This book contains several nuggets that make it a valuable addition to the plethora of existing Agile books. For instance, there is extensive coverage of the concept of technical debt, which shows how you can use it to manage quality of your software products. As Kenny describes:
He describes who should attend the retrospective (and why), how retrospectives can be organized and what you can do to enable continuous learning and improvement. Many examples are given, like the use of root cause analysis, data gathering and how to set the atmosphere where professionals will share their opinions and listen to each other.The experience and the examples described by Kenny Rubin in Essential Scrum can help you to get more out of Scrum, as a Scrum Master or Agile Coach, and to become more agile as a company. It is a very comprehensive and practical book. Here is also a sample chapter from the book.
InfoQ: The book describes that you can also have a product owner team. Are there certain situations where this would be a viable solutions And situations where you would not recommend this solution
Rubin was the first managing director of the worldwide Scrum Alliance, a nonprofit organization focused on the successful adoption of Scrum. In addition to authoring the book Essential Scrum: A Practical Guide to the Most Popular Agile Process, he is also the coauthor of the 1995 book Succeeding with Objects: Decision Frameworks for Project Management. Learn about his background at: and follow him on his blog at the same site. Follow him on Twitter using @krubinagile
Whether you are new to Scrum or years into your use, this book will introduce, clarify, and deepen your Scrum knowledge at the team, product, and portfolio levels. Drawing from Rubin's experience helping hundreds of organizations succeed with Scrum, this book provides easy-to-digest descriptions enhanced by more than two hundred illustrations based on an entirely new visual icon language for describing Scrum's roles, artifacts, and activities.
In this book you will learn everything about Scrum and get a good overview of Agile Project Management and how to successfully apply it. Main topics are Agile Project Management, the Scrum framework, the roles in Scrum, Agile and Scrum values, Scrum events and artifacts, requirements management in Scrum, Scrum for large and distributed projects, etc.
The right book for everyone who wants to learn Project Control and Earned Value Management. Planning with EVM, calculation of all EVM key figures, monitoring and control with EVM, project forecasts, EVM reporting. This book contains more than 50 helpful figures as well as many calculation examples. You will get a comprehensive overview of EVM without going into too much detail.
In this book you will learn in 60 Minutes the most important things about Earned Value Management in order to apply it successfully.This book is perfect as an introduction and as a reference guide for everyday work, but also for education. It is the best preparation for the EVM questions in the PMI PMP certification.118 Pages, Preview PDF (630kB)
The right book for everyone who wants to learn the fundamentals of project risk management. The book explains the risk management process, risk management planning, risk identification, qualitative and quantitative risk analysis, action planning, risk monitoring and control, risk communication and documentation. This book contains more than 23 helpful graphics.
In just 60 minutes you will learn everything you need to know about risk management in companies, projects and in private life. You will receive instructions and tips that you can implement immediately. With systematic and effective risk management, you will discover potential problems early on and keep many problems at bay with effective measures. This book provides you with the necessary knowledge with many tried and tested tips..120 Pages, Preview PDF (630kB)
This books shows you how to make your project management more efficient with SharePoint. It is a summary of the best practical tips and tricks from my experience with SharePoint in projects and programs gained in the recent years. The content of this book should only complement information from other comprehensive SharePoint books and is not a guide to learn SharePoint from scratch and not for first time users of SharePoint.
This book offers relatable stories, practical examples, and straightforward steps to becoming a successful Scrum Master. Geoff Watts, an expert in the field of Agile Development and Scrum, offers efficient methods to navigating a challenging field and overcoming related issues.
Paul Vii compiled a few texts on Scrum methodology and has reviewed them in depth with lots of real-life examples. The reader learns crucial elements of Scrum methodology, what conditions Scrum is successful under, and unique benefits of the Scrum approach. The book also contains checklists and project tips.
This book is an easy-to-read, comprehensive guide. Essential Scrum defines all the crucial processes and ideas of Scrum while also explaining the roles and responsibilities within a Scrum team. This text follows the style of a training manual, with lots of charts, graphs, and pictures. Kenneth Rubin offers explanations of Scrum terms for beginners, and tips to improve teamwork inside a Scrum group for advanced team leaders.
In only 72 pages, Janice Garrison tells 83 Certified Scrum Master secrets! This book is a collection of Certified Scrum Master (CSM) and Scrum related questions and answers to provide the reader with some fundamental knowledge on the topic. It's worth a read if you are interested in acquainting yourself with the basics.
If you are preparing for the Certified Scrum Master exam, studying without expert instruction is probably a bad idea. These books are only meant to complement the learning on a full-fledged CSM certification training, but they provide a full spectrum of the Scrum field and its core concepts.
Scrum has three roles: product owner, scrum master, and the development team members. While this is pretty clear, what to do with existing job titles can get confusing. Many teams ask if they need to change their titles when adopting scrum. The short answer is no.
To provide some structure to this complex, ever-changing, and often annoying world, scrum gives a lightweight structure with the three scrum roles of development team member, product owner, and scrum master.
The product owner should not only understand the customer but also have a vision for the value the scrum team is delivering to the customer. The product owner also balances the needs of other stakeholders in the organization.
Agile teams are designed to inspect and adapt. That means a change in priority may lead to a massive change to the team structure, work products, as well as the end result. It is, therefore, crucial for scrum teams to be successful and that only one person sets the priority. That person is the product owner.
The scrum master is the role responsible for gluing everything together and ensuring that scrum is being done well. In practical terms, that means they help the product owner define value, the development team deliver the value, and the scrum team to get to get better. The scrum master is a servant leader which not only describes a supportive style of leadership but describes what they do on a day-to-day basis.
The scrum master serves the product owner in sprint planning and sprint reviews, ensuring that value is clearly being described and direction set. They serve the development team in the daily scrum by ensuring that work is happening and that blockers are being removed. They also take responsibility for blockers that are outside of the team's ability to resolve. The scrum master ensures that every opportunity to improve is made transparent to the scrum team and the retrospective has a clear set of outcomes that can be executed.
Dave West is the product owner and CEO at scrum.org. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. Reach out to Dave on twitter @DavidJWest
Agile, scrum, and sprint allow for the breaking of meetings into two or three shorter ones. The shorter meetings are held quickly and effectively, making sure that people focus on accomplishing tasks. The approach also encourages open and constant communication of goals. This ensures that each team member understands how they can adjust their actions to fit into the universal project goals. Instead of having teams working independently, this approach allows teams to gel permanently to produce master teams. The teams gather experience and can track metrics more closely. As such, rather than an agile vs. scrum or scrum vs. sprint relationship, the three are interdependent. In the end, the entire approach helps in beating deadlines and boosting productivity.
A scrum sprint planning meeting marks the beginning of the working process of agile. The product owner will communicate their vision for the project and how the teams can work to meet this goal. Members will then decide how much work they can complete within the given time, based on their capacity and number. Mostly, the scrum meeting duration will be about two hours every week, making it a maximum of four hours for a two-week sprint.
A sprint review meeting occurs at the end of the sprint, with the intention of discussing with shareholders what was accomplished during the sprint. Apart from providing a platform to give and receive feedback, the scrum meeting is used to showcase a live demonstration of the completed work. During a sprint review, different stakeholders may also suggest changes and improvements to the product.
The roles taken by individuals and team members during the scrum process play an important role in ensuring the success of the project. As such, it is important for everyone involved to play their part to facilitate a smooth process. Here are the major scrum roles in this process. 153554b96e