Professional Scrum Team, The (The Professional Scrum Series)

The Practical Guide to Optimizing Product Value through Better Teamwork with Scrum Professional Scrum is hard, not because the ideas are hard, but because it requires persistence, focus, and dedication to not let the day-to-day realities get in the way. In this book, Peter, Uwe, and Kurt have provided a collection of materials to help the Scrum Team deliver value and feel happy doing it. --Dave West, CEO and Product Owner, Scrum.org Teams and individuals find the rules of the Scrum Framework to be easy to describe but challenging to implement. The Professional Scrum Team helps you bring the Scrum Framework rules to life in your everyday work, optimizing both team and individual performance and creating more value. Three leading Scrum experts bring together proven practices based on decades of real-life experience participating in, leading, and supporting Scrum Teams. They introduce a team as it starts out with Scrum and follow it as it gains hard-won practical experience, gradually mastering the intense collaboration that Scrum demands. As you share the team's experience--facing and overcoming realistic challenges--you'll discover better ways to work together, enhance your practices, leverage tools, continuously improve, and deliver functionality in ever-shorter cycles. This guide is for anyone who works with Scrum Teams or wants to become more effective as a Scrum Team member or leader. Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details. Cover Half Title Title Page Copyright Page Contents Foreword Introduction Acknowledgments About the Authors Chapter 1 Being an Effective Scrum Team Collaboration Between Product Owner and Development Team Don’t Separate Business and IT Taking Responsibility for a Valuable Product Collaborative Product Backlog Management Sprint Scope Isn’t Fixed The Product Owner Is Present Creating Transparency as a Scrum Team Hypothesis-Driven Product Backlog Product Backlog Drives Conversation Seeing the Big Picture Product Backlog Items Need to Create Value Sprint Backlog Is More than a Task Board Who Should Update the Sprint Backlog? The Sprint Backlog Should Not Be Hidden Sprint Backlog as Status Report Work Burndown Is Rarely Perfect Preventing Sprint Backlog from Growing Stale Done Is Releasable Measuring and Verifying Value in a Product Summary Chapter 2 Common Problems Missing Basics Early Stumbles with Scrum Missing Common Values Missing Product Vision Missing Cross-functionality on the Scrum Team Missing Self-organization Common Misunderstandings about Scrum Sealing the Sprint Committing Scope Too Many Meetings? No Stakeholder in Sprint Review Scrum Is Not a Religion Avoidable Errors Scrum Master in Name Only Too Many Product Backlog Items Licking the Cookie Unavailable Product Owner A Daily Scrum Twice a Week? Summary Chapter 3 Scrum Is Not Enough Strategy: Take Care of the Big Picture Who Is Solving Strategic Problems in Scrum? What Is Emerging Structure? Why #NoDocumentation Is a Bad Idea Tactics: Work from Idea to Result The Different Levels of Abstraction of a Product Backlog How to Estimate Meaningfully Do We Need Scrum When We Have Kanban? How to Measure Success How to Improve Cross-functionality Collaboration Is an Improvement Driver Does Everyone Need to Do Everything? Using a Test-First Approach Coping with Constant Change Why Refactoring Is Not Optional Fix Small Problems Before They Become Big Problems Work with Principles, Not Rules Summary Chapter 4 Releasable Is Less Than Released What Is DevOps? It’s a Role . . . It’s a Tool . . . It’s DevOps How Does DevOps Relate to Tools? Is DevOps Enough? How to Combine Scrum and DevOps Is DevOps Replacing Scrum? Does Scrum Allow Continuous Deployment? Scrum Principles and DevOps Culture Complement Each Other How to Improve Flow Using DevOps Summary Chapter 5 Resolving Conflict Conflict That Can Be Solved by People Involved Not All Disagreements Result in Conflict Who Has the Last Say? Conflict Should Be Solved by the People Involved Conflict That Needs Outside Intervention Healthy Conflict That Escalates Some Conflict Needs to Be Uncovered Be Loyal to the Scrum Team or to Your Department? Toxic Conflict That Needs Stronger Intervention Putting Pressure on the Scrum Team Alter a Team to Protect It Summary Chapter 6 Measure Success Working Toward Goals We Need to Deliver Faster Are We Delivering Value? What Is Value? The Experiment Loop Improving Team Results Velocity Is Not Performance How to (Not) Incentivize Performance You Can’t Improve What You Can’t Measure Monitor Improvement, Not Measures Summary Chapter 7 Scrum and Management The Role of Management in Scrum Transparency Is Not Surveillance Responsibility Is Not Control How to Enable Self-organization Leading Is Not Directing Self-organization Is Not Absence of Management Self-organizing Is Not Easy Summary Chapter 8 The Agile Organization Organizational Structures Can Either Help or Hinder Scrum New Work, Old Environment Functional Organizations Can Block Team Growth Functional Organizations Provide Career Paths But at a Cost Complex Organizations Need Radical Simplicity Scrum Can Help Enable Radical Simplicity Radical Simplicity Requires Radical Transparency Replace Reporting Chains and Governance Processes with Transparency Break Down Silos and Align around Customer Value Summary Chapter 9 Continuous Improvement Never Stops How to Keep Improvement Continuous F.A.I.L.: First Attempt in Learning We Have Improved Everything We Can Already Does a Scrum Master Become Obsolete? Retrospectives as the Driver for Improvement Reinforcing the Positive Focus on a Single Improvement Shift the Organization’s Culture over Time to Improve Focus Will Scrum Ever Be Complete? When Are We Done Implementing Scrum? How to Use Scrum Once the Product Is Live Scrum Doesn’t Need Outside Expertise Summary Bibliography Index A B C D E F G H I K L M N O P Q R S T U V W Z The Scrum Framework Comprises Eleven Rules Based On Empirical Process Control. These Rules Can Easily Be Described And Understood, But They Can Be Extremely Challenging For Teams To Implement. The Professional Scrum Team Helps Real-world Teams Bring Scrum Rules To Life In Their Everyday Work. Leading Scrum.org Consultants And Trainers Peter Götz And Uwe M. Schirmer Bring Together Proven Practices Based On Their Real-life Experience Working In (and With) Real Scrum Teams. They Show How Scrum Teams Can Optimize Their Performance As Teams, And How Each Participant Can Work More Successfully As A Scrum Team Member. The Authors Introduce A Team As It Starts Out With Scrum, And Follows That Team As It Gains Experience And Functions With Increasing Effectiveness. First, You'll Watch The Team Discover That Its Legacy Approach To Developing Complex Software Doesn't Work, Seek A Better Way, And Discover Scrum. Next, You'll Watch The Team Take Its First Steps With Scrum And Gain Hard-won Practical Experience. In Part Ii, You'll Watch As It Finds Better Ways To Discuss And Describe Requirements To Optimize Stakeholder Collaboration, So Developers Can Create The Right Product. Then, In Part Iii, You'll Turn To Development Team Practices And Agile Tools, Discovering Ways To Continually Improve Quality And Deliver Functionality In Ever-shorter Cycles.