McKenna The Art of Scrum

How Scrum Masters Bind Dev Teams and Unleash Agility
1. ed
ISBN: 978-1-4842-2277-5
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 222 Seiten

This book covers the nuts and bolts of scrum-its framework, roles, team structures, ceremonies, and artifacts-from the scrum master's perspective.The Art of Scrum details the scum master's responsibilities and core functions in planning and facilitating the ceremonies and artifacts of a scrum team: sprint planning, sprint execution, backlog refinement, daily standups, sprint reviews, and sprint retrospectives. It analyzes the scrum master's interactions with other scrum roles, including the product owner, development team members, other scrum masters, and the agile coach. It details the soft skills a scrum master uses to coach a group of individuals and turn them into a high performing scrum team. This book is for scrum masters and all readers whose scrum and stakeholder roles bring them into contact with scrum masters.Scrum Master Dave McKenna catalogs the three skill sets that scrum masters must master to be successful at binding teams and unleashing agility: soft skills, technical skills, and contingency skills. The author illuminates his examination of these skill sets with insights and anecdotes drawn from his own experience as an engineer, agile coach, and scrum master. He illustrates common mistakes scrum masters make, as well as modeling successful strategies, adaptations to changes, and solutions to tricky problems.
What You'll Learn:How scrum masters facilitate the agile ceremoniesHow scrum masters align scrum teams to sprint goals and shield them from interferenceHow scrum masters coach product owners to build a backlog and refine user storiesHow scrum masters manage contingencies such as intra-team conflicts, organizational impediments, technical debt, emergent architecture, personnel changes, scope creep, and learning from failure.Who This Book Is For:

The primary readership is scrum masters, product owners, and dev team members. The secondary readership is scrum stakeholders, including executive sponsors, project managers, functional and line managers, administrative personnel, expert consultants, testers, vendors, and end users. The tertiary readership is anybody who wants to know how build an agile team that consistently delivers value and continuous improvement.


Dave McKenna is a certified ScrumMaster and Agile Coach who has worked in the information technology field for more than 20 years. A United States Air Force veteran who started his career in IT unboxing IBM and Apple computers in a Computerland store, McKenna eventually became a Novell Certified Network Engineer and worked his way into a Sustaining Engineer position at CA Technologies. In 2009 he began his ScrumMaster journey which continues today.

Autoren/Hrsg.

