Index
A
Abdelshafi, Ibrahim, 49
rotating ScrumMasters, 123
ability, 31
accountability, 32
developing, 31-33
sharing information, 32-33
targets, 33
training, 32
abnormal termination, 280
acceptance test-driven development. See ATDD
accountability
ability, 32
individuals versus teams, 406
ACH (Achievement Orientation), 359
achieving compliance, 400-401
ACT (Agile Champions Team), 65
ADAPT (Awareness, Desire, Ability, Promotion, Transfer), 21
ability
accountability, 32
developing, 31-33
sharing information, 32-33
targets, 33
training, 32
awareness. See awareness
desire, 26
communication, 27-28
engaging employees, 30-31
fear, 29-30
incentives, 29
increasing, 27-30
momentum, 28
sense of urgency, 28
test driving Scrum, 28-29
promotion, 34-35
agile safari, 36
attracting attention, 36-37
communication, 35-36
transfer
facilities, 38-39
finance, 39-40
human resources (HR), 38
marketing, 39
adding resources, 294
adjusting containers, 223-224
adopting Scrum
levels of, 22
reasons for moving slowly, 24
Adzic, Gojko, 250
agendas, scrum of scrum meetings, 342-343
Agile Champions Team (ACT), 65
agile:EF, general-purpose agility assessments, 432-433
agile phobias, resistance, 100-101
agile safari, promotion, 36
agility, public display of agility, 47-48
reasons for using, 48-49
Allen-Meyer, Glenn, 34
improvement community members, 76
all-in pattern
reasons for using, 45-46
versus start-small pattern, 46-47
altering exchanges, 226-227
alternatives to changing scope, 293-294
adding resources, 294
adjusting scope, 295
cutting quality, 294
extending schedules, 294-295
Amazon.com, two-pizza teams, 178
Ambler, Scott, 143
amplifying differences, 224-226
analysts, 137-139
Andersen Consulting, 164
Andersen, Ole, 369
self-organization,
Andres, Cynthia, 58
overtime, 288
annual reviews, 405
anticipating resistance, 97-98
architects, 142-143
non-coding architects, 143-144
areas of conflict, Scrum and sesquential development, 391-393
Armour, Phillip, 181
artificial intelligence (AI) programmers, 226
comparative agility assessments, 434-436
creating your own, 437-438
general-purpose agility assessments, 430-431
agile:EF, 432-433
Shodan Adherance Survey, 431-432
ATDD (acceptance test-driven development), 317-318
details, 318-320
attitudes, expectations (pilot projects), 91
attracting attention, promotion, 36-37
attributes of
product owners, 130-131
ScrumMasters, 118-120
automation, testing, 311-313
benefits of, 316-317
manual testing, 314
sprints, 314-316
user interface tests, 313-314
Avery, Christopher, 7, 61, 217
avoiding activity-specific sprints, 269-270
awareness, 23-24
developing
communication, 25
exposure to new people and experiences, 25-26
focusing on reasons for change, 26
with metrics, 25
pilot projects, 26
B
Babinet, Eric, 348
backlog management, 330
backlogs, improvement backlogs, 62-63
balanced scorecards
metrics, benefits of, 443-444
teams, 438-439
constructing balanced scorecards, 439-440
favoring simple metrics, 441-443
Barnett, Liz, 58
Beach Hut Deli, 205
Beck, Kent, 58
overtime, 288-289
behavior, reinforcing learning, 210-211
Benefield, Gabrielle, 396, 410, 415
Biddle, Robert, 129
big-room approach, spring planning meetings, 346-347
billiard ball sprints, 266
BioWare, 25
boundaries, responsibilities of product owners, 126-127
Boy Scout Rule, 159
Bridges, William, 30
Brodwall, Johannes, 264
business processes, Scrum and sequential development, 391
business sponsor engagement, attributes of pilot projects, 83
C
Capability Maturity Model Integration (CMMI), 399-400
career paths, human resources, 411-412
categorizing people, 99
Catmull, Ed, 214
CDE (Container, Differences, Exchange), 223-225
