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Mastering Professional Scrum: A Practitioner’s Guide to Overcoming Challenges and Maximizing the Benefits of Agility

Book Description

“Our job as Scrum professionals is to continually improve our ability to use Scrum to deliver products and services that help customers achieve valuable outcomes. This book will help you to improve your ability to apply Scrum.”
—From the Foreword by Ken Schwaber, co-author of Scrum

Mastering Professional Scrum is for anyone who wants to deliver increased value by using Scrum more effectively. Leading Scrum practitioners Stephanie Ockerman and Simon Reindl draw on years of Scrum training and coaching to help you return to first principles and apply Scrum with the professionalism required to achieve its transformative potential.

The authors aim to help you focus on proven Scrum approaches for improving quality, getting and using fast feedback, and becoming more adaptable, instead of “going through the motions” and settling for only modest improvements.

Whether you’re a Scrum Master, Development Team member, or Product Owner, you’ll find practical advice for facing challenges with transparency and courage, overcoming a wide array of common challenges, and continually improving your Scrum practice.

  • Realistically assess your current Scrum practice, and identify areas for improvement
  • Recognize what a great Scrum Team looks like and get there
  • Focus on “Done”—not “sort-of-Done” or “almost-Done”
  • Measure and optimize the value delivered by every Product Increment
  • Improve the way you plan, develop, and grow
  • Clear away wider organizational impediments to agility and professionalism
  • Overcome common misconceptions that stand in the way of progress

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Table of Contents

  1. Cover Page
  2. About This eBook
  3. Half-Title Page
  4. Series-Page
  5. Title Page
  6. Copyright Page
  7. Dedication
  8. Contents
  9. Foreword by Ken Schwaber
  10. Foreword by Dave West
  11. Introduction
    1. Scrum Provides a Way Forward, If Pursued With Professionalism
    2. Who Should Read This Book
    3. How This Book is Organized
    4. Call to Action
  12. Acknowledgments
  13. About the Authors
  14. 1. Continuously Improving Your Scrum Practice
    1. Focus on Seven Key Areas to Improve Your Scrum Practice
    2. Growing Scrum Requires a Team to Improve Other Capabilities
    3. A Process for Continuous Improvement
    4. Summary
    5. Call to Action
  15. 2. Creating a Strong Team Foundation
    1. Forming a Team Identity
    2. What Makes a Good Team Member?
    3. Who Should Be on a Scrum Team?
    4. How Do Scrum Teams Form Working Agreements?
    5. What Does Self-Organization Look Like?
    6. How Do Scrum Teams Collaborate?
    7. How Do Teams Progress?
    8. Summary
    9. Call to Action
  16. 3. Delivering “Done” Product Increments
    1. What is a Definition of “Done”?
    2. Using Sprint Goals to Get to “Done”
    3. Getting PBIs to “Done” Earlier in the Sprint
    4. Limiting Work Items in Progress
    5. Building in Quality From the Beginning
    6. Quality Metrics
    7. Tackling Technical Debt
    8. Summary
    9. Call to Action
  17. 4. Improving Value Delivered
    1. What is Value?
    2. Delivering Faster Is a Good Start, But Not Enough
    3. Product Value and the Scrum Team
    4. Using the Product Vision to Enliven Team Purpose, Focus, and Identity
    5. Measuring Value
    6. Inspecting and Adapting Based on Feedback
    7. Summary
    8. Call to Action
  18. 5. Improving Planning
    1. Planning With a Product Mindset
    2. Creating Alignment
    3. Product Backlog Refinement
    4. Planning a Sprint
    5. How Far Ahead to Refine
    6. Planning Releases
    7. Summary
    8. Call to Action
  19. 6. Helping Scrum Teams Develop and Improve
    1. Using the Sprint Retrospective to Uncover Areas for Improvement
    2. Identifying and Removing Impediments
    3. Growing Individual and Team Capabilities
    4. Being an Accountable Scrum Master
    5. Summary
    6. Call to Action
  20. 7. Leveraging the Organization to Improve
    1. Organizations Need to Evolve to Succeed
    2. Developing People and Teams
    3. Getting Comfortable with Transparency
    4. A Culture of Accountability, Not a Culture of Blame
    5. Letting Go of (the Illusion of) Control
    6. The Real Power of the Iron Triangle
    7. Funding Initiatives
    8. “Being Agile” is Not the Goal
    9. Nail it Before you Scale it
    10. Summary
    11. Call to Action
  21. 8. Conclusion and What’s Next
    1. Business Agility Requires Emergent Solutions
    2. Call to Action
  22. A. A Self-Assessment for Understanding Where You Are
    1. Business Agility
    2. Effective Empiricism with Scrum
    3. Effective Teamwork with Scrum
    4. Analysis of Assessment Answers
  23. B. Common Misconceptions About Scrum
    1. Scrum Is Not a Methodology or a Governance Process
  24. Index