Efnisyfirlit

• Cover
• Introduction
  • About This Book
  • Foolish Assumptions
  • Conventions Used in This Book
  • Icons Used in This Book
  • Beyond the Book
  • Where to Go from Here
• Part 1: Getting Started with Scrum
  • Chapter 1: The Basics of Scrum
    • The Bird’s-Eye Basics
    • The Feedback Feast
    • Agile Roots
    • The Five Scrum Values
• Part 2: Running a Scrum Project
  • Chapter 2: The First Steps
    • Getting Your Scrum On
    • The Power in the Product Owner
    • Why Product Owners Love Scrum
    • The Company Goal and Strategy: Stage 1
    • The Scrum Master
    • Common Roles Outside Scrum
  • Chapter 3: Planning Your Project
    • The Product Roadmap: Stage 2
    • Breaking Down Requirements
    • Your Product Backlog
    • Product Backlog Common Practices
  • Chapter 4: The Talent and the Timing
    • The Development Team
    • Getting the Edge on Backlog Estimation
    • Your Definition of Done
    • Common Practices for Estimating
  • Chapter 5: Release and Sprint Planning
    • Release Plan Basics: Stage 3
    • Sprinting to Your Goals
    • Planning Your Sprints: Stage 4
    • Your Sprint Backlog
  • Chapter 6: Getting the Most Out of Sprints
    • The Daily Scrum: Stage 5
    • Team Task Board
    • The Sprint Review: Stage 6
    • The Sprint Retrospective: Stage 7
  • Chapter 7: Inspect and Adapt: How to Correct Your Course
    • Need for Certainty
    • The Feedback Loop
    • Transparency
    • Antipatterns
    • External Forces
    • In-Flight Course Correction
    • Testing in the Feedback Loop
    • Culture of Innovation
• Part 3: Scrum for Industry
  • Chapter 8: Software Development
    • Scrum and Software Development: A Natural Fit
    • Software Flexibility and Refactoring
    • Embracing Change
    • Scrum Applications in Software
  • Chapter 9: Tangible Goods Production
    • The Fall of Waterfall
    • Construction
    • Scrum in Home Building
    • Manufacturing
    • Hardware Development
  • Chapter 10: Services
    • Health Care and Scrum
    • Education and Scrum
    • Military and Law Enforcement
  • Chapter 11: Publishing: A Shifting Landscape
    • A Changing Landscape in Publishing
    • News Media and Scrum
• Part 4: Scrum for Business Functions
  • Chapter 12: IT Management and Operations
    • Big Data and Large-Scale Migration
    • The Service-versus-Control Conundrum
    • The Retiring-Boomer Gap
    • Profit-and-Loss Potential
    • Innovation versus Stability
  • Chapter 13: Portfolio Management
    • Portfolio Management Challenges
    • Lean Startup
    • Scaling Scrum for Large Portfolios
    • A Vertical Slicing Overview
    • Scrum of Scrums
    • Scrum at Scale
    • Scaled Agile Framework (SAFe)
    • Advantages of the SAFe Model
    • Large-Scale Scrum (LeSS)
  • Chapter 14: Human Resources and Finance
    • Human Resources and Scrum
    • Creating the Right Culture
    • Finance
  • Chapter 15: Business Development
    • Scrum and Marketing
    • Scrum in Action for Marketing
    • Scrum for Sales
  • Chapter 16: Customer Service
    • Customers: The Most Crucial Stakeholders
    • Scrum and Customer Service
    • Scrum in Action in Customer Service
• Part 5: Scrum for Everyday Life
  • Chapter 17: Dating and Family Life
    • Finding Love with Scrum
    • Families and Scrum
  • Chapter 18: Scrum for Life Goals
    • Getting to Retirement
    • Achieving Fitness and Weight Goals
    • Keeping Life Balance
    • Planning Travel
    • Studying
• Part 6: The Part of Tens
  • Chapter 19: Ten Steps to Transition to Scrum
    • Conduct an Audit
    • Identify and Recruit Talent
    • Ensure Proper Training
    • Mobilize a Transition Team
    • Identify Pilot Project
    • Maximize Environment Efficiency
    • Reduce Single Points of Failure
    • Establish Definition of Done
    • Kick Off Pilot Project
    • Inspect, Adapt, Mature, and Scale
  • Chapter 20: Ten Pitfalls to Avoid
    • Faux Scrum
    • Lack of Training
    • Ineffective Product Owner
    • Lack of Automated Testing
    • Lack of Transition Support
    • Inappropriate Environment
    • Poor Team Selection
    • Lax Discipline
    • Lack of Support for Learning
    • Watered-Down Process
  • Chapter 21: Ten Key Benefits of Scrum
    • Better Quality
    • Decreased Time to Market
    • Increased Return on Investment
    • Higher Customer Satisfaction
    • Higher Team Morale
    • Increased Collaboration and Ownership
    • More Relevant Metrics
    • Improved Progress Visibility and Exposure
    • Increased Project Control
    • Reduced Risk
  • Chapter 22: Ten Key Metrics for Scrum
    • Sprint Goal Success Rates
    • Defects
    • Time to Market
    • Return on Investment
    • Capital Redeployment
    • Satisfaction Surveys
    • Team Member Turnover
    • Project Attrition
    • Skill Versatility
    • Manager:Creator Ratio
  • Chapter 23: Ten Key Resources for Scrum
    • Scrum Alliance
    • The Agile Alliance
    • Scrumguides.org
    • Scrum.org
    • Scruminc.com (Scrum at Scale)
    • ScrumPLoP
    • Scaled Agile Framework (SAFe)
    • LeSS
    • InfoQ
    • Platinum Edge
• About the Authors
• Advertisement Page
• Connect with Dummies
• Index
• End User License Agreement

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