challenging teams, 211
change, 58
communicating about, 101
hearing from leaders, 101-102
hearing from peers, 102-103
changing scope, alternatives to, 293-294
adding resources, 294
adjusting scope, 295
cutting quality, 294
extending schedules, 294-295
charts, 418
chief product owner, 329
China, cultural differences, 360-361
choosing when to start pilot projects, 84-85
Cichelli, Sharon, 357
Cirillo, Francesco; pomodoro, 292
Clark, Jonathan, 82
Clark, Kim, 193
CMMI (Capability Maturity Model Integration), 399-400
coaching, ability, 32
coherence, distributed teams, 359
cultural differences, 359-361
team subcultures, 362-363
trust, 365-366
collaborating collocated teams, 356-357
collaboration
attributes of ScrumMaster, 119
encouraging through commitment, 215-217
collective ownership, 160-161
commitment
attributes of ScrumMaster, 120
historical velocity, 301-302
team size changes frequently, 303-304
through encouraging collaboration, 215-217
whole-team commitment, 204
commitments, making, 300-301
committing, 296-297
data for, 297-300
communication, 236
awareness, developing, 25
about change, 101
hearing from leaders, 101-102
hearing from peers, 102-103
desire, 27-28
distributed teams
documentation, 372-373
lateral communication, 374
product backlogs, 373
emergent requirements, 242-243
promotion, 35-36
teams, 198
user stories, product backlogs, 238-239
written documents, 236-241
communities of practice, cultivating, 347-348
creating environments for, 350-351
formal or informal, 349-350
participation, 351-352
comparative agility assessments, 434-436
compliance, 396-397
achieving, 400-401
CMMI (Capability Maturity Model Integration), 399-400
ISO 9001, 397-399
component teams, 183-185
building components as needed, 185-186
deciding when to use, 186-187
components, building as needed, 185-186
conditions of satisfaction, 248
conference calls, sprint planning meetings, 378-379
confidence, 217
connectors, 358
Conner, Daryl, 91
conservers, 99
constructing balanced scorecards, 439-440
contact visits, 369-370
containers
adjusting, 223-224
influencing self-organization, 221-223
continuous integration, 162-163
Cooper, Dr. Robert, 394
coordinating work among teams, 340
scrum of scrums meetings, 340-343
synchronizing sprints, 343-345
Cornell, John, 417
corporate multitasking, 195
costs, benefits of transitioning, 11-12
cross-functional teams, documentation, 253
cultivating communities of practice, 347-348
creating environments for, 350-351
formal or informal, 349-350
participation, 351-352
cultural differences, 362
distributed teams, 359-361
holidays, 361-362
Cunningham, Ward, 320
D
daily scrum, distributed teams (meetings), 381-384
dampening differences, 224-226
data
for committing, 297-300
for estimating, 297-300
database administrators, 148
debt, technical debt. See technical debt
Deemer, Pete; pilot projects, 92
DEEP (Detailed Appropriately, Estimated, Emergent, Prioritized), 254
product backlogs, 253-254
deliberately distributed teams, 357-358
delivering something valuable, sprints, 262-265
dependencies, managing, 333-334
integration teams, 337-339
kickoff meetings, 336-337
rolling lookahead planning, 334-336
sharing team members, 337
design, 166-167
adapting to user needs, 167-168
guiding, 169-170
designing teams for learning, 209-210
desire, 26
communication, 27-28
engaging employees, 30-31
fear, 29-30
incentives, 29
increasing, 27-30
momentum, 28
sense of urgency, 28
test driving Scrum, 28-29
desks, 416
details, ATDD, 318-320
development, Scrum and sequential development, 391
diehards, 110-112
differences
amplifying, 224-226
dampening, 224-226
