Muutke küpsiste eelistusi

E-raamat: Professional Scrum Team, The

4.36/5 (52 hinnangut Goodreads-ist)
, ,
Teised raamatud teemal:
  • Formaat - EPUB+DRM
  • Hind: 26,90 €*
  • * hind on lõplik, st. muud allahindlused enam ei rakendu
  • Lisa ostukorvi
  • Lisa soovinimekirja
  • See e-raamat on mõeldud ainult isiklikuks kasutamiseks. E-raamatuid ei saa tagastada.
Professional Scrum Team, TheSuurem pilt
Teised raamatud teemal:

DRM piirangud

  • Kopeerimine (copy/paste):

    ei ole lubatud

  • Printimine:

    ei ole lubatud

  • Kasutamine:

    Digitaalõiguste kaitse (DRM)
    Kirjastus on väljastanud selle e-raamatu krüpteeritud kujul, mis tähendab, et selle lugemiseks peate installeerima spetsiaalse tarkvara. Samuti peate looma endale  Adobe ID Rohkem infot siin. E-raamatut saab lugeda 1 kasutaja ning alla laadida kuni 6'de seadmesse (kõik autoriseeritud sama Adobe ID-ga).

    Vajalik tarkvara
    Mobiilsetes seadmetes (telefon või tahvelarvuti) lugemiseks peate installeerima selle tasuta rakenduse: PocketBook Reader (iOS / Android)

    PC või Mac seadmes lugemiseks peate installima Adobe Digital Editionsi (Seeon tasuta rakendus spetsiaalselt e-raamatute lugemiseks. Seda ei tohi segamini ajada Adober Reader'iga, mis tõenäoliselt on juba teie arvutisse installeeritud )

    Seda e-raamatut ei saa lugeda Amazon Kindle's. 

The Practical Guide to Optimizing Product Value through Better Teamwork with Scrum Professional Scrum is hard, not because the ideas are hard, but because it requires persistence, focus, and dedication to not let the day-to-day realities get in the way. In this book, Peter, Uwe, and Kurt have provided a collection of materials to help the Scrum Team deliver value and feel happy doing it. --Dave West, CEO and Product Owner, Scrum.org Teams and individuals find the rules of the Scrum Framework to be easy to describe but challenging to implement. The Professional Scrum Team helps you bring the Scrum Framework rules to life in your everyday work, optimizing both team and individual performance and creating more value.

Three leading Scrum experts bring together proven practices based on decades of real-life experience participating in, leading, and supporting Scrum Teams. They introduce a team as it starts out with Scrum and follow it as it gains hard-won practical experience, gradually mastering the intense collaboration that Scrum demands.

As you share the team's experience--facing and overcoming realistic challenges--you'll discover better ways to work together, enhance your practices, leverage tools, continuously improve, and deliver functionality in ever-shorter cycles.



Understand how Scrum Teams work, collaborate, and promote transparency Explore common problems that lead less experienced Scrum Teams to give up Find your Scrum Team's best approach to solving complex adaptive problems Integrate DevOps practices with Scrum to improve effectiveness Productively and professionally resolve conflicts that arise from close collaboration Help your organization learn how to improve its results by better supporting its Scrum Teams

This guide is for anyone who works with Scrum Teams or wants to become more effective as a Scrum Team member or leader.

Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.
Foreword xi
Introduction xv
Acknowledgments xxi
About the Authors xxv
Chapter 1 Being an Effective Scrum Team
1(26)
Collaboration Between Product Owner and Development Team
3(1)
Don't Separate Business and IT
4(1)
Taking Responsibility for a Valuable Product
5(1)
Collaborative Product Backlog Management
6(1)
Sprint Scope Isn't Fixed
7(1)
The Product Owner Is Present
8(2)
Creating Transparency as a Scrum Team
10(1)
Hypothesis-Driven Product Backlog
11(1)
Product Backlog Drives Conversation
12(2)
Seeing the Big Picture
14(1)
Product Backlog Items Need to Create Value
15(1)
Sprint Backlog Is More than a Task Board
16(1)
Who Should Update the Sprint Backlog?
17(1)
The Sprint Backlog Should Not Be Hidden
18(1)
Sprint Backlog as Status Report
19(1)
Work Burndown Is Rarely Perfect
20(1)
Preventing Sprint Backlog from Growing Stale
21(2)
Done Is Releasable
23(1)
Measuring and Verifying Value in a Product
23(2)
Summary
25(2)
Chapter 2 Common Problems
27(28)
Missing Basics
29(1)
Early Stumbles with Scrum
29(2)
Missing Common Values
31(3)
Missing Product Vision
34(1)
Missing Cross-functionality on the Scrum Team
35(1)
Missing Self-organization
36(2)
Common Misunderstandings about Scrum
38(1)
Sealing the Sprint
38(1)
Committing Scope
39(2)
Too Many Meetings?
41(2)
No Stakeholder in Sprint Review
43(2)
Scrum Is Not a Religion
45(1)
Avoidable Errors
46(1)
Scrum Master in Name Only
46(2)
Too Many Product Backlog Items
48(2)
Licking the Cookie
50(1)
Unavailable Product Owner
51(2)
A Daily Scrum Twice a Week?
53(1)
Summary
54(1)
Chapter 3 Scrum Is Not Enough
55(30)
Strategy: Take Care of the Big Picture
56(1)
Who Is Solving Strategic Problems in Scrum?
57(1)
What Is Emerging Structure?
58(3)
Why #NoDocumentation Is a Bad Idea
61(1)
Tactics: Work from Idea to Result
62(1)
The Different Levels of Abstraction of a Product Backlog
63(2)
How to Estimate Meaningfully
65(2)
Do We Need Scrum When We Have Kanban?
67(3)
How to Measure Success
70(1)
How to Improve Cross-functionality
71(1)
Collaboration Is an Improvement Driver
71(2)
Does Everyone Need to Do Everything?
73(3)
Using a Test-First Approach
76(1)
Coping with Constant Change
77(1)
Why Refactoring Is Not Optional
78(2)
Fix Small Problems Before They Become Big Problems
80(1)
Work with Principles, Not Rules
81(2)
Summary
83(2)
Chapter 4 Releasable Is Less Than Released
85(16)
What Is DevOps?
86(1)
It's a Role It's a Tool It's DevOps
86(2)
How Does DevOps Relate to Tools?
88(1)
Is DevOps Enough?
89(2)
How to Combine Scrum and DevOps
91(1)
Is DevOps Replacing Scrum?
91(1)
Does Scrum Allow Continuous Deployment?
92(3)
Scrum Principles and DevOps Culture Complement Each Other
95(2)
How to Improve Flow Using DevOps
97(2)
Summary
99(2)
Chapter 5 Resolving Conflict
101(20)
Conflict That Can Be Solved by People Involved
102(1)
Not All Disagreements Result in Conflict
102(2)
Who Has the Last Say?
104(2)
Conflict Should Be Solved by the People Involved
106(1)
Conflict That Needs Outside Intervention
107(1)
Healthy Conflict That Escalates
108(3)
Some Conflict Needs to Be Uncovered
111(2)
Be Loyal to the Scrum Team or to Your Department?
113(1)
Toxic Conflict That Needs Stronger Intervention
114(1)
Putting Pressure on the Scrum Team
115(2)
Alter a Team to Protect It
117(2)
Summary
119(2)
Chapter 6 Measure Success
121(22)
Working Toward Goals
122(1)
We Need to Deliver Faster
122(2)
Are We Delivering Value?
124(2)
What Is Value?
126(3)
The Experiment Loop
129(3)
Improving Team Results
132(1)
Velocity Is Not Performance
132(2)
How to (Not) Incentivize Performance
134(3)
You Can't Improve What You Can't Measure
137(2)
Monitor Improvement, Not Measures
139(2)
Summary
141(2)
Chapter 7 Scrum and Management
143(10)
The Role of Management in Scrum
144(1)
Transparency Is Not Surveillance
144(2)
Responsibility Is Not Control
146(2)
How to Enable Self-organization
148(1)
Leading Is Not Directing
149(1)
Self-organization Is Not Absence of Management
150(1)
Self-organizing Is Not Easy
151(1)
Summary
152(1)
Chapter 8 The Agile Organization
153(14)
Organizational Structures Can Either Help or Hinder Scrum
154(1)
New Work, Old Environment
154(2)
Functional Organizations Can Block Team Growth
156(1)
Functional Organizations Provide Career Paths But at a Cost
157(2)
Complex Organizations Need Radical Simplicity
159(1)
Scrum Can Help Enable Radical Simplicity
159(2)
Radical Simplicity Requires Radical Transparency
161(1)
Replace Reporting Chains and Governance Processes with Transparency
162(1)
Break Down Silos and Align around Customer Value
163(1)
Summary
164(3)
Chapter 9 Continuous Improvement Never Stops
167(16)
How to Keep Improvement Continuous
168(1)
F.A.I.L.: First Attempt in Learning
168(2)
We Have Improved Everything We Can Already
170(2)
Does a Scrum Master Become Obsolete?
172(1)
Retrospectives as the Driver for Improvement
173(1)
Reinforcing the Positive
174(1)
Focus on a Single Improvement
174(2)
Shift the Organization's Culture over Time to Improve Focus
176(1)
Will Scrum Ever Be Complete?
176(1)
When Are We Done Implementing Scrum?
177(2)
How to Use Scrum Once the Product Is Live
179(2)
Scrum Doesn't Need Outside Expertise
181(1)
Summary
182(1)
Bibliography 183(2)
Index 185
Peter Götz is a consultant, trainer, and coach. He began his career as a Java software developer in 2001 and moved into consulting in 2006. He is also a Professional Scrum Trainer for Scrum.org and has been assisting teams as a Scrum Coach since 2008. As one of the stewards for the Professional Scrum Developer training, he maintains and develops the course material and learning path. He is passionate about software architecture and DevOps and likes to discuss ways to improve the work Scrum Teams do by using modern architectural styles and engineering practices to improve flow. Peter lives near Munich with his wife and their three children, and only has hobbies that start with b: brewing beer, baking bread, and beekeeping. He tried sailing once but only could enjoy it when he realized he was sitting in a boat. Find him on Twitter as @petersgoetz or visit his website, pgoetz.de/en.

Uwe M. Schirmer is a certified Scrum expert, software architect, project manager, and requirements engineer. He has been involved with computers since the 1980s. After two professional educations, he studied computer science at the University of Applied Science in Fulda, Germany. Since 1996, he has worked as a trainer, and since 2000, he has worked as consultant for different customers and projects. Today, he works as an Agile Coach and Software Architect at Accenture | SolutionsIQ, where he helps to modernize organizations without losing sight of the product, quality, and architecture of their applications and infrastructure. His main interests are agile software development, emergent design and architecture, documentation of software architectures, DevOps, developing teams, and the evolution of organizational cultures. He lives with his wife, three children, and four chickens near Frankfurt in Germany.

Kurt Bittner has more than 35 years of experience helping teams to deliver software in short feedback-driven cycles, as a developer, as a product manager, and product owner; as an industry analyst; and as an organizational change agent. He is the author of three other books on software engineering, many blogs and articles, and is a frequent speaker at conferences.
Lisainfo e-raamatute kohta Lisainfo e-raamatute kohta
Püsilink: https://www.kriso.ee/db/97801348621496e.html
Märksõnad: