Synopses & Reviews
The rules and practices for Scrum—a simple process for managing complex projects—are few, straightforward, and easy to learn. But Scrum’s simplicity itself—its lack of prescription—can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons—the successes and failures—culled from his years of experience coaching companies in agile project management. Through them, you’ll understand how to use Scrum to solve complex problems and drive better results—delivering more valuable software faster.
Gain the foundation in Scrum theory—and practice—you need to:
- Rein in even the most complex, unwieldy projects
- Effectively manage unknown or changing product requirements
- Simplify the chain of command with self-managing development teams
- Receive clearer specifications—and feedback—from customers
- Greatly reduce project planning time and required tools
- Build—and release—products in 30-day cycles so clients get deliverables earlier
- Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects
- Support multiple teams working on a large-scale project from many geographic locations
- Maximize return on investment!
About the Author
A 30-year veteran of the software development industry, Ken Schwaber is a leader of the agile process revolution and one of the developers of the Scrum process. A signatory of the Agile Manifesto in 2001, he subsequently founded the Agile Alliance and the Scrum Alliance. Ken authored Agile Project Management with Scrum and coauthored Agile Software Development with Scrum and has helped train more than 47,000 certified ScrumMasters.
Table of Contents
ForewordForeword: Why Scrum WorksAcknowledgmentsIntroductionChapter 1: Backdrop: The Science of ScrumChapter 2: New Management ResponsibilitiesChapter 3: The ScrumMasterChapter 4: Bringing Order from ChaosChapter 5: The Product OwnerChapter 6: Planning a Scrum ProjectChapter 7: Project ReportingKeeping Everything VisibleChapter 8: The TeamChapter 9: Scaling Projects Using ScrumAppendix A: RulesAppendix B: DefinitionsAppendix C: ResourcesAppendix D: Fixed-Price, Fixed-Date ContractsAppendix E: Capability Maturity Model (CMM)Appendix : Ken Schwaber