influencing self-organization, 221-223
Dinwiddie, George, 417
disbanding IC (improvement communities), 78
coherence, 359
cultural differences, 359-361
team subcultures, 362-365
trust, 365-366
collaborating collocated teams, 356-357
communication
documentation, 372-373
lateral communication, 374
product backlogs, 373
deliberately distributed teams, 357-358
get-togethers
contact visits, 369-370
seeding visits, 367-369
traveling ambassadors, 370-372
meetings, 375-377
daily scrum, 381-384
low-fidelity videoconferencing, 378
scrum of scrums, 384-385
sharing the pain, 377
small talk, 376
sprint planning meetings, 378-381
sprint reviews and retrospectives, 385-386
subgroups, 366
diversity, finding the right people, 190
Doberman impression, 417
documentation
communication, distributed teams, 372-373
cross-functional teams, 253
Drummond, Brian, 365
Duarte, Deborah, 365
Dunbar, Robin, 332
duration, attributes of pilot projects, 83
E
Electronic Entertainment Expod (E3), 289
eliminating knowledge waste, 213-215
emergent requirements, 242-243
product backlog, 242-243
employee engagement,
benefits of, 13-14
desire, 30-31
encouraging collaboration through commitment, 215-217
end of project testing, 308-310
energizing the system, 231-232
energy, planning, 291-292
engaging employees, desire, 30-31
Enterprise Transition Community (ETC), 63-65
responsibilities of, 68-70
sprints, 65-66
sponsors and product owners, 66-67
Eoyang, Glenda, 68
epics, 247-248
ePlan Services, 259
estimating, 296-297
data for, 297-300
ETC (Enterprise Transition Community), 63-65
responsibilities of, 68-70
sprints, 65-66
sponsors and product owners, 66-67
evolution
influencing, 227-228
defining performance, 229
energizing the system, 231-232
introducing vicarious selection systems, 230-231
managing meaning, 229-230
selecting external environments, 228-229
excellence, striving for, 155-156
collective ownership, 160-161
continuous integration, 162-163
pair programming, 164-166
refactoring, 158-160
test-driven development, 156-157
exchanges
altering, 226-227
influencing self-organization, 222-223
executive sponsorship, space (facilities), 415-416
expectations, pilot projects, 88-89
attitudes, 91
involvement, 91-92
predictability, 90-91
progress, 89-90
extending
schedules, 294-295
sprints, 278-279
external ScrumMasters, 122
extract method, 159
F
facilities, 412-413
charts, 418
feedback devices, 418
food and drink, 420
furniture, 416-417
privacy, 419
product backlog, 419
proximity of team members, 418
space, 413-414
executive sponsorship, 415-416
war rooms, 414-415
spring backlog, 418-419
task boards, 419
transfer, 38-39
whiteboards, 419
windows, 420
facilities groups, 405
failure of pilot projects, 87-88
Farm Credit Services of America, ETC, 65
fear, desire, 29-30
feature teams, 182-184, 188-189
decisionmakers, 188
Fecarotta, Joe, 400
FedEx, 206
feedback
sprints, 283
testing at end of project, 309
feedback devices, 418
Feynman, Richard, 277
finance, transfers, 39-40
followers, 112-114
food and drink, 420
Ford, Doris, 141
traveling ambassadors, 370
frequency of scrum of scrum meetings, 342
Fuji-Xerox, 127
functional managers, 144-145
leadership, 145-146
personnel responsibilities, 146
furniture, facilities, 416-417
future shock, transitioning, 9
G
gang programming, 158
Garbardini, Juan, 399
Gates, Bill, 231
general-purpose agility assessments, 430-431
agile:EF, 432-433
Shodan Adherance Survey, 431-432
get-togethers
contact visits, 369-370
seeding visits, 367-369
traveling ambassadors, 370-372
Gladwell, Malcolm, 358
goals
ability, 33
IC (improvement communities), 76
sprints, 279-281
avoiding redirecting teams, 281-283
