Maximini The Scrum Culture

Introducing Agile Methods in Organizations
2. Auflage 2018
ISBN: 978-3-319-73842-0
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 323 Seiten

Reihe: Management for Professionals

This book is a guide for managers, Scrum Masters and agile coaches who are interested in agile organizational methods and who are planning to introduce Scrum at their own company. Scrum is not only a product development framework but can also be used to structure activities for agile and lean organizational development.Divided into six major parts, the book first introduces and defines the Scrum Culture briefly. It explains its relevance, highlights a number of pain points typical for first encounters with Scrum, and embeds it in an introduction to organizational change. This is complemented with many real-life examples that help to apply the concepts to readers' own specific contexts. The second part describes the principles of introducing Scrum in detail, while the third part embarks on the practical application of these principles, drawing on a wealth of experience gathered in many successful introduction projects. Part four focuses on a detailed case study of a Scrum transformation before part five provides the scientific background information and study details that led to the findings in part one. In closing, part six offers a number of appendices with extensive information on Scrum and its principles.The second edition of this book has been updated throughout and fundamentally re-organized for better readability. 

Dominik Maximini, MBA, is one of scrum.org's professional scrum trainers and Senior Managing Consultant at NovaTec Consulting GmbH in Germany. He helps organizations of all sizes and branches to increase their competitiveness and reaction time through the introduction of adequate agile methods. Ken Schwaber, co-inventor of Scrum, says about him: 'I have had the opportunity to work with Dominik. He is skilled in Scrum, and more important - applying it to the challenges of software development. I hope others have the same opportunity.'

Autoren/Hrsg.

