You are previewing Agile Project Management with Scrum.

Agile Project Management with Scrum

Cover of Agile Project Management with Scrum by Ken Schwaber Published by Microsoft Press
  1. Agile Project Management with Scrum
    1. SPECIAL OFFER: Upgrade this ebook with O’Reilly
    2. Foreword
    3. Foreword: Why Scrum Works
    4. Acknowledgments
    5. Introduction
    6. 1. Backdrop: The Science of Scrum
      1. Empirical Process Control
      2. Complex Software Development
      3. The Skeleton and Heart of Scrum
      4. Scrum Roles
      5. Scrum Flow
      6. Scrum Artifacts
      7. Summary
    7. 2. New Management Responsibilities
      1. The ScrumMaster at MetaEco
      2. The Product Owner at MegaEnergy
      3. The Team at Service1st
      4. Conclusions
    8. 3. The ScrumMaster
      1. The Untrained ScrumMaster at Trey Research
      2. The Untrained ScrumMaster at Litware
      3. Overzealous at
      4. Wolves at MegaFund
      5. Conclusions
    9. 4. Bringing Order from Chaos
      1. The Situation at Service1st
      2. The Situation at Tree Business Publishing
      3. The Situation at Lapsec
      4. Conclusions
    10. 5. The Product Owner
      1. Customer and Team Collaboration
      2. Getting Service1st’s Management Back in Action
      3. Fixing the Problem of XFlow at MegaFund
      4. Company Goals at TechCore
      5. Company Goals at MegaBank Funds Transfer System
      6. Conclusions
    11. 6. Planning a Scrum Project
      1. Managing Cash at MegaBank
      2. Certified ScrumMasters Take on Return on Investment (ROI)
      3. Conclusions
    12. 7. Project Reporting—Keeping Everything Visible
      1. New Project Reporting at the MegaEnergy Title Project
      2. Getting More Information at MegaBank
      3. Not Everything Is Visible at Service1st
      4. Conclusions
    13. 8. The Team
      1. Team Formation at Service1st
      2. Giving the Team a Chance at WebNewSite
      3. Conclusions
    14. 9. Scaling Projects Using Scrum
      1. Scaling at MegaFund
      2. Scrum Scaling
      3. Scaling at Medcinsoft
      4. Conclusions
    15. A. Rules
      1. Sprint Planning Meeting
      2. Daily Scrum Meeting
      3. Sprint
      4. Sprint Review Meeting
      5. Sprint Retrospective Meeting
    16. B. Definitions
    17. C. Resources
    18. D. Fixed-Price, Fixed-Date Contracts
      1. How to Gain Competitive Advantage
      2. How to Ignore Competitive Advantage
    19. E. Capability Maturity Model (CMM)
      1. CMM at MegaFund
      2. SEI, CMM, and Scrum
    20. Ken Schwaber
    21. Index
    22. About the Author
    23. SPECIAL OFFER: Upgrade this ebook with O’Reilly

The Team at Service1st

In a huge reversal of ordinary management practices, Scrum makes the team responsible for managing development activities. Traditionally, the project manager tells the team what to do and manages its work. In Scrum, however, the team selects the work that it will do during each Sprint. After that initial selection is made, it is up to the team to figure out how to do the work at hand. The team decides how to turn the selected requirements into an increment of potentially shippable product functionality. The team devises its own tasks and figures out who will do them.

The pressure inherent in a 30-day Sprint, the commitment the team members make to each other to accomplish something, and the principles of self-organization ...

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