Goldman, Sylvan, 103
Goldstein, Professor Jeffrey, 73
Google, improvement communities, 72-73
governance, 394-396
non-agile governance, 395-396
grooming product backlog, 244-245
grouplets, Google, 72
grow-and-split pattern, 51-52
reasons for preferring, 53
guidelines for team structure, 197-199
guiding design, 169-170
H
Hackman, Richard, 212
hand-offs, 214
Haque, Nimat, 414
Hewlett-Packard, 210
High Moon Studios, 85
overtime, 289
Highsmith, Jim, 231
Hofstede, Geert, 359
Hogan, Ben, 371
holidays, cultural differences, 361-362
Honious, Jeff, 82
hot spots, 216
Houle, Benoit
promotion, 36
transfers, facilities, 39
human resources (HR), 406
career paths, 411-412
people issues, 412
performance reviews, 408-410
reporting structures, 407
reporting to product owners, 407-408
reporting to ScrumMaster, 407
reviews, 405
team members, removing, 410-411
transfer, 38
humility, attributes of ScrumMaster, 119
I
IBM
ability, 33
improvement communities, 71
IC (improvement communities), 70-73
catalysts for improvement, 72-73
disbanding, 78
goals, 76
members, 76-77
sprints, 74-75
impending doom, pilot projects, 84-85
importance, attributes of pilot projects, 83
improvement backlogs, 62-63
improvement communities. See IC
improving, 447-448
technical practices, 171-172
incentives, desire, 29
increasing
desire, 27-30
passion, 291-292
IND (Individualism), 359
individuals
accountability, 406
multitasking, 194-195
putting on one project, 191-192
putting on one task, 193-194
diehards, 110-112
followers, 112-114
saboteurs, 109-110
skeptics, 106-108
stopping the treadmill, 195-197
influencing
evolution, 227-228
defining performance, 229
energizing the system, 231-232
introducing vicarious selection systems, 230-231
managing meaning, 229-230
selecting external environments, 228-229
self-organization, 220-221
containers, 221-223
exchanges, 222-223
influential, attributes of ScrumMasters, 120
integrating
testing in projects, 309-310
testing in the process, 308
integration teams, 337-339
internal coaching, reasons for preferring, 53
internal ScrumMasters, 122
interrupt-driven organizations, 281
introducing new technical practices, 55
delaying, 56-57
starting soon, 55-56
introducing vicarious selection systems, 230-231
involvement, expectations (pilot projects), 91-92
iron triangle, 292-293
changing scope. See changing scope
project context, 296
ISO (International Organization for Standardization) 9001, compliance, 397-398
J
Jain, Apurva, 399
Jakobsen, Carsten, 400
job satisfaction, benefits of, 13-14
Jobs, Steve, 268-269
Johnson, Kent, 400
Johnston, Andrew, 143
Jones, Do-While, 166
Jones, Quinn, 65
K
Katzenbach, Jon, 202
Kerievsky, Joshua, 57
kickoff meetings, 336-337
knowledge
attributes of ScrumMasters, 120
sharing, 210
knowledge waste, eliminating, 213-215
Kofax, 417
Kotter, John, 5
Krebs, Bill, 431
L
large product backlogs, 330-333
Lasorda, Tommy, 215
lateral communication, distributed teams, 374
leaders, communicating about change, 101-102
leadership, 232-233
functional managers, 145-146
learning, team learning, 209
eliminating knowledge waste, 213-215
ensuring learing conditions exist, 209-212
supportive learning environments, creating, 212-213
levels of adopting Scrum, 22
Lewin, Kurt, 219
Liker, Jeffrey, 145
low-fidelity videoconferencing, 378
LTO (Long-Term Orientation), 359
M
MacDonald, John D., 27
Mah, Michael, 10
Management By Flying Around (MBFA), 370
Management By Walking Around (MBWA), 370
managing dependencies, 333-334
integration teams, 337-339
kickoff meetings, 336-337
rolling lookahead planning, 334-336
sharing team members, 337
managing meaning, 229-230
Mann, Chris, 13
