Note: Supplemental materials are not guaranteed with Rental or Used book purchases.
What is included with this book?
Thousands of organizations are adopting Scrum to transform the way they execute complex projects, in software and beyond. This guide will give you the skills and confidence needed to deploy Scrum, resulting in high-performing teams and satisfied customers. Drawing on years of hands-on experience helping companies succeed, Certified Scrum Trainer (CST) Mitch Lacey helps you overcome the major challenges of Scrum adoption and the deeper issues that emerge later.
Extensively revised to reflect improved Scrum practices and tools, this edition adds an all-new section of tips from the field.
Lacey covers many new topics, including immersive interviewing, collaborative estimation, and deepening business alignment. In 35 engaging chapters, you’ll learn how to build support and maximize value across your company.
Now part of the renowned Mike Cohn Signature Series on agile development, this pragmatic guide addresses everything from establishing roles and priorities to determining team velocity, setting sprint length, and conducting customer reviews.
Packed with real-world examples straight from Lacey’s experience, this book will be invaluable to anyone transitioning to Scrum, seeking to improve their early results, or trying to get back on track.
Mitch Lacey is founder of Mitch Lacey & Associates, Inc., a software consulting and training firm that specializes in helping teams and companies improve performance by adopting Scrum and other agile practices. Lacey cut his agile teeth at Microsoft, in both product ownership and ScrumMaster roles. Today, drawing on nearly twenty-five years of software experience, he coaches, trains, and practices with agile teams at a wide spectrum of organizations. A CST and PMI Project Management Professional (PMP), he has served on the board of the Scrum Alliance and Agile Alliance, and chaired the Agile 2012 conference.
About the Author
Chapter 1: Scrum: Simple, Not Easy
Part I: Getting Prepared
Chapter 2: Getting People On Board
Chapter 3: Using Team Consultants to Optimize Team Performance
Chapter 4: Determining Team Velocity
Chapter 5: Implementing the Scrum Roles
Chapter 6: Determining Sprint Length
Chapter 7: How Do We Know When We Are Done?
Chapter 8: The Case for a Full-Time ScrumMaster
Part II: Field Basics
Chapter 9: Why Engineering Practices Are Important in Scrum
Chapter 10: Core Hours
Chapter 11: Release Planning
Chapter 12: Decomposing Stories and Tasks
Chapter 13: Keeping Defects in Check
Chapter 14: Sustained Engineering and Scrum
Chapter 15: The Sprint Review
Chapter 16: Retrospectives
Part III: First Aid
Chapter 17: Running a Productive Daily Standup Meeting
Chapter 18: The Fourth Question in Scrum
Chapter 19: Keeping People Engaged with Pair Programming
Chapter 20: Adding New Team Members
Chapter 21: When Cultures Collide
Chapter 22: Sprint Emergency Procedures
Part IV: Advanced Survival Techniques
Chapter 23: Sustainable Pace
Chapter 24: Delivering Working Software
Chapter 25: Optimizing and Measuring Value
Chapter 26: Up-Front Project Costing
Chapter 27: Documentation in Scrum Projects
Chapter 28: Outsourcing and Offshoring
Chapter 29: Prioritizing and Estimating Large Backlogs
Chapter 30: Writing Contracts
Appendix: Scrum Framework