How to Kill the Scrum Monster : Quick Start to Agile Scrum Methodology and the Scrum Master Role

Implement Scrum or improve how Scrum works in your team or organization using this concise, sharp, and programmatic book. You will quickly learn what you need to know without getting confused with unnecessary details. What You'll Learn • Become familiar with Agile concepts and understand the path from Waterfall to the Agile Manifesto • Understand the most commonly used Agile methodology―Scrum―and how it relates to eXtreme Programming and Kanban as well as to Lean principles • Identify the challenges of the Scrum Master role and understand what this role is all about • Know the stages of Scrum team development • Embrace and solve conflicts in a Scrum team Who This Book Is For Anyone looking for a simple way to understand Scrum methodology Contents 4 About the Author 5 Acknowledgments 6 Introduction 7 Chapter 1: From Waterfallto Agile 8 Chapter 2: Overview of Agile Methodologies 14 eXtreme Programming 15 Risks and Mitigations 16 Kanban 16 Risks and Mitigations 18 Scrum 18 Risks and Mitigations 18 Hybrid of Different Methodologies 19 Lean 20 Chapter 3: Agile Scrum Deep Dive 21 The Scrum Team 22 How Scope is Divided 24 Sprint Cycle and Meetings 25 Planning Process 27 Definition of Done 28 Board 29 Team Rules 30 Blocks and Impediments 31 Velocity 31 Tools 33 Important to Always Keep in Mind 34 Chapter 4: Scrum Master: What It’s All About 36 Influence Without Authority 37 Scrum Master Admin Work Trap 37 Combining Other Roles with the Scrum Master Role 38 Scrum Master/Developer 38 Scrum Master/Quality 38 Scrum Master/Line Manager 38 Scrum Master/Product Owner/Business Analyst 39 Perceptions, Personalities, and Conditions 39 Commitment of Scrum Master to Additional Tasks 40 Scrum Master Technical Skills 40 Estimating and Monitoring Your Team 41 Accepting Change by the Team 41 Build Scrum Master Confidence 42 Scrum Master = Project Manager? 42 Chapter 5: Team Dynamics 44 Relationships Between Roles in the Team 46 Scrum Master–Product Owner 47 Architect–Product Owner/Architect–Scrum Master 47 Scrum Master–Quality Manager 47 Architect–Developers 47 Scrum Master–Developers 48 Product Owner–Team 48 Technical Writer–Team 48 External-to-Team Communications 49 Team–Line Manager 49 Team–Program 49 Team–Stakeholders 49 Conflict/Problems Resolutions 50 Scrum Master as Part of Conflict 54 Conflict Bottom Line 55 Chapter 6: Key Takeaways 56 Appendix A: Case Studies 58 Situation 1: A Team Member Is Taking Over Responsibilities of Another Role (Not in Order to Help) 58 Background 58 Root Cause 59 Possible Solutions 59 Decision 59 Situation 2: Ineffective Meeting Planning 59 Background 59 Root Cause 60 Possible Solutions 60 Decision 60 Situation 3: Quality Expert Constantly Misses Deadlines 60 Background 60 Root Cause 61 Possible Solutions 61 Decision 61 Situation 4: Another Team Is Trying to Take Over 61 Background 61 Root Cause 62 Possible Solutions 62 Decision 62 Situation 5: Micromanaging Line Manager 62 Description 62 Root Cause 62 Possible Solutions 63 Decision 63 Situation 6: One of the Developers Rejects the ScMa 63 Description 63 Root Cause 63 Possible Solutions 64 Decision 64 Situation 7: PO Isolates Himself from the Team (PO Doesn’t Want to be Part of the Team) 64 Description 64 Root Cause 64 Possible Solutions 65 Decision 65 Situation 8: Conflict Between Teams 65 Root Cause 65 Possible Solutions 65 Decision 66 Situation 9: Lack of Resources in the Team 66 Description 66 Root Cause 66 Possible Solutions 66 Decision 67 Situation 10: Lack of Senior Developers in the Teams 67 Description 67 Root Cause 67 Possible Solutions 67 Decision 68 Situation 11: Team Rejects Agile Scrum Methodology 68 Description 68 Root Cause 68 Possible Solutions 68 Decision 69 Situation 12: Team Wants to Have Longer Sprints of Four Weeks 69 Description 69 Root Cause 69 Possible Solutions 69 Decision 69 Situation 13: Developer in the Team Will Work on Other Developers Tasks Instead of His/Her Own 70 Description 70 Root Cause 70 Possible Solutions 70 Decision 70 Situation 14: PO Fails to Provide Requirements 70 Description 70 Root Cause 71 Possible Solutions 71 Decision 71 Situation 15: Requirements Change During Sprint 71 Description 71 Root Cause 71 Possible Solutions 72 Decision 72 Situation 16: External Stakeholders Try to Change Requirements Directly With Developers 72 Description 72 Root Cause 72 Possible Solutions 73 Decision 73 Situation 17: Not Able to Complete Quality DoD During the Sprint 73 Description 73 Root Cause 73 Possible Solutions 73 Decision 74 Situation 18: A Lot of Nonconstructive Feedback During Retrospective 74 Description 74 Root Cause 74 Possible Solutions 74 Decision 74 Situation 19: Lack of Participation During Retrospective 75 Description 75 Root Cause 75 Possible Solutions 75 Decision 75 Situation 20: Justified Negative Feedback from Stakeholders During Review 75 Description 75 Root Cause 76 Possible Solutions 76 Decision 76 Situation 21: Unjustified Negative Feedback from Stakeholders During Review 76 Description 76 Root Cause 76 Decision 77 Situation 22: Unrealistic Estimates During Planning 77 Description 77 Possible Solutions 78 Decision 78 Situation 23: Can’t Complete Sprint Commitments 78 Description 78 Root Cause 78 Possible Solutions 79 Decision 79 Index 80 Front Matter ....Pages i-ix From Waterfall to Agile (Ilya Bibik)....Pages 1-6 Overview of Agile Methodologies (Ilya Bibik)....Pages 7-13 Agile Scrum Deep Dive (Ilya Bibik)....Pages 15-29 Scrum Master: What It’s All About (Ilya Bibik)....Pages 31-38 Team Dynamics (Ilya Bibik)....Pages 39-50 Key Takeaways (Ilya Bibik)....Pages 51-52 Back Matter ....Pages 53-76