| Foreword |
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xiii | |
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| Foreword |
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xvii | |
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| Acknowledgments |
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xix | |
| About the Authors |
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xxi | |
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Chapter 1 Getting Started |
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1 | (10) |
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4 | (1) |
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5 | (1) |
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How This Book Is Organized |
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6 | (2) |
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No Time to Lose: Off You Go! |
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8 | (3) |
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11 | (2) |
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13 | (32) |
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Chapter 3 A Primer on Zombie Scrum |
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15 | (16) |
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17 | (1) |
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18 | (6) |
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Symptom 1 Zombie Scrum Teams Don't Know the Needs of Their Stakeholders |
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19 | (1) |
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Symptom 2 Zombie Scrum Teams Don't Ship Fast |
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20 | (1) |
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Symptom 3 Zombie Scrum Teams Don't Improve (Continuously) |
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21 | (2) |
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Symptom 4 Zombie Scrum Teams Don't Self-Organize to Overcome Impediments |
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23 | (1) |
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24 | (1) |
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Isn't This Just Cargo Cult Scrum or Dark Scrum? |
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24 | (1) |
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Is There Hope for Zombie Scrum? |
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24 | (1) |
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Experiment: Diagnose Your Team Together |
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25 | (4) |
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27 | (1) |
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28 | (1) |
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29 | (2) |
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Chapter 4 The Purpose of Scrum |
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31 | (14) |
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It's All about Complex Adaptive Problems |
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32 | (1) |
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33 | (1) |
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Complex, Adaptive Problems |
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34 | (1) |
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Complexity, Uncertainty, and Risk |
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35 | (1) |
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Empiricism and Process Control Theory |
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36 | (1) |
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Empiricism and the Scrum Framework |
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37 | (1) |
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What the Scrum Framework Makes Possible |
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38 | (1) |
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Scrum: An Evolving Set of Minimal Boundaries to Work Empirically |
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39 | (1) |
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Zombie Scrum and the Efficiency Mindset |
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40 | (2) |
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What about Simple Problems? |
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42 | (2) |
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44 | (1) |
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Part II Build What Stakeholders Need |
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45 | (52) |
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Chapter 5 Symptoms and Causes |
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47 | (26) |
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Why Bother Involving Stakeholders? |
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49 | (1) |
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Who Are the Stakeholders, Actually? |
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50 | (2) |
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Validating Assumptions about Value |
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51 | (1) |
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Why Are We Not Involving Stakeholders? |
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52 | (16) |
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We Don't Really Understand the Purpose of Our Product |
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52 | (3) |
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We Make Assumptions about What Stakeholders Need |
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55 | (1) |
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We Create Distance between Developers and Stakeholders |
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56 | (3) |
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We See Business and IT As Separate Things |
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59 | (2) |
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We Don't Allow Product Owners to Actually Own the Product |
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61 | (2) |
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We Measure Output over Value |
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63 | (1) |
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We Believe That Developers Should Only Write Code |
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64 | (2) |
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We Have Stakeholders Who Don't Want to Be Involved |
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66 | (2) |
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68 | (3) |
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Who Should Get to Know the Stakeholders? |
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68 | (1) |
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When to Involve Stakeholders |
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69 | (2) |
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71 | (2) |
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73 | (24) |
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Experiments: Getting to Know Your Stakeholders |
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74 | (7) |
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Start a Stakeholder Treasure Hunt |
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74 | (2) |
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Create Transparency with the Stakeholder Distance Metric |
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76 | (2) |
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Give the Stakeholder a Desk Close to the Scrum Team |
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78 | (2) |
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Decorate the Team Room with the Product Purpose |
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80 | (1) |
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Experiments: Involving Stakeholders in Product Development |
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81 | (7) |
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Invite Stakeholders to a "Feedback Party" |
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81 | (3) |
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84 | (2) |
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86 | (2) |
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Experiments: Keeping Your Focus on What Is Valuable |
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88 | (8) |
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Limit the Maximum Length of Your Product Backlog |
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88 | (2) |
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Map Your Product Backlog on an Ecocycle |
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90 | (4) |
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Express Desired Outcomes, Not Work to Be Done |
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94 | (2) |
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96 | (1) |
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97 | (56) |
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Chapter 7 Symptoms and Causes |
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99 | (24) |
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The Benefits of Shipping Fast |
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102 | (3) |
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Complexity in Your Environment |
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102 | (2) |
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Complexity in Your Product |
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104 | (1) |
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The Bottom Line: Not Shipping Fast Is a Sign of Zombie Scrum |
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105 | (11) |
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Why Are We Not Shipping Fast Enough? |
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105 | (1) |
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We Don't Understand How Shipping Fast Reduces Risk |
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106 | (2) |
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We Are Impeded by Plan-Driven Governance |
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108 | (2) |
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We Don't Understand the Competitive Advantage of Shipping Fast |
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110 | (3) |
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We Don't Remove Impediments to Shipping Fast |
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113 | (1) |
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We Work on Very Large Items during a Sprint |
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114 | (2) |
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116 | (5) |
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Deciding to Release (or Not) |
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117 | (1) |
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Releasing Is No Longer a Binary Action |
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118 | (2) |
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120 | (1) |
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No More "Big-Bang" Releases |
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121 | (1) |
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121 | (2) |
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123 | (30) |
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Experiments to Create Transparency and Urgency |
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124 | (7) |
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Make a Business Case for Continuous Delivery |
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124 | (2) |
