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Fixing Your Scrum
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Fixing Your Scrum
by Ryan Ripley, Todd Miller
Fixing Your Scrum
 Foreword
 Acknowledgements
 Preface
Who This Book Is For
What’s in this Book
How to Read This Book
Online Resources
1. A Brief Introduction to Scrum
A Quick Overview
2. Why Scrum Goes Bad
Turning Scrum into Best Practices
Lacking Goals
Taylorism Creeping Back in
Trust is Missing
Coach’s Corner
3. Breaking Bad Scrum with a Value-Driven ApproachBreaking Bad Scrum with a Value-Driven Approach
Reviewing the Scrum Values
Using the Scrum Values Every Step of the Way
The Scrum Values in Action
Coach’s Corner
4. The Product Owner
Many Product Owners, One Product
The Part-time Product Owner
The Proxy Product Owner
The Commander in Chief
The Scrum Master + Product Owner
Not Having a Clear Vision
Coach’s Corner
5. The Product Backlog
One Product, Many Product Backlogs
Too Many (or Too Few) PBIs
Inconsistent PBI Formats
The Static Product Backlog
Today’s Forecast: Frustrated Stakeholders
The Unordered Product Backlog
Coach’s Corner
6. The Development Team
Lacking Necessary Skills
That’s Not My Job
Cutting Corners
Everyone for Themselves
Wait Your Turn
The Team Is Too Big
Not Taking the Initiative
Coach’s Corner
7. Embracing the Scrum Master Role
No One on My Team Knows Scrum
Help! I’m the Impediment
The Superhero Scrum Master
The Rotating Scrum Master
So Many Impediments, So Little Time
The Dreaded Scrum Lord
Turning into a Scrum Secretary
Acting as the Janitor
Coach’s Corner
8. Management
Unprepared for Conversations
Expecting Too Much From One Conversation
Not Being Curious about Management’s Needs
Coach’s Corner
9. Thinking in Sprints
We Need a Special Sprint
Let’s Change the Sprint Length
Scrum Has Too Many Meetings
Using Sprint Cancellations to Change Scope
Follow the Requirements or Else
Coach’s Corner
10. Sprint Planning
Marathon Planning Events
Leaving Sprint Planning without a Sprint Goal
Maxing Out the Team
Letting Debt Build Up
Coach’s Corner
11. The Sprint Backlog
Caution: Developers Burning Down
Committing to the Sprint Backlog
Update the Board!
The Daily Projector Update
Waiting on a Miracle
Coach’s Corner
12. Reclaiming the Daily Scrum
The Daily Scrum as Status Meeting
The Twice-a-Week Scrum
Not All Voices Are Heard
The Team Isn’t Making Progress
Punishing Tardiness
The 45-Minute Scrum
The Team is Raising False Impediments
Coach’s Corner
13. Deconstructing the Done Product IncrementDeconstructing the Done Product Increment
We Haven’t Defined “Done”
Cutting Quality to Hit a Release Date
We’ll Finish That Later
Coach’s Corner
14. The Sprint Review
Stakeholders Aren’t Involved
The Product Owner as Judge
Presenting Undone Work
Treating Sprint Reviews like Demos
There’s an ‘I’ in Team
The Stagnant Sprint Review
Skipping It
The Standing Ovation
Coach’s Corner
15. The Sprint Retrospective
Few Bother to Attend
Superficial Commitments
Meaningless Improvements
50% Participation
Skipping It
The Complaint Session
Coach’s Corner
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Fixing Your Scrum
Next
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Fixing Your Scrum
Table of Contents
Foreword
Acknowledgements
Preface
Who This Book Is For
What’s in this Book
How to Read This Book
Online Resources
1.
A Brief Introduction to Scrum
A Quick Overview
2.
Why Scrum Goes Bad
Turning Scrum into Best Practices
Lacking Goals
Taylorism Creeping Back in
Trust is Missing
Coach’s Corner
3.
Breaking Bad Scrum with a Value-Driven Approach
Reviewing the Scrum Values
Using the Scrum Values Every Step of the Way
The Scrum Values in Action
Coach’s Corner
4.
The Product Owner
Many Product Owners, One Product
The Part-time Product Owner
The Proxy Product Owner
The Commander in Chief
The Scrum Master + Product Owner
Not Having a Clear Vision
Coach’s Corner
5.
The Product Backlog
One Product, Many Product Backlogs
Too Many (or Too Few) PBIs
Inconsistent PBI Formats
The Static Product Backlog
Today’s Forecast: Frustrated Stakeholders
The Unordered Product Backlog
Coach’s Corner
6.
The Development Team
Lacking Necessary Skills
That’s Not My Job
Cutting Corners
Everyone for Themselves
Wait Your Turn
The Team Is Too Big
Not Taking the Initiative
Coach’s Corner
7.
Embracing the Scrum Master Role
No One on My Team Knows Scrum
Help! I’m the Impediment
The Superhero Scrum Master
The Rotating Scrum Master
So Many Impediments, So Little Time
The Dreaded Scrum Lord
Turning into a Scrum Secretary
Acting as the Janitor
Coach’s Corner
8.
Management
Unprepared for Conversations
Expecting Too Much From One Conversation
Not Being Curious about Management’s Needs
Coach’s Corner
9.
Thinking in Sprints
We Need a Special Sprint
Let’s Change the Sprint Length
Scrum Has Too Many Meetings
Using Sprint Cancellations to Change Scope
Follow the Requirements or Else
Coach’s Corner
10.
Sprint Planning
Marathon Planning Events
Leaving Sprint Planning without a Sprint Goal
Maxing Out the Team
Letting Debt Build Up
Coach’s Corner
11.
The Sprint Backlog
Caution: Developers Burning Down
Committing to the Sprint Backlog
Update the Board!
The Daily Projector Update
Waiting on a Miracle
Coach’s Corner
12.
Reclaiming the Daily Scrum
The Daily Scrum as Status Meeting
The Twice-a-Week Scrum
Not All Voices Are Heard
The Team Isn’t Making Progress
Punishing Tardiness
The 45-Minute Scrum
The Team is Raising False Impediments
Coach’s Corner
13.
Deconstructing the Done Product Increment
We Haven’t Defined “Done”
Cutting Quality to Hit a Release Date
We’ll Finish That Later
Coach’s Corner
14.
The Sprint Review
Stakeholders Aren’t Involved
The Product Owner as Judge
Presenting Undone Work
Treating Sprint Reviews like Demos
There’s an ‘I’ in Team
The Stagnant Sprint Review
Skipping It
The Standing Ovation
Coach’s Corner
15.
The Sprint Retrospective
Few Bother to Attend
Superficial Commitments
Meaningless Improvements
50% Participation
Skipping It
The Complaint Session
Coach’s Corner
Copyright © 2020, The Pragmatic Bookshelf.
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