure Mode 7 Anti-Self-Management
202(1)
Failure Mode 8 Team Is Too Big
203(1)
Failure Mode 9 ScrumMaster Does Not Provide Leadership
203(1)
Reference
204(1)
Index 205
Jim Schiel has over 28 years of experience in software development, research-and-development (R&D) management, agile development, and Scrum in highly regulated industries. He has been a Certified ScrumMaster (CSM) since 2005 and a Certified Scrum Professional (CSP) and Certified Scrum Trainer (CST) since 2006.

Jims career started in 1985 when he began working for Siemens Medical Solutions. He managed various development teams, ranging in size from 5 to 80 developers; he instituted iterative project management processes. At Siemens, Jim transitioned an organization of 1,200 developers from waterfall and various iterative models to agile development using Scrum and Extreme Programming (XP) concepts. Jim left Siemens in 2008 to begin working as an agile coach and trainer and in 2009 founded Artisan Software Consulting. Artisan provides coaching, training, and consulting to organizations attempting large-scale transitions to agile development using lean software development principles, Scrum, XP, and kanban approaches.

Jim has been training for over 7 years and has trained more than 1,100 students. He currently teaches Certified ScrumMaster courses and Certified Scrum Product Owner courses and provides workshops on advanced Scrum techniques, user stories, agile in management, and more. Jims book, Enterprise-Scale Agile Software Development, published in 2010 by CRC Press, covers much of his experiences managing and guiding large-scale transformations.