McKenna, Dave

Inhaltsverzeichnis

1;Contents;5
2;About the Author;6
3;About the Technical Reviewer;7
4;Acknowledgments;8
5;Introduction;9
6;Part I: Scrum: Overview;13
6.1;Chapter 1: The Agile Principles;14
6.1.1;What Animal do You Think of When I Say the Word “Agile”?;15
6.1.2;Agility is About Moving and Adjusting Quickly;16
6.1.3;Who Doesn’t Like Waterfalls?;17
6.1.3.1;The Requirements Phase;19
6.1.3.2;The Implementation Phase;21
6.1.3.3;The Verification Phase;21
6.1.3.4;The Maintenance Phase;22
6.1.4;Enter the Agile Manifesto;25
6.1.4.1;Individuals and Interactions over Processes and Tools;26
6.1.4.2;Working Software over Comprehensive Documentation;27
6.1.4.3;Customer Collaboration over Contract Negotiation;28
6.1.4.4;Responding to Change Over Following a Plan;28
6.1.5;Wait, There’s More;29
6.1.5.1;1. Our highest priority is to satisfy the customer early and continuously deliver valuable software;29
6.1.5.2;2. Welcome changing requirements even late in development;30
6.1.5.3;3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale;31
6.1.5.4;4. Business people and developers must work together daily throughout the project;31
6.1.5.5;5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done;32
6.1.5.6;6. The most efficient and effective method of conveying information to and within a Development Team is face-to-face conversation;32
6.1.5.7;7. Working software is the primary measure of progress;33
6.1.5.8;8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely;33
6.1.5.9;9. Continuous attention to technical excellence and good design enhances agility;34
6.1.5.10;10. Simplicity—the art of maximizing the amount of work not done—is essential;34
6.1.5.11;11. The best architectures, requirements, and designs emerge from self-organizing teams;35
6.1.5.12;12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts;35
6.2;Chapter 2: The Scrum Framework;37
6.2.1;Roles, Vision, and Backlog;37
6.2.2;Stories and Epics;38
6.2.3;The Product Owner Owns the Backlog;38
6.2.4;The Sprint;40
6.2.5;Working to the Definition of Done;42
6.2.6;A Quick Recap;44
6.3;Chapter 3: Scrum Roles;45
6.3.1;The Three Pillars of Scrum;45
6.3.2;You Need to Lose to Win;47
6.3.3;Scrum Roles;48
6.3.3.1;The Product Owner;49
6.3.3.1.1;Customer Advocate;49
6.3.3.1.2;Maximize ROI;50
6.3.3.1.3;The Lord of the Backlog;51
6.3.3.2;The Scrum Team;52
6.3.3.2.1;Do What It Takes to Achieve the Goal;52
6.3.3.3;The Quality Assurance Engineer;53
6.3.3.4;The Developers;55
6.3.3.5;The Scrum Master;55
6.3.3.5.1;The Legs Feed the Wolf;59
6.3.3.5.2;A Scrum Master Should Be the Source of Energy and Motivation;61
6.3.3.5.3;A Scrum Master Is a Facilitator;62
6.3.3.5.4;The Scrum Master Is “Team Mom”;64
6.4;Chapter 4: Scrum Team Structures;65
6.4.1;Collocated Teams;65
6.4.2;Distributed Teams;67
6.4.3;Part-Time Teams;68
6.4.4;Scaling Scrum;68
6.4.4.1;Feature Teams;68
6.4.4.2;Component Teams;69
6.4.4.3;The Scrum-of-Scrums;69
6.5;Chapter 5: Scrum Ceremonies and Artifacts;72
6.5.1;The Definition of “Done”;74
6.5.1.1;Consensus;75
6.5.1.2;Individuals and Interactions over Processes and Tools;82
6.5.2;The Definition of Ready;84
6.5.3;The Backlog;87
6.5.4;Burn-Down and Burn-Up charts;94
6.5.5;Daily Stand-up or Daily Scrum Meeting;96
6.5.6;Backlog Refinement;98
6.5.7;Sprint Planning;98
6.5.8;The Sprint Retrospective;101
7;Part II: Scrum: The Scrum Master’s Perspective;104
7.1;Chapter 6: The Scrum Master’s Responsibilities and Core Functions;105
7.2;Chapter 7: The Scrum Master’s Interaction with Other Roles;140
7.2.1;The Product Owner;140
7.2.1.1;Be Available to the Team;141
7.2.1.2;Build the Backlog;142
7.2.1.3;Help Out;142
7.2.2;The Dev Team;143
7.2.2.1;Scrum as a Garage Band;143
7.2.2.2;Scrum Harmony;144
7.2.2.3;Leader, Fan, and Cheerleader;145
7.2.3;Work-Life Balance;147
7.2.4;Other Scrum Masters;147
7.2.4.1;Community;148
7.2.4.2;The Agile Coach;148
7.2.4.3;Get Out of Your Comfort Zone;149
7.2.4.4;Managers;151
7.2.5;The Scrum Master’s Interactions with Stakeholder Roles;151
7.2.5.1;Project Managers;151
7.2.5.2;The Sponsor;152
7.2.5.3;Support;152
7.2.5.4;Users;153
8;Part III: The Scrum Master’s Skill Sets;154
8.1;Chapter 8: Sof t Skills of the Scrum Master;155
8.1.1;The Professional Coach;155
8.1.2;Getting the Team to Buy In;156
8.1.3;Communicating Up Front and Of ten;157
8.1.4;Listening Responsively as Servant Leader;158
8.1.5;Use the Proper Tool;159
8.1.6;Breaking Up Fights;160
8.1.7;Handling Emotional, Overbearing, or Negative Behavior;161
8.1.8;Getting Through to Quiet People;162
8.1.9;Lightening the Mood;163
8.1.10;Facilitating Self-Organization and Cross-Functionality;163
8.1.11;Coaching Team Members and Developing Their Competence;164
8.1.12;Promoting Team Members’ Career Advancement;164
8.1.13;Stepping In and Stepping Back;165
8.1.14;Pitching in;165
8.1.15;Keeping the Team Motivated, Energized, Empowered, and Cohesive;165
8.1.16;Shielding the Team from Interference;166
8.1.17;Educating the Organization;166
8.2;Chapter 9: Technical Skills of the Scrum Master;168
8.2.1;Creating a Definition of Done;168
8.2.2;Selecting Team Tools;169
8.2.3;Building Design and Architecture into the Product Backlog;169
8.2.4;Refactoring;170
8.2.5;Continuous Integration;170
8.2.6;Automate the Build Process;171
8.2.7;Test-Driven Development;171
8.2.8;Updating the Release Plan after Every Sprint;172
8.2.9;Prioritizing Items;178
8.2.10;Running a Sprint Planning Meeting;178
8.2.11;Decomposing Stories and Tasks;181
8.2.12;Refining Estimates;183
8.2.13;Handling a Defect Found in a Sprint;184
8.3;Chapter 10: Contingency Skills of the Scrum Master;186
8.3.1;Identifying and Removing Impediments;187
8.3.2;Changing Team Composition and Personnel;187
8.3.3;Preparing and Running a Sprint Review;187
8.3.4;Facilitating Virtual Meetings;189
8.3.5;Coordinating the Work of One Product Backlog with Multiple Teams;189
8.3.6;Getting Help;189
8.3.7;Countering Scope Creep;190
8.3.8;Reducing Scope;190
8.3.9;Canceling a Sprint;190
8.3.10;Documenting Decisions;191
8.3.11;Reporting Team Performance;191
8.3.11.1;Sprint Burn-down;191
8.3.11.2;Release Burn-up;191
8.3.11.3;Defect Trends;192
8.4;Chapter 11: Putting It All Together;193
8.4.1;Every Scrum Master Coaches;198
8.4.1.1;So What Does an Agile Coach Do?;200
8.4.2;Random Thoughts;200
8.4.2.1;Why Scrum?;200
8.4.2.2;Don’t Do Stupid Stuff;201
8.4.2.3;Fail Fast, Learn Fast;201
8.4.2.4;Finish All of the Stories in the Sprint Backlog;202
8.4.2.5;With Power Comes Responsibility;203
8.4.2.6;Time-box Your Work;204
8.4.2.7;Progressive Overload;204
8.4.2.8;Be a Thermostat, Not a Thermometer;205
8.4.2.9;Be Fluid;206
8.4.2.10;Look To Yourself First;207
8.4.2.11;Lead the Team;208
8.4.2.12;Positive, Positive, Positive;208
8.4.2.13;Develop an Attitude of Gratitude;208
8.4.2.14;Focus on the Big Rocks First;209
8.4.2.15;The Backlog is Everything, So Pay Attention to It;210
8.4.2.16;Be Absolutely Relentless About Feedback;210
8.4.2.17;It’s Inspect and Adapt, not Complain and Refrain;210
8.4.2.18;Embrace DoD and DoR;211
8.4.2.19;Make Sure You are Talking to the Right People;211
8.4.3;Final Thoughts;212
8.4.3.1;Never Forget It’s All About the Customer;212
8.4.3.2;They Are People;214
9;Index;215