The Scrum Field Guide: Practical Advice for Your First Year [NOOK Book]

Overview

Thousands of IT professionals are being asked to make Scrum succeed in their organizations–including many who weren’t involved in the decision to adopt it. If you’re one of them, The Scrum Field Guide will give you skills and confidence to adopt Scrum more rapidly, more successfully, and with far less pain and fear. Long-time Scrum practitioner Mitch Lacey identifies major challenges associated with early-stage Scrum adoption, as well as deeper issues that emerge after companies have adopted Scrum, and describes ...
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The Scrum Field Guide: Practical Advice for Your First Year

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Overview

Thousands of IT professionals are being asked to make Scrum succeed in their organizations–including many who weren’t involved in the decision to adopt it. If you’re one of them, The Scrum Field Guide will give you skills and confidence to adopt Scrum more rapidly, more successfully, and with far less pain and fear. Long-time Scrum practitioner Mitch Lacey identifies major challenges associated with early-stage Scrum adoption, as well as deeper issues that emerge after companies have adopted Scrum, and describes how other organizations have overcome them. You’ll learn how to gain “quick wins” that build support, and then use the flexibility of Scrum to maximize value creation across the entire process.

In 30 brief, engaging chapters, Lacey guides you through everything from defining roles to setting priorities to determining team velocity, choosing a sprint length, and conducting customer reviews. Along the way, he explains why Scrum can seem counterintuitive, offers a solid grounding in the core agile concepts that make it work, and shows where it can (and shouldn’t) be modified. Coverage includes

  • Getting teams on board, and bringing new team members aboard after you’ve started
  • Creating a “definition of done” for the team and organization
  • Implementing the strong technical practices that are indispensable for agile success
  • Balancing predictability and adaptability in release planning
  • Keeping defects in check
  • Running productive daily standup meetings
  • Keeping people engaged with pair programming
  • Managing culture clashes on Scrum teams
  • Performing “emergency procedures” to get sprints back on track
  • Establishing a pace your team can truly sustain
  • Accurately costing projects, and measuring the value they deliver
  • Documenting Scrum projects effectively
  • Prioritizing and estimating large backlogs
  • Integrating outsourced and offshored components

Packed with real-world examples from Lacey’s own experience, this book is invaluable to everyone transitioning to agile: developers, architects, testers, managers, and project owners alike.

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Product Details

  • ISBN-13: 9780321670342
  • Publisher: Pearson Education
  • Publication date: 3/26/2012
  • Series: Agile Software Development Series
  • Sold by: Barnes & Noble
  • Format: eBook
  • Edition number: 1
  • Pages: 416
  • Sales rank: 385,428
  • File size: 7 MB

Meet the Author

Mitch Lacey has been an agile practitioner and consultant and is the founder of Mitch Lacey & Associates, Inc., a software consulting and training firm. Mitch helps teams and companies realize gains in efficiency by adopting agile principles and practices such as Scrum and Extreme Programming. Mitch cut his agile teeth at Microsoft Corporation working on a variety of projects, sometimes as the product owner, other times as the ScrumMaster. Today, with more than 16 years of experience under his belt, Mitch works as an agile trainer and coach. He also continues to develop his craft by experimenting and practicing with project teams at many different organizations.Mitch is a Certified Scrum Trainer (CST) and a PMI Project Management Professional (PMP). He is a frequent speaker at conferences worldwide; has served on the board of the Scrum Alliance and the Agile Alliance; and chaired the Agile 2012 conference.
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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 ScrumMaster 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 Standup Meeting 201

The Story 201

The Model 204

Keys to Success 2 09

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 341

The 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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