Maximini, Dominik

Inhaltsverzeichnis

1;Why a Second Edition?;6
2;Foreword by Gunther Verheyen;7
3;Foreword by Christiaan Verwijs;8
3.1;References;9
4;Acknowledgments and Disclaimer;10
4.1;Introduction;9
5;Contents;13
6;List of Figures;18
7;List of Tables;20
8;Part I: The Scrum Culture;21
8.1;1: Scrum Culture Definition;22
8.1.1;1.1 Why a Scrum Culture is Important;22
8.1.2;1.2 A Brief Definition of Organizational Culture;23
8.1.3;1.3 Scrum Culture Elements;24
8.1.4;1.4 Consequences for Enterprises;28
8.1.5;References;35
9;Part II: The Theory of Introducing Scrum;36
9.1;2: Different Shapes of Scrum in the Enterprise;37
9.1.1;2.1 Scrum PRN;37
9.1.2;2.2 Virtual Scrum Software Studio;38
9.1.3;2.3 Scrum Software Studio;39
9.1.4;2.4 Façade Scrum Organization;41
9.1.5;2.5 Profound Scrum Organization;41
9.1.6;2.6 Sustainable Profound Scrum Organization;42
9.1.7;2.7 Which Scrum Shape for Which Goal?;43
9.1.8;References;45
9.2;3: Different Starting Points;46
9.2.1;3.1 Top-Down Introductions;46
9.2.2;3.2 Bottom-Up Introductions;47
9.2.3;3.3 Submarines;48
9.2.4;3.4 Choosing the Right Starting Point;49
9.2.5;Reference;49
9.3;4: Considerations for Scrum Introductions;50
9.3.1;4.1 Reasons for a Scrum Introduction;50
9.3.2;4.2 Stakeholder Management;53
9.3.3;4.3 Different Situations and Product Types;54
9.3.4;References;55
9.4;5: Scrum Introduction Overview;57
9.4.1;5.1 Introducing Scrum with Scrum;58
9.4.2;5.2 Multi-Change Initiatives/Change Programs;59
9.4.3;References;60
10;Part III: The Practical Application of Kotter´s Principles;61
10.1;6: Creating a Sense of Urgency;62
10.1.1;6.1 The Impediment-In-Depth-Analysis;64
10.1.2;6.2 Velocity Extrapolation;65
10.1.3;6.3 General Advice for Creating a Sense of Urgency;66
10.1.4;6.4 Things You Should Remember;67
10.1.5;Reference;68
10.2;7: The Guiding Coalition;69
10.2.1;7.1 Composition;69
10.2.2;7.2 Organization;71
10.2.3;7.3 Tasks;74
10.2.4;7.4 Things You Should Remember;75
10.2.5;Reference;75
10.3;8: Vision and Strategy;76
10.3.1;8.1 Vision and Strategy in the Context of Leadership and Management;76
10.3.2;8.2 How to Create Vision and Strategy;77
10.3.3;8.3 Things You Should Remember;79
10.3.4;References;79
10.4;9: Communicating the Change Vision;80
10.4.1;9.1 What You Always Wanted to Know About Communication;80
10.4.2;9.2 Things You Should Remember;82
10.4.3;References;82
10.5;10: Empower Your Employees on a Broad Basis;83
10.5.1;10.1 Transform Affected Parties into Involved Ones;83
10.5.2;10.2 Typical Inhibitory Factors Regarding Scrum;85
10.5.3;10.3 Things You Should Remember;93
10.5.4;References;93
10.6;11: Generate Quick Wins;94
10.6.1;11.1 Why Dreamers Need an Alarm Clock;94
10.6.2;11.2 Characteristics of Quick Wins;95
10.6.3;11.3 Pilots;96
10.6.3.1;11.3.1 Identification;97
10.6.3.2;11.3.2 Setting Up a Pilot Project;99
10.6.3.3;11.3.3 Implementation;103
10.6.3.3.1;11.3.3.1 Set Up Phase;104
10.6.3.4;11.3.4 Sprint 1;107
10.6.3.5;11.3.5 Sprint n;109
10.6.4;11.4 Common Problems;109
10.6.5;11.5 Measurement of Results and Reporting;118
10.6.6;11.6 Things You Should Remember;120
10.6.7;References;120
10.7;12: Consolidate Gains and Initiate Further Change;121
10.7.1;12.1 Promotions and Other Felonies;121
10.7.2;12.2 This Is Only the Beginning;122
10.7.3;12.3 Things You Should Remember;124
10.7.4;Reference;124
10.8;13: Anchor New Approaches into the Corporate Culture;125
10.8.1;13.1 Origins of Culture;125
10.8.2;13.2 Anchoring;127
10.8.3;13.3 Things You Should Remember;128
10.8.4;References;129
10.9;14: Introducing Scrum into Large Teams;130
10.9.1;14.1 Special Circumstances;130
10.9.2;14.2 Basic Rules for Scaling;132
10.9.3;14.3 Direct Comparison of Small and Large Introductions;133
10.9.4;14.4 Coordination;135
10.9.5;14.5 The Right Time;137
10.9.6;14.6 Things You Should Remember;137
10.9.7;Reference;138
11;Part IV: Case Study;139
11.1;15: Introducing Scrum;140
11.1.1;15.1 The Hardest Part: Starting Out;140
11.1.2;15.2 Urgency;144
11.1.3;15.3 The Guiding Coalition;148
11.1.4;15.4 Vision and Strategy;155
11.1.5;15.5 Communication;160
11.1.6;15.6 Empowering Broad-Based Action;162
11.1.7;15.7 Generate Short-Term Wins;169
11.1.8;15.8 Consolidating Achievements and Initiating Further Change;173
11.1.9;15.9 Embedding New Concepts in the Corporate Culture;179
11.1.10;15.10 Beyond the Case Study;181
11.1.11;15.11 The Actors in Brief;182
11.1.12;Reference;183
11.2;16: Get Started!;184
12;Part V: The Scientific Part of the Scrum Culture;185
12.1;17: Starting With Science;186
12.1.1;17.1 Problem Definition;186
12.1.2;17.2 Goals of the Research Project;187
12.1.3;17.3 Scientific Approach;188
12.1.4;17.4 Expected Results;189
12.1.5;References;189
12.2;18: Organizational Culture Models;191
12.2.1;18.1 Different Approaches;191
12.2.2;18.2 Model Selection;193
12.2.3;18.3 A Broader View on Cultural Dimensions;203
12.2.4;References;207
12.3;19: Cultural Characteristics of Scrum;209
12.3.1;19.1 The Origins of Scrum;209
12.3.2;19.2 General Cultural Characteristics of Scrum;211
12.3.3;19.3 Specific Cultural Aspects of Scrum;220
12.3.4;References;223
12.4;20: Primary Research: The Nature of Scrum Survey;225
12.4.1;20.1 Study Setup;225
12.4.2;20.2 Findings from the Organizational Culture Assessment Instrument;227
12.4.3;20.3 Findings from the Open Questions;230
12.4.4;References;235
12.5;21: Conclusions;236
12.5.1;21.1 Limitations of This Study;236
12.5.2;21.2 Opportunities for Further Research;238
12.5.3;References;240
13;Part VI: Additional Information;241
13.1;22: Appendix 1: Why John Kotter´s Model Was Chosen;242
13.1.1;22.1 How Mike Cohn ADAPTs to Scrum;242
13.1.2;22.2 Schwaber´s Playbook from `Software in 30 Days´;244
13.1.3;22.3 Leading Change Like Kotter;246
13.1.4;22.4 How Cameron and Quinn Use the OCAI for Change;250
13.1.5;22.5 Why Kotter?;253
13.1.6;References;254
13.2;23: Appendix 2: Research Details;255
13.2.1;23.1 The Nature of Scrum Survey Questions;255
13.2.2;23.2 Statistical Analysis: Descriptives;267
13.2.3;23.3 Statistical Analysis: Data Preparation;278
13.2.3.1;23.3.1 The OCAI Analyses Follow from Here;278
13.2.3.2;23.3.2 Now the Analyses of the Open Questions Follow;282
13.2.4;23.4 Summary of Scrum´s Cultural Characteristics According to Literature;285
13.2.4.1;23.4.1 Summary of Survey Findings;289
13.2.5;23.5 Findings Comparison;293
13.2.6;References;300
13.3;24: Appendix 3: A Brief Scrum Overview;301
13.3.1;24.1 Scrum Roles;301
13.3.1.1;24.1.1 Product Owner;302
13.3.1.2;24.1.2 Scrum Master;304
13.3.1.3;24.1.3 Development Team;306
13.3.1.4;24.1.4 Management;306
13.3.1.5;24.1.5 You as Change Manager;307
13.3.1.6;24.1.6 The Scrum Consultant;308
13.3.1.7;24.1.7 Approach to Fill the Roles;309
13.3.2;24.2 Artifacts;310
13.3.2.1;24.2.1 Product Increment;310
13.3.2.2;24.2.2 Product Backlog;310
13.3.2.3;24.2.3 Sprint Backlog;311
13.3.2.4;24.2.4 Definition of Done;311
13.3.3;24.3 Events;312
13.3.3.1;24.3.1 The Sprint Itself;313
13.3.3.2;24.3.2 Sprint Planning;314
13.3.3.3;24.3.3 Daily Scrum;314
13.3.3.4;24.3.4 Sprint Review;315
13.3.3.5;24.3.5 Sprint Retrospective;315
13.3.4;References;316
13.4;25: Appendix 4: Methods;317
13.4.1;25.1 Planning Poker;317
13.4.2;25.2 Planning Poker for Absolute Numbers;318
13.4.3;25.3 Estimation Meeting;318
13.4.4;25.4 Timebox;319
13.4.5;25.5 Velocity;319
14;Index;321