Zombie Scrum Survival Guide

✍ Scribed by Verwijs

• Year: 2021
• Tongue: English
• Leaves: 316
• Category: Library

✦ Table of Contents

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Foreword
Foreword
Acknowledgments
About the Authors
Chapter 1 Getting Started
Purpose of This Book
Do You Need This Book?
How This Book Is Organized
No Time to Lose: Off You Go!
Chapter 2 First Aid Kit
Part I: (Zombie) Scrum
Chapter 3 A Primer on Zombie Scrum
The State of Scrum
Zombie Scrum
Symptom 1: Zombie Scrum Teams Don’t Know the Needs of Their Stakeholders
Symptom 2: Zombie Scrum Teams Don’t Ship Fast
Symptom 3: Zombie Scrum Teams Don’t Improve (Continuously)
Symptom 4: Zombie Scrum Teams Don’t Self-Organize to Overcome Impediments
It’s All Connected
Isn’t This Just Cargo Cult Scrum or Dark Scrum?
Is There Hope for Zombie Scrum?
Experiment: Diagnose Your Team Together
Steps
Our Findings
Now What?
Chapter 4 The Purpose of Scrum
It’s All about Complex Adaptive Problems
Problems
Complex, Adaptive Problems
Complexity, Uncertainty, and Risk
Empiricism and Process Control Theory
Empiricism and the Scrum Framework
What the Scrum Framework Makes Possible
Scrum: An Evolving Set of Minimal Boundaries to Work Empirically
Zombie Scrum and the Efficiency Mindset
What about Simple Problems?
Now What?
Part II: Build What Stakeholders Need
Chapter 5 Symptoms and Causes
Why Bother Involving Stakeholders?
Who Are the Stakeholders, Actually?
Validating Assumptions about Value
Why Are We Not Involving Stakeholders?
We Don’t Really Understand the Purpose of Our Product
We Make Assumptions about What Stakeholders Need
We Create Distance between Developers and Stakeholders
We See Business and IT As Separate Things
We Don’t Allow Product Owners to Actually Own the Product
We Measure Output over Value
We Believe That Developers Should Only Write Code
We Have Stakeholders Who Don’t Want to Be Involved
Healthy Scrum
Who Should Get to Know the Stakeholders?
When to Involve Stakeholders
Now What?
Chapter 6 Experiments
Experiments: Getting to Know Your Stakeholders
Start a Stakeholder Treasure Hunt
Create Transparency with the Stakeholder Distance Metric
Give the Stakeholder a Desk Close to the Scrum Team
Decorate the Team Room with the Product Purpose
Experiments: Involving Stakeholders in Product Development
Invite Stakeholders to a “Feedback Party”
Go on a User Safari
Guerrilla Testing
Experiments: Keeping Your Focus on What Is Valuable
Limit the Maximum Length of Your Product Backlog
Map Your Product Backlog on an Ecocycle
Express Desired Outcomes, Not Work to Be Done
Now What?
Part III: Ship It Fast
Chapter 7 Symptoms and Causes
The Benefits of Shipping Fast
Complexity in Your Environment
Complexity in Your Product
The Bottom Line: Not Shipping Fast Is a Sign of Zombie Scrum
Why Are We Not Shipping Fast Enough?
We Don’t Understand How Shipping Fast Reduces Risk
We Are Impeded by Plan-Driven Governance
We Don’t Understand the Competitive Advantage of Shipping Fast
We Don’t Remove Impediments to Shipping Fast
We Work on Very Large Items during a Sprint
Healthy Scrum
Deciding to Release (or Not)
Releasing Is No Longer a Binary Action
Shipping during a Sprint
No More “Big-Bang” Releases
Now What?
Chapter 8 Experiments
Experiments to Create Transparency and Urgency
Make a Business Case for Continuous Delivery
Measure Lead and Cycle Times
Measure Stakeholder Satisfaction
Experiments for Starting Shipping More Often
Take the First Steps to Automating Integration and Deployment
Evolve Your Definition of Done
Ship Every Sprint
Ask Powerful Questions to Get Things Done
Experiments for Optimizing Flow
Increase Cross-Functionality with a Skill Matrix
Limit Your Work in Progress
Slice Your Product Backlog Items
Now What?
Part IV: Improve Continuously
Chapter 9 Symptoms and Causes
Why Bother Improving Continuously?
What Is Continuous Improvement?
Continuous Improvement or Agile Transformation?
Why Are We Not Improving Continuously?
In Zombie Scrum, We Don’t Value Mistakes
In Zombie Scrum, We Don’t Have Tangible Improvements
In Zombie Scrum, We Don’t Create Safety to Fail
In Zombie Scrum, We Don’t Celebrate Success
In Zombie Scrum, We Don’t Recognize the Human Factors of Work
In Zombie Scrum, We Don’t Critique How We Do Our Work
In Zombie Scrum, We Consider Learning and Work As Different Things
Healthy Scrum
Self-Critical Teams
See the Forest and the Trees, Together
Now What?
Chapter 10 Experiments
Experiments for Encouraging Deep Learning
Share an Impediment Newsletter throughout the Organization
Ask Powerful Questions during Sprint Retrospectives
Dig Deeper into Problems and Potential Solutions, Together
Experiments for Making Improvements Tangible
Create 15% Solutions
Focus on What to Stop Doing
Create Improvement Recipes
Experiments for Gathering New Information
Use Formal and Informal Networks to Drive Change
Create a Low-Tech Metrics Dashboard to Track Outcomes
Experiments to Create a Learning Environment
Share Success Stories and Build on What Made Them Possible
Bake a Release Pie
Now What?
Part V: Self-Organize
Chapter 11 Symptoms and Causes
Why Bother Self-Organizing?
What Is Self-Organization?
Self-Organization through Simple Rules
Self-Organization through Self-Management
Self-Organization Is a Survival Skill in a Complex World
The Bottom Line
Why Are We Not Self-Organizing?
In Zombie Scrum, We Are Not Self-Managing Enough
In Zombie Scrum, We Use Off-the-Shelf Solutions
In Zombie Scrum, Scrum Masters Keep Resolving All Impediments
In Zombie Scrum, Scrum Masters Focus Only on Scrum Team(s)
In Zombie Scrum, We Have No Goals or They Are Imposed
In Zombie Scrum, We Don’t Use the Environment As External Memory
In Zombie Scrum, We Are Impeded by Standardization
Healthy Scrum: What Self-Organization Looks Like
Scrum Teams Have Product Autonomy
Management Supports Scrum Teams
Now What?
Chapter 12 Experiments
Experiments to Increase Autonomy
Make the Cost of Low Autonomy Transparent with Permission Tokens
Find Actions That Boost Both Integration and Autonomy
Break the Rules!
Experiments to Encourage Self-Organization
Find a Minimum Set of Rules for Self-Organization
Express Clear Requests for Help
Observe What Is Happening
Experiments to Promote Self-Alignment
Create Better Sprint Goals with Powerful Questions
Use a Physical Scrum Board
Find Local Solutions
Organize Scrum Master Impediment Gatherings
Develop Local Solutions with Open Space Technology
Now What?
Chapter 13 The Road to Recovery
A Global Movement
What If Nothing Helps?
More Resources
Closing Words
Index
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J-K
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U-V
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X-Y-Z