| Preface |
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xiii | |
| Part I. Start, Adopt, Repeat |
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1 Five Things Nobody Tells You About Scrum |
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2 | (2) |
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2 Mindset Matters Much More Than Practices |
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4 | (2) |
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3 Actually, It's Not Really About Scrum |
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6 | (2) |
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4 Scrum Is Simple. Just Use It As Is. |
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8 | (2) |
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5 Start with the Why of Your Scrum |
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10 | (2) |
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12 | (2) |
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7 Regularly Revert to the Simplest Thing That Might Work |
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14 | (2) |
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8 Will Scrum Work for Multi-Location Development? |
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16 | (2) |
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9 Know the Difference Between Multiple Scrum Teams and Multi-Team Scrum |
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18 | (2) |
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10 What Will You Define as "Done"? |
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20 | (2) |
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11 How I Learned to Stop Worrying and Start Using Scrum |
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22 | (4) |
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| Part II. Products Deliver Value |
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12 Successful Projects That...Fail |
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26 | (2) |
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13 Answer This Question: "What Is Your Product?" |
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28 | (2) |
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14 Scrum: Giving the Steering Wheel Back to Business |
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30 | (2) |
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15 Beware the Product Management Vacuum |
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32 | (2) |
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16 Scaling Scrum to the Entire Organization with the Flow Framework |
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34 | (2) |
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17 Put Business Value Front and Center |
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36 | (2) |
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18 Product Owner, Not an Information Barrier |
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38 | (2) |
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19 Mastering the Art of "No" to Maximize Value |
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40 | (2) |
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20 Communicating Prioritized Requirements Through the Product Backlog |
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42 | (2) |
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21 Why There Are No User Stories at the Top of Your Product Backlog |
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44 | (2) |
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22 Mind Your Outcomes. Pay Attention to Value. |
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46 | (4) |
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| Part III. Collaboration Is Key |
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23 Is There Anything to Learn from Football Hooligans? |
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50 | (2) |
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24 And Then a Miracle Occurs |
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52 | (2) |
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25 Put Customer Focus at the Top of Your Decision-Making Stack |
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54 | (2) |
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26 Is Your Team Working as a Team? |
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56 | (2) |
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58 | (2) |
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28 Specialization Is for Insects |
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60 | (2) |
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29 Digital Tools Considered Harmful: Sprint Backlog |
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62 | (2) |
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30 Digital Tools Considered Harmful: Jira |
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64 | (2) |
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31 The Vicious Effects of Managing for Utilization |
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66 | (2) |
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32 Becoming a Radiating Team |
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68 | (4) |
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| Part IV. Development Is Multifaceted Work |
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33 Agile Is More Than Sprinting |
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72 | (2) |
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34 Patricia's Product Management Predicament |
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74 | (2) |
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35 The Five Stages of Product Backlog Item Sizing |
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76 | (2) |
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36 Three Common Misconceptions About User Stories |
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78 | (2) |
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37 Introducing Abuser Stories |
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80 | (2) |
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38 What's in Your Sprint Plan? |
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82 | (2) |
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39 Sprint Backlogs Deserve a Life Beyond Your Electronic Tool |
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84 | (2) |
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40 Testing Is a Team Sport |
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86 | (2) |
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88 | (2) |
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42 Product Backlog Refinement Is an Important Team Activity |
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90 | (2) |
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92 | (2) |
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94 | (4) |
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| Part V. Events, Not Meetings |
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45 Sprints Are for Progress, Not to Become the New Treadmill |
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98 | (2) |
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46 How to Have an Effective Sprint Planning |
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100 | (2) |
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47 Sprint Goals Provide Purpose (Beyond Merely Completing Work Lists) |
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102 | (2) |
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48 Sprint Goals: The Forgotten Keys of Scrum |
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104 | (2) |
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49 The Daily Scrum Is the Developers' Agile Heartbeat |
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106 | (2) |
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50 The Sprint Review Is Not a Phase-Gate |
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108 | (2) |
