Fixing Your Scrum by Ripley, Ryan -- Read -- Imperial Library of Trantor

Index

Fixing Your Scrum

About the Pragmatic Bookshelf Table of Contents Early praise for Fixing Your Scrum Foreword Acknowledgements Preface

Who This Book Is For What’s in this Book How to Read This Book Online Resources

Chapter 1: A Brief Introduction to Scrum

A Quick Overview

Chapter 2: Why Scrum Goes Bad

Turning Scrum into Best Practices Lacking Goals Taylorism Creeping Back in Trust is Missing Coach’s Corner

Chapter 3: Breaking Bad Scrum with a Value-Driven Approach

Reviewing the Scrum Values Using the Scrum Values Every Step of the Way The Scrum Values in Action Coach’s Corner

Chapter 4: The Product Owner

Many Product Owners, One Product The Part-time Product Owner The Proxy Product Owner The Commander in Chief The Scrum Master + Product Owner Not Having a Clear Vision Coach’s Corner

Chapter 5: The Product Backlog

One Product, Many Product Backlogs Too Many (or Too Few) PBIs Inconsistent PBI Formats The Static Product Backlog Today’s Forecast: Frustrated Stakeholders The Unordered Product Backlog Coach’s Corner

Chapter 6: The Development Team

Lacking Necessary Skills That’s Not My Job Cutting Corners Everyone for Themselves Wait Your Turn The Team Is Too Big Not Taking the Initiative Coach’s Corner

Chapter 7: Embracing the Scrum Master Role

No One on My Team Knows Scrum Help! I’m the Impediment The Superhero Scrum Master The Rotating Scrum Master So Many Impediments, So Little Time The Dreaded Scrum Lord Turning into a Scrum Secretary Acting as the Janitor Coach’s Corner

Chapter 8: Management

Unprepared for Conversations Expecting Too Much From One Conversation Not Being Curious about Management’s Needs Coach’s Corner

Chapter 9: Thinking in Sprints

We Need a Special Sprint Let’s Change the Sprint Length Scrum Has Too Many Meetings Using Sprint Cancellations to Change Scope Follow the Requirements or Else Coach’s Corner

Chapter 10: Sprint Planning

Marathon Planning Events Leaving Sprint Planning without a Sprint Goal Maxing Out the Team Letting Debt Build Up Coach’s Corner

Chapter 11: The Sprint Backlog

Caution: Developers Burning Down Committing to the Sprint Backlog Update the Board! The Daily Projector Update Waiting on a Miracle Coach’s Corner

Chapter 12: Reclaiming the Daily Scrum

The Daily Scrum as Status Meeting The Twice-a-Week Scrum Not All Voices Are Heard The Team Isn’t Making Progress Punishing Tardiness The 45-Minute Scrum The Team is Raising False Impediments Coach’s Corner

Chapter 13: Deconstructing the Done Product Increment

We Haven’t Defined “Done” Cutting Quality to Hit a Release Date We’ll Finish That Later Coach’s Corner

Chapter 14: The Sprint Review

Stakeholders Aren’t Involved The Product Owner as Judge Presenting Undone Work Treating Sprint Reviews like Demos There’s an ‘I’ in Team The Stagnant Sprint Review Skipping It The Standing Ovation Coach’s Corner

Chapter 15: The Sprint Retrospective

Few Bother to Attend Superficial Commitments Meaningless Improvements 50% Participation Skipping It The Complaint Session Coach’s Corner You May Be Interested In…