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2016 | Buch

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The Art of Scrum

How Scrum Masters Bind Dev Teams and Unleash Agility

verfasst von: Dave McKenna

Verlag: Apress

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book covers the nuts and bolts of scrum—its framework, roles, team structures, ceremonies, and artifacts—from the scrum master’s perspective.

The Art of Scrum details the scum master’s responsibilities and core functions in planning and facilitating the ceremonies and artifacts of a scrum team: sprint planning, sprint execution, backlog refinement, daily standups, sprint reviews, and sprint retrospectives. It analyzes the scrum master’s interactions with other scrum roles, including the product owner, development team members, other scrum masters, and the agile coach. It details the soft skills a scrum master uses to coach a group of individuals and turn them into a high performing scrum team. This book is for scrum masters and all readers whose scrum and stakeholder roles bring them into contact with scrum masters.

Scrum Master Dave McKenna catalogs the three skill sets that scrum masters must master to be successful at binding teams and unleashing agility: soft skills, technical skills, and contingency skills. The author illuminates his examination of these skill sets with insights and anecdotes drawn from his own experience as an engineer, agile coach, and scrum master. He illustrates common mistakes scrum masters make, as well as modeling successful strategies, adaptations to changes, and solutions to tricky problems.

What You'll Learn:How scrum masters facilitate the agile ceremoniesHow scrum masters align scrum teams to sprint goals and shield them from interferenceHow scrum masters coach product owners to build a backlog and refine user storiesHow scrum masters manage contingencies such as intra-team conflicts, organizational impediments, technical debt, emergent architecture, personnel changes, scope creep, and learning from failure.Who This Book Is For:

The primary readership is scrum masters, product owners, and dev team members. The secondary readership is scrum stakeholders, including executive sponsors, project managers, functional and line managers, administrative personnel, expert consultants, testers, vendors, and end users. The tertiary readership is anybody who wants to know how build an agile team that consistently delivers value and continuous improvement.

Inhaltsverzeichnis

Frontmatter

Scrum: Overview

Frontmatter

Chapter 1. The Agile Principles

Abstract

Welcome to the fourth industrial revolution

Dave McKenna

Chapter 2. The Scrum Framework

Abstract

There are around a dozen Agile methods being used today. Of them, the Scrum framework is the most popular. Agility comes from increasing feedback loops and responding to that feedback. The Scrum framework encourages short feedback loops, lowers risk, and allows return on investment (ROI) to be seen sooner.

Dave McKenna

Chapter 3. Scrum Roles

Abstract

Embracing Agile is not a process change; it is a culture change. Believe me, the culture change stuff is what is going to keep you up at night. Making Agile work will require people to embrace new roles and to change the way they do their day-to-day work. Before I dig into the Agile roles, now is a good time to detail what I believe to be the three pillars that everybody who works in an Agile environment needs to be aware of. The three pillars of Scrum are transparency, inspection, and adaptation.

Dave McKenna

Chapter 4. Scrum Team Structures

Abstract

I find that most people don't think of their day-to-day work in the terms of operating within the structure of a team, let alone becoming a high-performing team. Before Agile, the workplace was a very competitive place, where everybody focused on themselves. People worked isolated in cubicles and only came together for status meetings where management looked for whom to chastise because they were behind in their work. Now the focus needs to be on the team and collaboration. Those impacted by decisions make those decisions. Failure is looked at as an opportunity to grow, not to point fingers and shift blame. Information and knowledge is freely shared, and quality is emphasized over meeting a specific date.

Dave McKenna

Chapter 5. Scrum Ceremonies and Artifacts

Abstract

It was nineteen ninety-something and I somehow got talked into working for a wild and crazy wrestling outfit. OK, that's a bit of a fib. I love studio wrestling and always have. One of my earliest memories was my grandfather (shown in Figure 5-1) swearing at the television in Italian while watching wrestling.

Dave McKenna

Scrum: The Scrum Master’s Perspective

Frontmatter

Chapter 6. The Scrum Master’s Responsibilities and Core Functions

Abstract

At this point, anybody reading this book should have a good idea of what Scrum is. Now I'd like to do something a bit different. I'm going to show you what Scrum looks like by using a Scrum Master by the name of Cassie. No, Cassie is not a real person. I am going to use this mythical Scrum Master and some scenarios that I have either experienced or heard about from some of my peers to show you the Scrum Master's perspective of Scrum.

Dave McKenna

Chapter 7. The Scrum Master’s Interaction with Other Roles

Abstract

To me, a Scrum Master is more about soft skills than technical proficiency or being super-organized. Here is my take on how a Scrum Master should interact with a variety of roles.

Dave McKenna

The Scrum Master’s Skill Sets

Frontmatter

Chapter 8. Soft Skills of the Scrum Master

Abstract

A Scrum Master is the servant-leader of the Scrum team. That's easy to say, but what does it really mean?

Dave McKenna

Chapter 9. Technical Skills of the Scrum Master

Abstract

The Scrum Master isn't considered a technical role. In fact, I'd argue that nontechnical people make the best Scrum Masters because they can focus more on Scrum itself and the people skills we discussed in the previous chapter. There are some technical skills, however, that need to be in the Scrum Master's wheelhouse. We will look at them in this chapter.

Dave McKenna

Chapter 10. Contingency Skills of the Scrum Master

Abstract

I grew up in the seventies, back when we didn't use seat belts—we barely used car seats. Riding around in the back of a pickup truck was not thought to be a dangerous activity. One of the things I miss the most about the seventies is the television programs. Maybe it’s because we only had three channels (four if you were good with aluminum foil). One of the things I remember from those programs is quicksand. I personally have never experienced quicksand, but it was everywhere on television. You’d be minding your own business, and the next thing you know you are in quicksand. As I remember things, the more you struggled, the faster you sank. You had to call for help. Somebody needed to pull you out.

Dave McKenna

Chapter 11. Putting It All Together

Abstract

I’ll be the first to admit that when I write, I just document what’s running through my mind at the time. At the end of this book, I’d like to wrap things up and share some of my thoughts on what it takes to be successful at Scrum and the Scrum Master role.

Dave McKenna

Backmatter

Titel: The Art of Scrum
verfasst von: Dave McKenna
Verlag: Apress
Electronic ISBN: 978-1-4842-2277-5
Print ISBN: 978-1-4842-2276-8
DOI: https://doi.org/10.1007/978-1-4842-2277-5