Manns, Mary Lynn, 6
manual testing, 314
marketing, transfers, 39
Marsh, Stephen, 163
Martin, Angela, 129
Martin, Robert C., 159
Maurer, Frank, 13
MBFA (Management By Flying Around), 370
MBWA (Management By Walking Around), 370
McCarthy, Catherine, 291
McCarthy, Jim, 258
McClelland, Kent,
measurements, 430. See also assessments
purpose of, 429-430
meetings
distributed teams, 375-377
daily scrum, 381-384
low-fidelity videoconferencing, 378
scrum of scrums, 384-385
sharing the pain, 377
small talk, 376
sprint planning meetings, 378-381
sprint reviews and retrospectives, 385-386
telling everyone who is speaking, 377
one-city retrospectives, 386
regional meetings, 383-384
writing meetings, 382
members, IC (improvement communities), 76-77
metrics
benefits of, 443-444
developing awareness, 25
milestones, sprints, 259
Miller, Ade, 368
lateral communication, 374
Mintzberg, Henry, 67
momentum, desire, 28
Moore, Pete, 118
motivation, 216
multitasking
corporate multitasking, 195
individuals, 194-195
mum effect, 374
N
Nessier, Roger, 379
new technical practices, introducing, 55
delaying, 56-57
starting soon, 55-56
Nielsen, Jakob, 153
Noble, James, 129
non-agile governance, 395-396
non-coding architects, 143-144
O
OCR (optical character recognition), 170
one-city retrospectives, meetings, 386
open space, 336
optical character recognition (OCR), 170
organizational gravity, 405
originators, 99
Oticon, 369
overcoming resistance
diehards, 111
followers, 113
saboteurs, 109-110
from skeptics, 107
overlapping user experience design (UED), 271-272
productivity and, 290-291
P
pair programming, 164-166
Pantazopoulos, Stelios, 163
Paranen, Jyri, 150-151
participation, communities of practice, 351-352
passion, increasing, 291-292
patterns
all-in pattern, 44
reasons for using, 45-46
versus start-small pattern, 46-47
choosing your approach to spreading Scrum, 54
grow-and-split pattern, 51-52
reasons for preferring, 53
split-and-seed pattern, 50-51
reasons for preferring, 52-53
start-small pattern, 43
versus all-in pattern, 46-47
reasons for using, 44-45
Paulk, Mark, 399
paying down technical debt, 321-322
paying off technical debt, 320-321
PDI (Power Distance Index), 359
peers, communicating about change, 102-103
people
categorizing, 99
PMO, 421
Scrum and sequential development, 391
people issues, human resources, 412
performance, influencing evolution, 229
performance reviews, human resources, 408-410
personnel responsibilities, functional managers, 146
PetroSleuth, 16
Philips Research, 52
phones, 416-417
Pichler, Roman, 253
piecemeal transitions, 57
pilot projects
attributes of ideal pilot projects, 82-83
awareness, developing, 26
choosing when to start, 84-85
expectations, 88-89
attitudes, 91
involvement, 91-92
predictability, 90-91
progress, 89-90
failure of, 87-88
selecting, 81-82
pilot teams, selecting, 86-87
planning, 285
energy, 291-292
overtime, 287-291
progressively refining plans, 286-287
rolling lookahead planning, 334-336
Platt, Lew, 210
PMI (Project Management Institute), 292
PMO (project management office), 405, 420
people, 421
processes, 422-423
projects, 421-422
renaming, 423
pomodoro, 292
Poppendieck, Mary, 195
Poppendieck, Tom, 195
potentially shippable, working software (sprints), 258-260
potentially shippable guidelines, identifying, 260-262
Power Distance Index (PDI), 359
predicatability, expectations (pilot projects), 90-91
preparing in this sprint for the next, 266-268
pragmatists, 99
Primavera Systems, 397
ETC sprints, 67
privacy, 419
processes, PMO, 422-423
DEEP, 253-254
distributed teams, communication, 373
emergen requirements, 330-333, 419
