By Ilan Goldstein
ISBN-10: 0321822366
ISBN-13: 9780321822369
Book Date: July 26, 2013 | ISBN-10: 0321822366 | ISBN-13: 978-0321822369 | variation: 1
Practical, step by step Scrum suggestions for making improvements to tactics, activities, and Outcomes
The common adoption and good fortune of Scrum should be attributed largely to its perceived intuitiveness and ease. but if new Scrum practitioners try and practice Scrum idea and high-level techniques in genuine initiatives, they typically locate it strangely tough. In Scrum Shortcuts with out slicing Corners, Scrum professional Ilan Goldstein is helping you translate the Scrum framework into truth to fulfill the Scrum demanding situations your formal education by no means warned you about.
Drawing on his vast agile event in quite a lot of initiatives and environments, Goldstein offers thirty confirmed, versatile shortcuts for optimizing Scrum techniques, activities, and results. every one shortcut walks you thru making use of a Scrum method of in attaining a tangible output. those easy-to-digest, actionable styles deal with a large variety of themes together with getting all started, caliber and metrics, crew contributors and roles, dealing with stakeholders, estimation, non-stop development and masses more.
Whatever your function, Scrum Shortcuts with out slicing Corners may also help you are taking your Scrum abilities to the following point and attain larger ends up in any venture you perform.
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Additional resources for Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips
Sample text
1). 1 Attitudes and Abilities Leading without authority requires a genuine servant-leader. Ruling with extreme authority may seem easy on the surface, but any toppled dictator would agree that it is not a sustainable long-term option. Although a dictator may force results for a period of time, without the respect of his or her followers, it is only a matter of time before the so-called leadership crumbles and chaos reigns, irrespective of the force used to maintain control. A truly respected leader requires no authority and certainly no force.
Adjust the Physical Environment Without question, some of my most successful Scrum projects were those in which I was able to physically separate the Scrum teams from the rest of the organization. DeMarco and Lister (1999) surmise why this may be the case: It almost always makes sense to move a project . . out of corporate space. Work conducted in ad hoc space has got more energy and a higher success rate. People suffer less from noise and interruption and frustration. I’ve worked with Scrum teams that had to operate in large, open spaces near the sales team who were frantically on their phones all day, every day.
I’m sure you’ll agree that rock stars are typically perceived as charismatic, creative, and individualistic—good traits, right? Flipping the coin now, let’s look at some of the less laudable, stereotypical characteristics—think temperamental, attention-seeking, and arrogant, with a healthy dose of my-way-orthe-highway attitude thrown in. Does this sound like the type of person who would play nicely in a tight Scrum team? I think not. Studio Musicians Now, let’s look at studio musicians. These musicians are happy to live out of the limelight and instead support the lead singer in producing a great album.
Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips by Ilan Goldstein
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