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51 The Purpose of Sprint Review Is to Gather Feedback-Period |
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110 | (2) |
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52 A Demo Is Not Enough-Go and Deploy for Better Feedback |
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112 | (2) |
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53 Have Sprint Retrospectives and Structure Them |
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114 | (2) |
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54 The Most Important Thing Isn't What You Think It Is |
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116 | (4) |
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| Part VI. Mastery Does Matter |
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55 Understanding the Scrum Master Role |
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120 | (2) |
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56 How I Learned That It's Not About Me, the Scrum Master |
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122 | (2) |
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57 Servant-Leadership Starts from Within |
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124 | (2) |
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58 The Court Jester at the Touchline |
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126 | (2) |
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59 The Scrum Master as Coach |
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128 | (2) |
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60 The Scrum Master as a Technical Coach |
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130 | (2) |
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61 Scrum Master, Not Impediment Hunter |
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132 | (2) |
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62 Anatomy of an Impediment |
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134 | (2) |
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63 The Scrum Master's Most Important Tool |
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136 | (2) |
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64 When in Trouble...Break Glass! |
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138 | (2) |
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65 Actively Doing Nothing (Is Actually Hard Work) |
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140 | (2) |
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66 Guiding Scrum Masters on Their Never-Ending Journey with the #ScrumMasterWay Concept |
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142 | (4) |
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| Part VII. People, All Too Human |
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67 Teams Are More Than Collections of Technical Skills |
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146 | (2) |
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68 Are People Impediments? |
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148 | (2) |
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69 How Human Nature Overcomplicates What Is Already Complex |
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150 | (2) |
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70 How to Design Your Scrum for A-ha! Moments |
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152 | (2) |
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71 Use Brain Science to Make Your Scrum Events Stick |
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154 | (2) |
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72 The Power of Standing Up |
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156 | (2) |
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73 The Effects of Working from Home |
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158 | (2) |
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74 The Gentle Way of Change |
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160 | (4) |
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| Part VIII. Values Drive Behavior |
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75 Scrum Is More About Behavior Than It Is About Process |
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164 | (2) |
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76 What It Means to Self-Organize |
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166 | (2) |
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77 Treating Defects as Treasures (the Value of Openness) |
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168 | (2) |
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78 "That Won't Work Here!" |
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170 | (2) |
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79 Five Sublime Aspects for Being a More Humane Scrum Master |
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172 | (2) |
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174 | (4) |
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| Part IX. Organizational Design |
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81 Agile Leadership and Culture Design |
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178 | (2) |
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82 Scrum Is "Agile Leadership" |
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180 | (2) |
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83 Scrum Is Also About Improving the Organization |
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182 | (2) |
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184 | (2) |
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85 The Power of Play in a Safe (but Not Too Safe) Environment |
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186 | (2) |
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86 The Trinity of Agile Leadership |
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188 | (2) |
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87 The "MetaScrum" Pattern to Drive Agile Transformation |
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190 | (2) |
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88 Scrum and Organizational Design in Practice |
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192 | (2) |
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194 | (4) |
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| Part X. Scrum Off Script |
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90 The Origins of Scrum Might Not Be What You Think They Are |
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198 | (2) |
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91 The "Standing Meeting" |
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200 | (2) |
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92 Scrum: Problem-Solving and the Scientific Method in Practice |
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202 | (2) |
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93 Scrum Events Are Rituals to Ensure Good Harvest |
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204 | (2) |
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94 How We Used Scrum to Work with an External Agency |
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206 | (2) |
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95 Scrum Applied in Police Work |
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208 | (2) |
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96 Born to Be Agile: A Case for Scrum in the Classroom |
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210 | (2) |
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97 Agile in Education with eduScrum |
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212 | (3) |
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| Contributors |
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215 | (28) |
| Scrum Glossary |
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243 | (4) |
| Index |
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247 | |
