97 Things Every Scrum Practitioner Should Know

Name: 97 Things Every Scrum Practitioner Should Know | Collective Wisdom from the Experts
Brand: O'Reilly
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Collective Wisdom from the Experts

Gunther Verheyen(Author)

O'Reilly (Publisher)

Published on 27. April 2020

278 pages

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978-1-4920-7381-9 (ISBN)

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Content

Intro
Copyright
Table of Contents
Preface
How This Book Is Organized
Acknowledgments
O'Reilly Online Learning
How to Contact Us
Part I. Start, Adopt, Repeat
Chapter 1. Five Things Nobody Tells You About Scrum
Marc Loeffler
1. Scrum Will Not Solve Your Problems
2. Scrum Offers No Benefits When You Only Follow the Process
3. There Is No "Scrum Switch"
4. Transforming to Scrum Means Transforming Your Organization
5. Scrum Is Not Faster
Chapter 2. Mindset Matters Much More Than Practices
Gil Broza
Chapter 3. Actually, It's Not Really About Scrum
Stacia Viscardi
Chapter 4. Scrum Is Simple. Just Use It As Is.
Ken Schwaber
Chapter 5. Start with the Why of Your Scrum
Peter Goetz & Uwe Schirmer
Chapter 6. Adopt Before You Adapt
Steve Berczuk
Chapter 7. Regularly Revert to the Simplest Thing That Might Work
Todd Miller
Chapter 8. Will Scrum Work for Multi-Location Development?
Pete Deemer
Chapter 9. Know the Difference Between Multiple Scrum Teams and Multi-Team Scrum
Markus Gaertner
Multiple Scrum Teams
Multi-Team Scrum
Chapter 10. What Will You Define as "Done"?
Gunther Verheyen
Chapter 11. How I Learned to Stop Worrying and Start Using Scrum
Simon Reindl
Part II. Products Deliver Value
Chapter 12. Successful Projects That...Fail
Ralph Jocham & Don McGreal
Chapter 13. Answer This Question: "What Is Your Product?"
Ellen Gottesdiener
Chapter 14. Scrum: Giving the Steering Wheel Back to Business
Rafael Sabbagh
Chapter 15. Beware the Product Management Vacuum
Ralph Jocham & Don McGreal
Chapter 16. Scaling Scrum to the Entire Organization with the Flow Framework
Mik Kersten
Chapter 17. Put Business Value Front and Center
Alan O'Callaghan
Chapter 18. Product Owner, Not an Information Barrier
Markus Gaertner
Chapter 19. Mastering the Art of "No" to Maximize Value
Willem Vermaak & Robbin Schuurman
Chapter 20. Communicating Prioritized Requirements Through the Product Backlog
James O. Coplien
Chapter 21. Why There Are No User Stories at the Top of Your Product Backlog
James O. Coplien
Chapter 22. Mind Your Outcomes. Pay Attention to Value.
Jeff Patton
Focus on Outcome
Bad Scrum Focuses on Output
Keep Effort and Outcome Visible
Part III. Collaboration Is Key
Chapter 23. Is There Anything to Learn from Football Hooligans?
Jasper Lamers
Chapter 24. And Then a Miracle Occurs
Konstantin Razumovsky
Chapter 25. Put Customer Focus at the Top of Your Decision-Making Stack
Mitch Lacey
Chapter 26. Is Your Team Working as a Team?
Rich Hundhausen
Chapter 27. "That's Not My Job!"
Markus Gaertner
Chapter 28. Specialization Is for Insects
James O. Coplien
Chapter 29. Digital Tools Considered Harmful: Sprint Backlog
Bas Vodde
Chapter 30. Digital Tools Considered Harmful: Jira
Bas Vodde
Scrum Confusion
Product and Sprint Backlog Integration
No Shared Team Responsibility
We're Stuck with Jira. Now What?
Chapter 31. The Vicious Effects of Managing for Utilization