grooming, 244-245
iceberg, 243-245
items, 208
refining requirements for, 245-246
starting without specifications, 249-252
cross-functional teams, 253
user stories, 238-239
refining, 246-248
views, 332
productivity
benefits of transitioning, 11-12
overtime and, 290-291
small teams, 180-182
product line owner, 329
product logs, starting without specifications (specifying by example), 250-251
attributes of, 130-131
ETC sprints, 66-67
overcoming problems, 132-134
reporting to, 407-408
responsibilities of, 125-127
scaling, 327-328
sharing responsibility, dividing functionality, 328-329
ScrumMasters as, 131-132
teams, 129-130
programmers, 146-147
progress, expectations (pilot projects), 89-90
project context, iron triangle, 296
Project Management Institute (PMI), 292
project management office (PMO), 405, 420
people, 421
processes, 422-423
projects, 421-422
renaming, 423
project managers, 139-142
projects, PMO, 421-422
promotion, 34-35
agile safari, 36
attracting attention, 36-37
communication, 35-36
PTON, Salesforce.com, 77
public display of agility, 47-48
reasons for using, 48-49
versus stealth transition, 50
Putnam, Doug, 180
Q
QSM, 180
quality, 293
benefits of transitioning, 15-16
reducing, 293-294
teams, 323
whole-team responsibility, 202
R
Ramanathan, Rajani, 348
Rayhan, Syed, 414
Reed Elsevier, 82
refactoring, 158-160
referencing success, 396
refining
plans, 286-287
user stories, 246-248
regional meetings, 383-384
reinforcing learning, behavior, 210-211
removing team members, 410-411
renaming PMO, 423
reporting structures, 407
reporting to product owners, 407-408
reporting to ScrumMaster, 407
requirements, refining for product backlog, 245-246
resistance
agile phobias, 100-101
anticipating, 97-98
diehards, 110-112
followers, 112-114
saboteurs, 109-110
skeptics, 106-108
as a useful red flag, 114
waterfallacies, 100-101
resources, adding, 294
responsibilities of
ETC, 68-70
product owners, 125-127, 328-329
responsibility
attributes of ScrumMaster, 119
whole-team responsibility, 201-203
written documents, 237
retention, 227
reviews, 405
human resources, 408-410
Ringelmann, Max, 179
Rising, Linda, 6
Robarts, Jane, 364
documentation, distributed teams, 373
traveling ambassadors, 371
Robbins, Stephen, 179
roles, ScrumMasters. See ScrumMasters
rolling lookahead planning, 334-336
rotating ScrumMasters, 122-123
S
Sabre Airline Solutions, 187
Salesforce.com, 3
ability, 32
balanced scorecards, 442
communities of practice, 348
kickoff meetings, 336
PTON, 77
testing automation, benefits of, 316
SAS, career paths, 411-412
scaling
product owners, 327-328
sharing responsibility, dividing functionality, 328-329
Scrum, 352
spring planning meetings, 345
big-room approach, 346-347
staggering by a day, 345-346
scatter, 213
scenarios of interaction, Scrum and sequential development, 390-391
Schatz, Bob, 49
rotating ScrumMasters, 123
Schubring, Lori, 21
desire, 28
promotion, attracting attention, 36
Schwartz, Tony, 291
scope, adjusting, 295
Scrum, sequential development and, 389-391
areas of conflict, 391-393
coexisting, 393-394
governance, 394-396
scenarios of interaction, 390-391
attributes of, 118-120
external, 122
internal ScrumMasters, 122
overcoming problems, 123-125
as product owners, 131-132
reporting to, 407
rotating, 122-123
tech leads as, 121-122
scrum of scrum meetings, 340-343
agendas, 342-343
distributed teams, 384-385
frequency of, 342
Sears, 145
seeding visits, 367-369
Seffernick, Thomas, 65
selecting
pilot projects, 81-82
pilot teams, 86-87
selecting external environments, 228-229
selection, 227
self-organization, influencing, 220-221
containers, 221-223
differences, 221-223
