Zombie Scrum Survival Guide

Description

Cover Half Title Title Page Copyright Page Dedication Contents Foreword Foreword Acknowledgments About the Authors Chapter 1 Getting Started Purpose of This Book Do You Need This Book? How This Book Is Organized No Time to Lose: Off You Go! Chapter 2 First Aid Kit Part I: (Zombie) Scrum Chapter 3 A Primer on Zombie Scrum The State of Scrum Zombie Scrum Symptom 1: Zombie Scrum Teams Don’t Know the Needs of Their Stakeholders Symptom 2: Zombie Scrum Teams Don’t Ship Fast Symptom 3: Zombie Scrum Teams Don’t Improve (Continuously) Symptom 4: Zombie Scrum Teams Don’t Self-Organize to Overcome Impediments It’s All Connected Isn’t This Just Cargo Cult Scrum or Dark Scrum? Is There Hope for Zombie Scrum? Experiment: Diagnose Your Team Together Steps Our Findings Now What? Chapter 4 The Purpose of Scrum It’s All about Complex Adaptive Problems Problems Complex, Adaptive Problems Complexity, Uncertainty, and Risk Empiricism and Process Control Theory Empiricism and the Scrum Framework What the Scrum Framework Makes Possible Scrum: An Evolving Set of Minimal Boundaries to Work Empirically Zombie Scrum and the Efficiency Mindset What about Simple Problems? Now What? Part II: Build What Stakeholders Need Chapter 5 Symptoms and Causes Why Bother Involving Stakeholders? Who Are the Stakeholders, Actually? Validating Assumptions about Value Why Are We Not Involving Stakeholders? We Don’t Really Understand the Purpose of Our Product We Make Assumptions about What Stakeholders Need We Create Distance between Developers and Stakeholders We See Business and IT As Separate Things We Don’t Allow Product Owners to Actually Own the Product We Measure Output over Value We Believe That Developers Should Only Write Code We Have Stakeholders Who Don’t Want to Be Involved Healthy Scrum Who Should Get to Know the Stakeholders? When to Involve Stakeholders Now What? Chapter 6 Experiments Experiments: Getting to Know Your Stakeholders Start a Stakeholder Treasure Hunt Create Transparency with the Stakeholder Distance Metric Give the Stakeholder a Desk Close to the Scrum Team Decorate the Team Room with the Product Purpose Experiments: Involving Stakeholders in Product Development Invite Stakeholders to a “Feedback Party” Go on a User Safari Guerrilla Testing Experiments: Keeping Your Focus on What Is Valuable Limit the Maximum Length of Your Product Backlog Map Your Product Backlog on an Ecocycle Express Desired Outcomes, Not Work to Be Done Now What? Part III: Ship It Fast Chapter 7 Symptoms and Causes The Benefits of Shipping Fast Complexity in Your Environment Complexity in Your Product The Bottom Line: Not Shipping Fast Is a Sign of Zombie Scrum Why Are We Not Shipping Fast Enough? We Don’t Understand How Shipping Fast Reduces Risk We Are Impeded by Plan-Driven Governance We Don’t Understand the Competitive Advantage of Shipping Fast We Don’t Remove Impediments to Shipping Fast We Work on Very Large Items during a Sprint Healthy Scrum Deciding to Release (or Not) Releasing Is No Longer a Binary Action Shipping during a Sprint No More “Big-Bang” Releases Now What? Chapter 8 Experiments Experiments to Create Transparency and Urgency Make a Business Case for Continuous Delivery Measure Lead and Cycle Times Measure Stakeholder Satisfaction Experiments for Starting Shipping More Often Take the First Steps to Automating Integration and Deployment Evolve Your Definition of Done Ship Every Sprint Ask Powerful Questions to Get Things Done Experiments for Optimizing Flow Increase Cross-Functionality with a Skill Matrix Limit Your Work in Progress Slice Your Product Backlog Items Now What? Part IV: Improve Continuously Chapter 9 Symptoms and Causes Why Bother Improving Continuously? What Is Continuous Improvement? Continuous Improvement or Agile Transformation? Why Are We Not Improving Continuously? In Zombie Scrum, We Don’t Value Mistakes In Zombie Scrum, We Don’t Have Tangible Improvements In Zombie Scrum, We Don’t Create Safety to Fail In Zombie Scrum, We Don’t Celebrate Success In Zombie Scrum, We Don’t Recognize the Human Factors of Work In Zombie Scrum, We Don’t Critique How We Do Our Work In Zombie Scrum, We Consider Learning and Work As Different Things Healthy Scrum Self-Critical Teams See the Forest and the Trees, Together Now What? Chapter 10 Experiments Experiments for Encouraging Deep Learning Share an Impediment Newsletter throughout the Organization Ask Powerful Questions during Sprint Retrospectives Dig Deeper into Problems and Potential Solutions, Together Experiments for Making Improvements Tangible Create 15% Solutions Focus on What to Stop Doing Create Improvement Recipes Experiments for Gathering New Information Use Formal and Informal Networks to Drive Change Create a Low-Tech Metrics Dashboard to Track Outcomes Experiments to Create a Learning Environment Share Success Stories and Build on What Made Them Possible Bake a Release Pie Now What? Part V: Self-Organize Chapter 11 Symptoms and Causes Why Bother Self-Organizing? What Is Self-Organization? Self-Organization through Simple Rules Self-Organization through Self-Management Self-Organization Is a Survival Skill in a Complex World The Bottom Line Why Are We Not Self-Organizing? In Zombie Scrum, We Are Not Self-Managing Enough In Zombie Scrum, We Use Off-the-Shelf Solutions In Zombie Scrum, Scrum Masters Keep Resolving All Impediments In Zombie Scrum, Scrum Masters Focus Only on Scrum Team(s) In Zombie Scrum, We Have No Goals or They Are Imposed In Zombie Scrum, We Don’t Use the Environment As External Memory In Zombie Scrum, We Are Impeded by Standardization Healthy Scrum: What Self-Organization Looks Like Scrum Teams Have Product Autonomy Management Supports Scrum Teams Now What? Chapter 12 Experiments Experiments to Increase Autonomy Make the Cost of Low Autonomy Transparent with Permission Tokens Find Actions That Boost Both Integration and Autonomy Break the Rules! Experiments to Encourage Self-Organization Find a Minimum Set of Rules for Self-Organization Express Clear Requests for Help Observe What Is Happening Experiments to Promote Self-Alignment Create Better Sprint Goals with Powerful Questions Use a Physical Scrum Board Find Local Solutions Organize Scrum Master Impediment Gatherings Develop Local Solutions with Open Space Technology Now What? Chapter 13 The Road to Recovery A Global Movement What If Nothing Helps? More Resources Closing Words Index A B C D E F G H I J-K L M N O P Q R S T U-V W X-Y-Z