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The Agile Pocket Guide: A Quick Start to Making Your Business Agile Using Scrum and Beyond

The Agile Pocket Guide: A Quick Start to Making Your Business Agile Using Scrum and Beyond

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by Peter Saddington
Publisher: John Wiley & Sons
Release Date: November 2012
ISBN: 9781118461808
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Book Description

A fast and easy guide to Agile/Scrum principles for any organization

The philosophy of Agile is to collaborate as much as possible with your teams and clients to build quality products that ship early and often, while learning and re-learning as you go. The Scrum approach organizes business priorities around short team sprints that yield incremental improvement. If you find yourself at the helm of a team, The Agile Pocket Guide will guide you in implementing Agile and Scrum principles through organizational change and by bringing personal ownership into the equation.

Discover how to develop products, services, and software quickly and efficiently by adhering to the basic tenets of the Scrum framework, as well as how to apply the processes and steps required to become agile, regardless of the swiftness of your team or the level of bureaucracy in your organization. In this straightforward and practical handbook, you'll learn:

  • The dynamics of a successful Agile environment

  • The very basics of Scrum and how to employ them quickly

  • Practical questions to ask the Team Leader as well as the Team

  • How to build an environment of communication and collaboration for the entire organization

  • And much more!

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. About the Author
  5. Preface
  6. Acknowledgments
  7. Introduction: Team Tribes: A Story
    1. Characters
    2. Definitions
    3. Meetings
  8. Chapter 1: Servant Leadership
  9. Chapter 2: What the Business Wants from You—Managing Requirements
  10. Chapter 3: Your Agile Team
  11. Chapter 4: The High-Performance Team
  12. Chapter 5: Everyone around the Campfire
  13. Chapter 6: Daily Stand-Up, or Daily Scrum
  14. Chapter 7: Introducing the Product Owner, or Value Driver
  15. Chapter 8: Discoveries from the Product Backlog
  16. Chapter 9: The Sprint Backlog and Release Planning
  17. Chapter 10: Sprint Planning Meeting
  18. Chapter 11: User Stories and Estimation
  19. Chapter 12: Timeboxed Sprints (Iterations) and the Meaning of Done
  20. Chapter 13: Tracking Flow and Information Radiators
  21. Chapter 14: Demonstration of the Product
  22. Chapter 15: The Retrospective
  23. Chapter 16: Wash, Rinse, Repeat, Win!
  24. Chapter 17: Team and Business Cultural Dynamics—Team Science™
    1. Example Case
  25. Chapter 18: Scrum of Scrums
    1. Example Case
  26. Chapter 19: Thirty-Second Scrum Elevator Pitch
    1. Example Case
  27. chapter 20: Understanding Requirements
    1. Example Case
  28. Chapter 21: Paired Programming—Team Kaizen
    1. Example Case
  29. Chapter 22: Measuring a Working Product
    1. Example Case
  30. Chapter 23: Technical Debt Is a Progress Killer!
    1. Example Case
  31. Chapter 24: Oh Kanban!
    1. Example Case
  32. Chapter 25: Personal Kaizen—More on Servant Leadership
  33. Chapter 26: Team Kaizen—Practicing Agile
  34. Chapter 27: Product Kaizen—The Value Driver for Your Product
  35. Chapter 28: Cultural Kaizen—Leadership in Dynamic Team Cultures
  36. Chapter 29: Conclusion
  37. Index