exchanges, 222-223
self-organizing teams, 189-190, 220
finding the right people, 190-191
sense of urgency, desire, 28
separating estimating from committing
commitment, 300-301
data for, 297-300
historical velocity, 301-302
team size changes frequently, 303-304
sequential development, Scrum and, 389-391
areas of conflict, 391-393
coexisting, 393-394
governance, 394-396
scenarios of interaction, 390-391
Shamrock Foods, 61-62
shared visions, team subcultures, 363
sharing
information, ability, 32-33
knowledge, 210
team members, 337
Shodan Adherance Survey, 431-432
size
attributes of pilot projects, 83
of teams, 178-179
skeptics, 105-108
small talk, meetings (distributed teams), 376
Smith, Douglas, 202
Snyder, Nancy, 365
social loafing, 179
space (facilities), 413-414
executive sponsorship, 415-416
war rooms, 414-415
specialists, 204-205
split-and-seed pattern, 50-51
reasons for preferring, 52-53
sponsors, ETC sprints, 66-67
spreading Scrum, choosing approach to, 54-55
sprint backlog, 418-419
sprint planning meetings
distributed teams, 378-381
scaling
big-room approach, 346-347
staggering by a day, 345-346
sprint reviews and retrospectives, distributed teams (meetings), 385-386
sprints
automation, 314-316
billiard ball sprints, 266
delivering something valuable, 262-265
ETC, 65-66
sponsors and product owners, 66-67
feedback, 283
goals, 279-281
avoiding redirecting teams, 281-283
IC (improvement communities), 74-75
preparing in this sprint for the next, 266-268
synchronizing, 343-345
team work, 268-269
architecture and database design, 274-276
avoiding activity-specific sprints, 269-270
overlapping UED (user experience design), 271-272
think holistically, work incrementally, 273-274
timeboxes, 276-278
extending, 278-279
working software, 258
defining potentially shippable, 258-260
identifying potentially shippable guidelines, 260-262
stage-gate process, 394
stakeholder satisfaction, benefits of transitioning, 16
start-small pattern, 43
reasons for using, 44-45
versus all-in pattern, 46-47
stealth transition, 47-48
reasons for using, 49-50
versus public display of agility, 50
Stout, Mike, 187
subgroups, 366
success, referencing, 396
supportive learning environments, creating, 212-213
sustainable pace, 288-290
Sutherland, Jeff, 357, 368, 400
SW-CMM (Software Capability Maturity Model), 399
synchronizing sprints, 343-345
T
Tabaka, Jean, 67
ScrumMasters, 121
targets, ability, 33
task boards, 419
TDD (test-driven development), 156-158
team learning, 209
eliminating knowledge waste, 213-215
ensuring learing conditions exist, 209-212
team members
analysts, 137-139
architects, 142-143
non-coding architects, 143-144
database administrators, 148
functional managers, 144-145
leadership, 145-146
personnel responsibilities, 146
programmers, 146-147
project managers, 139-142
removing, 410-411
sharing, 337
testers, 148-151
User Experience Designers (UEDs), 151-153
teams
accountability, 406
balanced scorecards, 438-439
constructing, 439-440
favoring simple metrics, 441-443
communication, 198
component teams, 183-185
building components as needed, 185-186
deciding when to use, 186-187
coordinating among,
scrum of scrums meetings, 340-343
synchronizing sprints, 343-345
cross-functional teams, 253
designing for learning, 209-210
distributed teams. See distributed teams
feature teams, 182-184, 188-189
decision makers, 188
guidelines for structure, 197-199
hand-offs, 206-207
individuals
multitasking, 194-195
putting on one project, 191-192
putting on one task, 193-194
stopping the treadmill, 195-197
motivating challenges, 211
pilot teams, selecting, 86-87
product backlog items, 208