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Measure Lead and Cycle Times |
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126 | (3) |
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Measure Stakeholder Satisfaction |
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129 | (2) |
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Experiments for Starting Shipping More Often |
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131 | (10) |
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Take the First Steps to Automating Integration and Deployment |
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131 | (4) |
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Evolve Your Definition of Done |
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135 | (2) |
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137 | (2) |
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Ask Powerful Questions to Get Things Done |
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139 | (2) |
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Experiments for Optimizing Flow |
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141 | (9) |
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Increase Cross-Functionality with a Skill Matrix |
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141 | (4) |
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Limit Your Work in Progress |
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145 | (3) |
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Slice Your Product Backlog Items |
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148 | (2) |
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150 | (3) |
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Part IV Improve Continuously |
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153 | (52) |
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Chapter 9 Symptoms and Causes |
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155 | (28) |
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Why Bother Improving Continuously? |
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157 | (6) |
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What Is Continuous Improvement? |
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158 | (3) |
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Continuous Improvement or Agile Transformation? |
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161 | (2) |
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Why Are We Not Improving Continuously? |
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163 | (16) |
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In Zombie Scrum, We Don't Value Mistakes |
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163 | (3) |
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In Zombie Scrum, We Don't Have Tangible Improvements |
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166 | (2) |
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In Zombie Scrum, We Don't Create Safety to Fail |
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168 | (3) |
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In Zombie Scrum, We Don't Celebrate Success |
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171 | (1) |
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In Zombie Scrum, We Don't Recognize the Human Factors of Work |
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172 | (3) |
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In Zombie Scrum, We Don't Critique How We Do Our Work |
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175 | (2) |
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In Zombie Scrum, We Consider Learning and Work As Different Things |
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177 | (2) |
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179 | (3) |
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181 | (1) |
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See the Forest and the Trees, Together |
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181 | (1) |
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182 | (1) |
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183 | (22) |
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Experiments for Encouraging Deep Learning |
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183 | (7) |
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Share an Impediment Newsletter throughout the Organization |
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184 | (1) |
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Ask Powerful Questions during Sprint Retrospectives |
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185 | (2) |
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Dig Deeper into Problems and Potential Solutions, Together |
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187 | (3) |
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Experiments for Making Improvements Tangible |
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190 | (5) |
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190 | (1) |
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Focus on What to Stop Doing |
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191 | (2) |
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Create Improvement Recipes |
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193 | (2) |
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Experiments for Gathering New Information |
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195 | (5) |
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Use Formal and Informal Networks to Drive Change |
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195 | (3) |
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Create a Low-Tech Metrics Dashboard to Track Outcomes |
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198 | (2) |
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Experiments to Create a Learning Environment |
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200 | (4) |
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Share Success Stories and Build on What Made Them Possible |
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200 | (2) |
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202 | (2) |
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204 | (1) |
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205 | (66) |
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Chapter 11 Symptoms and Causes |
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207 | (32) |
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Why Bother Self-Organizing? |
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209 | (8) |
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What Is Self-Organization? |
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210 | (1) |
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Self-Organization through Simple Rules |
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211 | (1) |
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Self-Organization through Self-Management |
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212 | (2) |
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Self-Organization Is a Survival Skill in a Complex World |
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214 | (3) |
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217 | (1) |
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Why Are We Not Self-Organizing? |
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217 | (17) |
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In Zombie Scrum, We Are Not Self-Managing Enough |
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218 | (2) |
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In Zombie Scrum, We Use Off-the-Shelf Solutions |
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220 | (3) |
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In Zombie Scrum, Scrum Masters Keep Resolving All Impediments |
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223 | (2) |
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In Zombie Scrum, Scrum Masters Focus Only on Scrum Team(s) |
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225 | (2) |
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In Zombie Scrum, We Have No Goals or They Are Imposed |
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227 | (2) |
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In Zombie Scrum, We Don't Use the Environment As External Memory |
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229 | (3) |
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In Zombie Scrum, We Are Impeded by Standardization |
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232 | (2) |
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Healthy Scrum: What Self-Organization Looks Like |
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234 | (4) |
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Scrum Teams Have Product Autonomy |
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234 | (3) |
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Management Supports Scrum Teams |
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237 | (1) |
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238 | (1) |
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239 | (26) |
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Experiments to Increase Autonomy |
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239 | (7) |
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Make the Cost of Low Autonomy Transparent with Permission Tokens |
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240 | (2) |
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Find Actions That Boost Both Integration and Autonomy |
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242 | (3) |
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245 | (1) |
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Experiments to Encourage Self-Organization |
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246 | (8) |
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Find a Minimum Set of Rules for Self-Organization |
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247 | (2) |
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Express Clear Requests for Help |
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249 | (2) |
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Observe What Is Happening |
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251 | (3) |
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Experiments to Promote Self-Alignment |
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254 | (5) |
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Create Better Sprint Goals with Powerful Questions |
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254 | (2) |
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Use a Physical Scrum Board |
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256 | (3) |
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259 | (4) |
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Organize Scrum Master Impediment Gatherings |
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259 | (2) |
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Develop Local Solutions with Open Space Technology |
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261 | (2) |
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263 | (2) |
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Chapter 13 The Road to Recovery |
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265 | (6) |
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266 | (1) |
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267 | (1) |
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268 | (1) |
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268 | (3) |
| Index |
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271 | |
Lisainfo e-raamatute kohta