Daniel Heinen & Konstantin Ribel
Chapter 32. Becoming a Radiating Team
Len Lagestee
Part IV. Development Is Multifaceted Work
Chapter 33. Agile Is More Than Sprinting
James W. Grenning
Chapter 34. Patricia's Product Management Predicament
Chris Lukassen
Chapter 35. The Five Stages of Product Backlog Item Sizing
Len Lagestee
Chapter 36. Three Common Misconceptions About User Stories
Marcus Raitner
1. User Stories Are Part of Scrum
2. User Stories Are Specifications
3. The Product Owner Writes the User Stories
Chapter 37. Introducing Abuser Stories
Judy Neher
Chapter 38. What's in Your Sprint Plan?
Rich Hundhausen
Expressing the Sprint Plan Using Tasks
Expressing the Sprint Plan Using Tests
Expressing the Sprint Plan Using a Diagram
Not Expressing the Sprint Plan
Chapter 39. Sprint Backlogs Deserve a Life Beyond Your Electronic Tool
Mark Levison
Chapter 40. Testing Is a Team Sport
Lisa Crispin
As a Team, Commit to Your Desired Level of Quality
Design Small Experiments for Your Biggest Problems
Make Problems Visible
Keep Talking
Take It Slow
Chapter 41. Rethinking Bugs
Rich Hundhausen
Chapter 42. Product Backlog Refinement Is an Important Team Activity
Anu Smalley
Chapter 43. Automating Agility
David Starr
Chapter 44. The Evergreen Tree
Jesse Houwing
Part V. Events, Not Meetings
Chapter 45. Sprints Are for Progress, Not to Become the New Treadmill
Jutta Eckstein
Chapter 46. How to Have an Effective Sprint Planning
Luis Gonçalves
Chapter 47. Sprint Goals Provide Purpose (Beyond Merely Completing Work Lists)
Mark Levison
Chapter 48. Sprint Goals: The Forgotten Keys of Scrum
Ralph Jocham & Don McGreal
Chapter 49. The Daily Scrum Is the Developers' Agile Heartbeat
James O. Coplien
Chapter 50. The Sprint Review Is Not a Phase-Gate
Dave West
Chapter 51. The Purpose of Sprint Review Is to Gather Feedback-Period
Rafael Sabbagh
Chapter 52. A Demo Is Not Enough-Go and Deploy for Better Feedback
Sanjay Saini
Chapter 53. Have Sprint Retrospectives and Structure Them
Steve Berczuk
Chapter 54. The Most Important Thing Isn't What You Think It Is
Bob Hartman
Part VI. Mastery Does Matter
Chapter 55. Understanding the Scrum Master Role
Luis Gonçalves
Chapter 56. How I Learned That It's Not About Me, the Scrum Master
Ryan Ripley
Chapter 57. Servant-Leadership Starts from Within
Bob Galen
Chapter 58. The Court Jester at the Touchline
Marcus Raitner
Chapter 59. The Scrum Master as Coach
Geoff Watts
Chapter 60. The Scrum Master as a Technical Coach
Bas Vodde
Chapter 61. Scrum Master, Not Impediment Hunter
Derek Davidson
Chapter 62. Anatomy of an Impediment
Len Lagestee
Anything Constricting Flow or Constraining Pull in the System
Anything Causing Team Tension to Rise Beyond Constructive Conflict
Anything Keeping a Team from Self-Healing
Chapter 63. The Scrum Master's Most Important Tool
Stephanie Ockerman
Chapter 64. When in Trouble...Break Glass!
Bob Galen
Chapter 65. Actively Doing Nothing (Is Actually Hard Work)
Bas Vodde
Chapter 66. Guiding Scrum Masters on Their Never-Ending Journey with the #ScrumMasterWay Concept
Zuzi Sochová
Part VII. People, All Too Human
Chapter 67. Teams Are More Than Collections of Technical Skills
Uwe Schirmer
Chapter 68. Are People Impediments?
Bob Galen
Chapter 69. How Human Nature Overcomplicates What Is Already Complex
Stijn Decneut
Chapter 70. How to Design Your Scrum for A-ha! Moments
Stijn Decneut
Chapter 71. Use Brain Science to Make Your Scrum Events Stick
Evelien Acun-Roos
Chapter 72. The Power of Standing Up
Linda Rising
Chapter 73. The Effects of Working from Home
Daniel James Gullo
Chapter 74. The Gentle Way of Change
Chris Lukassen
1. Individual Motivation
2. Individual Ability
3. Team Motivation
4. Team Ability
5. Systematic Motivation
6. Systematic Ability
Part VIII. Values Drive Behavior
Chapter 75. Scrum Is More About Behavior Than It Is About Process
Gunther Verheyen
Chapter 76. What It Means to Self-Organize
Michael K. Spayd
Chapter 77. Treating Defects as Treasures (the Value of Openness)
Jorgen Hesselberg
Chapter 78. "That Won't Work Here!"
Derek Davidson
Chapter 79. Five Sublime Aspects for Being a More Humane Scrum Master
Hiren Doshi
Chapter 80. The Sixth Scrum Value
Derek Davidson
Part IX. Organizational Design
Chapter 81. Agile Leadership and Culture Design
Ron Eringa
Chapter 82. Scrum Is "Agile Leadership"
Andreas Schliep & Peter Beck
Chapter 83. Scrum Is Also About Improving the Organization
Kurt Bittner
Chapter 84. Networks and Respect
Paul Oldfield
Chapter 85. The Power of Play in a Safe (but Not Too Safe) Environment
Jasper Lamers
Chapter 86. The Trinity of Agile Leadership
Marcus Raitner
Self-Organization
Orientation
Humane Leadership
What Else?
Chapter 87. The "MetaScrum" Pattern to Drive Agile Transformation
Alan O'Callaghan
Chapter 88. Scrum and Organizational Design in Practice
Fabio Panzavolta
Chapter 89. Thinking Big
James O. Coplien
Part X. Scrum Off Script
Chapter 90. The Origins of Scrum Might Not Be What You Think They Are
Rafael Sabbagh
Chapter 91. The "Standing Meeting"
Bob Warfield
Chapter 92. Scrum: Problem-Solving and the Scientific Method in Practice
Si Alhir
Chapter 93. Scrum Events Are Rituals to Ensure Good Harvest
Jasper Lamers
Chapter 94. How We Used Scrum to Work with an External Agency
Eric Naiburg
Chapter 95. Scrum Applied in Police Work
Sjoerd Kranendonk
Chapter 96. Born to Be Agile: A Case for Scrum in the Classroom
Arno Delhij
Chapter 97. Agile in Education with eduScrum
Willy Wijnands
Contributors
Evelien Acun-Roos
Si Alhir
Peter Beck
Steve Berczuk
Kurt Bittner
Gil Broza
James O. Coplien
Lisa Crispin
Derek Davidson
Stijn Decneut
Pete Deemer
Arno Delhij
Hiren Doshi
Jutta Eckstein
Ron Eringa
Markus Gaertner
Bob Galen
Peter Goetz
Luis Gonçalves
Ellen Gottesdiener
James W. Grenning
Daniel James Gullo
Bob Hartman
Daniel Heinen
Jorgen Hesselberg
Jesse Houwing
Rich Hundhausen
Ralph Jocham
Mik Kersten
Sjoerd Kranendonk
Mitch Lacey
Len Lagestee
Jasper Lamers
Mark Levison
Marc Loeffler
Chris Lukassen
Don McGreal
Todd M. Miller
Eric Naiburg
Judy Neher
Alan O'Callaghan
Stephanie Ockerman
Paul Oldfield
Fabio Panzavolta
Jeff Patton
Marcus Raitner
Konstantin Razumovsky
Simon Reindl
Konstantin Ribel
Ryan Ripley
Linda Rising
Rafael Sabbagh
Sanjay Saini
Uwe Schirmer
Andreas Schliep
Robbin Schuurman
Ken Schwaber
Anu Smalley
Zuzana Sochová
Michael K. Spayd
David Starr
Gunther Verheyen
Willem Vermaak
Stacia Viscardi
Bas Vodde
Bob Warfield
Geoff Watts
Dave West
Willy Wijnands
Scrum Glossary
Index
About the Editor
Gunther Verheyen

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97 Things Every Scrum Practitioner Should Know

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