product owners, 129-130
productivity, small teams, 180-182
quality, 323
Scrum and sequential development teams, 392
self-organizing, 189-190
finding the right people, 190-191
self-organizing teams, 220
size of, 178-179
specialists, 204-205
split-and-seed pattern, 51
two-pizza teams, 177-178
tying up loose ends, 207-208
whole-team commitment, 204
whole-team responsibility, 201-203
team subcultures
distributed teams, 362-363
reach agreements, 364-365
shared visions, 363
teamwork, sprints, 268-269
architecture and database design, 274-276
avoiding activity-specific sprints, 269-270
finish-to-finish relationships, 270-271
overlapping UED (user experience design), 271-272
think holistically, work incrementally, 273-274
teamwork factors, performance reviews, 408
tech leads as ScrumMasters, 121-122
paying down, 321-322
paying off, 320-321
technical practices, improving, 171-172
Terashima, Hiroki, 376
test automation pyramid, 311-313
test-driven development (TDD), 156-158
test driving Scrum, desire, 28-29
testers, 148-151
testing
automation, 311-313
benefits of, 316-317
manual testing, 314
sprints, 314-316
user interface tests, 313-314
end of project testing, 308-310
integrating into processes, 308-310
manual testing, 314
tests, ATDD. See ATDD
Thierren, Elaine, 363
Thomas, Dave, 171
time to market, benefits of transitioning, 14-15
timeboxes, sprints, 276-278
extending, 278-279
Toffler, Alvin, 9
Topp, Gregory, 138
training
ability, 32
PMO (project management office), 421
transfer, 37-38
facilities, 38-39
finance, 39-40
human resources (HR), 38
marketing, 39
transitioning, 5
benefits of, 10-11
current process no longer working, 17
employee engagement and job satisfaction, 13-14
productivity and costs, 11-12
quality, 15-16
stakeholder satisfaction, 16
time to market, 14-15
end state is unpredictable, 6-7
future shock, 9
pervasiveness of Scrum, 7-8
to Scrum, 8-9
successful change is not entirely top-down or bottom-up, 5-6
transitions
piecemeal, 57
stealth, 47-48
reasons for using, 49-50
versus public display of agility, 50
traveling ambassadors, 370-372
trust, distributed teams, 365-366
Truxaw, Matt, 377
promotion, 36
Turner, Richard, 391
CMMI, 399
two-pizza teams, 177-178
U
UAI (Uncertainty Avoidance Index), 359
UED (user experience design), 151-154
overlapping, 271-272
unattended interfaces, integation teams, 338
Uncertainty Avoidance Index (UAI), 359
United States, cultural differences, 360-361
unobservable features, 264
improvement communities, 73
User Experience Designers (UEDs), 151-153
overlapping, 271-272
user interface tests, 313-314
user stories, 241
product backlogs, 238-239
refining, 246-248
V
“Valley of Death,” 23
variation, 227
velocity, 297-298
calculating averages, 305
historical velocity, 301-302
vicarious selection systems, 230-231
views, product backlog, 332
visions, responsibilities of product owners, 125
W
Ward, Allen, 213-215
war rooms, 414-415
waterfallacies, resistance, 100-101
waterfall-at-end, Scrum and sequential development, 390
waterfall-in-tandem, Scrum and sequential development, 391
waterfall-up-front, Scrum and sequential development, 390
Weinberg, Gerald, 413
Wenger, Etienne, 349
Wheelwright, Steven, 193
whiteboards, 419
whole-team commitment, 204
whole-team responsibility, 201-203
Williams, Wes, 187
windows, 420
Woodward, Elizabeth
ability, 32
ETC, 66
working software, 258
sprints
defining potentially shippable, 258-260
identifying potentially shippable guidelines, 260-262
writing meetings, 382
written documentation, 236-241
X
Xebia, 368
Y-Z
Yahoo!
ability, 33
expectations, 91
improvement communities, 73
Young, Cynick, 376