Synopses & Reviews
It’s time to extend the benefits of Scrum—greater agility, higher-quality products, and lower costs—from individual teams to your entire enterprise. However, with Scrum’s lack of prescribed rules, the friction of change can be challenging as people struggle to break from old project management habits. In this book, agile-process revolution leader Ken Schwaber takes you through change management—for your organizational and interpersonal processes—explaining how to successfully adopt Scrum across your entire organization.
A cofounder of Scrum, Ken draws from decades of experience, answering your questions through case studies of proven practices and processes. With them, you’ll learn how to adopt—and adapt—Scrum in the enterprise. And gain profound levels of transparency into your development processes.
Discover how to:
- Evaluate the benefits of adopting Scrum in any size organization
- Initiate an enterprise transition project
- Implement a single, prioritized Product Backlog
- Organize effective Scrum teams using a top-down approach
- Adapt and apply solutions for integrating engineering practices across multiple teams
- Shorten release times by managing high-value increments
- Refine your Scrum practices and help reduce the length of Sprints
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
; Introduction; Adopting Scrum; Chapter 1: What Do We Have to Do to Adopt Scrum?; 1.1 Scrum Requires a New Enterprise Culture; 1.2 Prove to Yourself That It Is Worth the Effort; 1.3 Assess the Type of Change That Will Occur; 1.4 Caveats; Chapter 2: Scrum qua Scrum; 2.1 Scrum Kickoff Meeting; Chapter 3: The First Year; 3.1 The First Month; 3.2 The Second Month; 3.3 What If?; 3.4 The Third Month and Beyond; Chapter 4: Against Muscle MemoryThe Friction of Change; 4.1 Waterfall Thinking; 4.2 Command and Control; 4.3 Commitment to Defying the Laws of Nature; 4.4 Hiding Reality; 4.5 Summary; Chapter 5: Enterprises in Transition; 5.1 Contoso; 5.2 Humongous; 5.3 Woodgrove Bank; 5.4 Litware; Start Using Scrum for Enterprise Work; Chapter 6: Organizational Practices; 6.1 #1: Organizing Enterprise Work; 6.2 #2: Organizing Enterprise Work for a High-Technology Product Company; 6.3 #3: Organizing Enterprise Work in Other Enterprises; 6.4 #4: Organizing Enterprise Work for New Systems that Automate an Enterprise Operation; 6.5 #5: Organizing the Complexity of Multiple Views; 6.6 #6: Organizing Work to Optimize Software Product Family Architectures; Chapter 7: Engineering Practices; 7.1 #1: Multilayer System Work Organized by Functionality; 7.2 #2: Integration of Multiple-Layer Systems; 7.3 #3: Integrating the Work of Scrum Teams and Teams Not Using Scrum; 7.4 Summary; Chapter 8: People Practices; 8.1 #1: Organizing People to Do Enterprise Work; 8.2 #2: Team Creation; 8.3 #3: Team Work; 8.4 #4: How People Are Managed; 8.5 #5: Functional Expertise; 8.6 #6: Compensation; 8.7 #7: Extra Managers; 8.8 #8: Teams with Distributed Members; 8.9 #9: Scarce Skills Needed by Many Teams; Chapter 9: The Relationship Between Product Management/Customer and the Development Team; 9.1 #1: Shortening the Time to Release Through Managing Value; 9.2 #2: Just Do It; 9.3 #3: The Infrastructure, or Core; 9.4 #4: Accelerators to Recovery; 9.5 #5: The Mother of All Problems; Appendices; Scrum 1, 2, 3; The Science; Scrum: Skeleton and Heart; Scrum: Roles; Scrum: Flow; Scrum: Artifacts; More About Scrum; Scrum Terminology; Scrum and Agile Books; Scrum and Agile Web Sites; Example Scrum Kickoff Meeting Agenda; Conduct Kickoff Meeting; Initial Enterprise Transition Product Backlog; Establish Preconditions a Project Must Meet to Use Scrum; Establish New Metrics; Change Project Reporting; Establish a Scrum Center; Scrum Musings; Value-Driven Development; Realizing Project Benefits Early; Eat Only When Hungry; For Customers Only; Bidding Work; Managing Work; A Cost-Effective Alternative to Offshore Development; How to Use Scrum and Offshore Development; Too Large Teams; Virtual Teams Instead of Offshore Development; Forming Cross-Functional Teams; Cross-Functional Teams and Waterfall; About the Author; ;