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The scrum field guide: agile advice for your first year and beyond

Lacey, Mitch Unknown Addison-Wesley (Boston, 2016) (eng) English 9780133853629 The Addison Wesley Signature series 2nd ed. PROJECT MANAGEMENT; Unknown Thousands of organizations are adopting Scrum to transform the way they execute complex projects, in software and beyond. This guide will give you the skills and confidence needed to deploy Scrum, resulting in high-performing teams and satisfied customers. Drawing on years of hands-on experience helping companies succeed, Certified Scrum Trainer (CST) Mitch Lacey helps you overcome the major challenges of Scrum adoption and the deeper issues that emerge later. Extensively revised to reflect improved Scrum practices and tools, this edition adds an all-new section of tips from the field. Lacey covers many new topics, including immersive interviewing, collaborative estimation, and deepening business alignment. In 35 engaging chapters, you'll learn how to build support and maximize value across your company. Now part of the renowned Mike Cohn Signature Series on agile development, this pragmatic guide addresses everything from establishing roles and priorities to determining team velocity, setting sprint length, and conducting customer reviews. Coverage includes Bringing teams and new team members on board Creating a workable definition of "done" Planning for short-term wins, and removing impediments to success Balancing predictability and adaptability in release planning Running productive daily scrums Fixing failing sprints Accurately costing projects, and measuring the value they deliver Managing risks in dynamic Scrum projects Prioritizing and estimating backlogs Working with distributed and offshore teams Institutionalizing improvements, and extending agility throughout the organization Packed with real-world examples straight from Lacey's experience, this book will be invaluable to anyone transitioning to Scrum, seeking to improve their early results, or trying to get back on track.
Physical dimension
xxxii, 448 p. 23 cm. ill.
Summary / review / table of contents

Foreword by Jim Highsmith xix
Foreword by Jeff Sutherland xxi
Preface xxv
Acknowledgments xxix
About the Author xxxi
Chapter 1: Scrum: Simple, Not Easy 1
The Story 1
Scrum 6
Keys to Success 17
References 18
Part I: Getting Prepared 19
Chapter 2: Getting People On Board 21
The Story 21
The Model 27
Change Takes Time 28
Keys to Success 31
References 32
Chapter 3: Using Team Consultants to Optimize Team Performance 33
The Story 33
The Model 37
Keys to Success 45
References 48
Works Consulted 48
Chapter 4: Determining Team Velocity 49
The Story 49
The Model 54
Keys to Success 63
References 65
Chapter 5: Implementing the Scrum Roles 67
The Story 67
The Model 70
Keys to Success 76
Chapter 6: Determining Sprint Length 77
The Story 77
The Model 80
Keys to Success 87
References 88
Chapter 7: How Do We Know When We Are Done? 89
The Story 89
The Model 91
Keys to Success 97
References 97
Chapter 8: The Case for a Full-Time Scrum Master 99
The Story 99
The Model 102
Keys to Success 108
References 112
Work Consulted 112
Part II: Field Basics 113
Chapter 9: Why Engineering Practices Are Important in Scrum 115
The Story 115
The Practices 119
Keys to Success 126
References 129
Works Consulted 129
Chapter 10: Core Hours 131
The Story 131
The Model 134
Keys to Success 138
Chapter 11: Release Planning 139
The Story 139
The Model 142
Keys to Success 151
References 152
Chapter 12: Decomposing Stories and Tasks 153
The Story 153
The Model 155
Keys to Success 163
References 164
Works Consulted 164
Chapter 13: Keeping Defects in Check 165
The Story 165
The Model 166
Keys to Success 169
References 169
Work Consulted 170
Chapter 14: Sustained Engineering and Scrum 171
The Story 171
The Model 174
Keys to Success 177
References 178
Chapter 15: The Sprint Review 179
The Story 179
The Model 182
Keys to Success 185
Works Consulted 187
Chapter 16: Retrospectives 189
The Story 189
The Practice 191
Keys to Success 196
References 197
Part III: First Aid 199
Chapter 17: Running a Productive Daily Stand-up Meeting 201
The Story 201
The Model 204
Keys to Success 209
Chapter 18: The Fourth Question in Scrum 213
The Story 213
The Model 216
Keys to Success 216
References 217
Chapter 19: Keeping People Engaged with Pair Programming 219
The Story 219
The Model 221
Keys to Success 226
References 227
Chapter 20: Adding New Team Members 229
The Story 229
The Model 231
Keys to Success 234
References 235
Chapter 21: When Cultures Collide 237
The Story 237
The Model 242
Keys to Success 247
References 250
Works Consulted 250
Chapter 22: Sprint Emergency Procedures 251
The Story 251
The Model 253
Keys to Success 256
References 257
Part IV: Advanced Survival Techniques 259
Chapter 23: Sustainable Pace 261
The Story 261
The Model 265
Keys to Success 270
References 271
Chapter 24: Delivering Working Software 273
The Story 273
The Model 277
Keys to Success 280
Work Consulted 283
Chapter 25: Optimizing and Measuring Value 285
The Story 285
The Model 287
Keys to Success 292
Works Consulted 293
Chapter 26: Up-Front Project Costing 295
The Story 295
The Model 299
Keys to Success 303
References 304
Chapter 27: Documentation in Scrum Projects 305
The Story 305
The Model 308
Keys to Success 315
References 316
Chapter 28: Outsourcing and Offshoring 317
The Story 317
The Model 320
Keys to Success 324
References 329
Work Consulted 329
Chapter 29: Prioritizing and Estimating Large Backlogs 331
The Story 331
The Model 334
Keys to Success 338
References 340
Chapter 30: Writing Contracts 341
The Story 341The Model 345
Keys to Success 353
References 356
Appendix: Scrum Framework 357
The Roles 357
The Artifacts 359
The Meetings 361
Putting It All Together 364
Index 365

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