Navigating hybrid Scrum environments : understanding the essentials, avoiding the pitfalls /: understanding the essentials, avoiding the pitfalls. ([2019])

• Record Type: Book
• Further Information: Note: Frederik M. Fowler.
• Authors: Fowler, Frederik M
• Contents: Intro; Contents; About the Author; Acknowledgments; Introduction: The "Why" Part of Scrum; Part I: The Overall Approach Behind Scrum; Chapter 1: What Is Scrum?; The Definition of Scrum; Methodologies and Frameworks; Complex Problems; Software Development Is a Complex Problem; Summary; Chapter 2: Scrum Theory; How Effective Is the Scrum Framework?; Summary; Chapter 3: Scrum and Waterfall; What Could Possibly Go Wrong?; The .CSS File from H*LL.; A Small Change; Summary; Part II: The Components of Scrum: The Scrum Roles; Chapter 4: The Scrum Team; Products, Not Projects; Cross-functionality Self-organizationSummary; Chapter 5: Scrum Team Roles; The Product Owner; Product Owner Characteristics; Common Product Ownership Dysfunctions; The Product Owner as PM; The Product Owner "Committee"; The Product Owner Without a Product; Product Owner Commitments; Summary; Chapter 6: The Scrum Development Team; Self-organization; Team Size; Colocation vs. Geographic Distribution; Summary; Chapter 7: The Scrum Master; Teaching People to Solve Their Own Problems; Servant Leadership; Impediments; Summary; Part III: The Components of Scrum: The Scrum Artifacts; Chapter 8: Scrum Artifacts The Sprint IncrementSummary; Chapter 9: The Product Backlog; The Definitive "Wish List" for a Product; The "User Story" Form; Acceptance Criteria; Other Forms: Behavior-Driven Development; The Product Backlog as a Forecasting Tool; The Product Backlog as a Status Reporting Tool; Summary; Chapter 10: The Sprint Backlog; The Scrum (Kanban) Board; The Sprint Burndown Chart; Summary; Part IV: The Components of Scrum: The Scrum Events; Chapter 11: Scrum Events; "Time-boxing"; Summary; Chapter 12: The Sprint; Sprints Are Continuous and Contiguous: They Keep on Going and There Is No "in Between" Sprints Must All Produce "Done" Increments of ProductOnce Agreed To, the Length of the Sprint Should Not Be Changed; Every Sprint Is Like Every Other Sprint; There Are No "Special" Sprints; The Definition of "Done"; Summary; Chapter 13: The Sprint Planning Meeting; Defining the Sprint Goal; Selecting PBIs; Creating the Sprint Backlog; Understanding the Development Team's Capacity; Story Points; Product Backlog Refinement; Summary; Chapter 14: The Daily Scrum; Common Dysfunctions in a Daily Scrum; Summary; Chapter 15: The Sprint Review; A Common Misconception The True Purpose of the Sprint ReviewAn Example; Summary; Chapter 16: The Sprint Retrospective; The Three Questions; Summary; Part V: Conclusion; Chapter 17: Conclusion; Appendix A: Scrum for Projects; Measuring Value; Summary; Appendix B: Scaled Scrum; Why Have More Than One Team Work on a Product?; Cross-functionality vs. Self-organization; The Nexus Framework; Summary; Appendix C: Scrum for the Program and Portfolio Levels; The Product Owner Is an Investor; Program and portfolio owners Should Be Investors Too; Summary; Index
• Publisher Details: New York, NY : Apress
• Publication Date: 2019
• Extent: 1 online resource
• Subjects: 005.1; Scrum (Computer software development); Electronic books
• Languages: English
• ISBNs: 9781484241646; 1484241649
• Notes: Note: Description based on online resource; title from digital title page (viewed on February 06, 2019).
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.