Professional Scrum Team, The (The Professional Scrum Series)

✍ Scribed by Peter Götz, Uwe Schirmer, Kurt Bittner

• Publisher: Addison-Wesley Professional
• Year: 2020
• Tongue: English
• Leaves: 222
• Edition: 1
• Category: Library

✦ Table of Contents

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
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