Fixing Your Scrum: Practical Solutions to Common Scrum Problems

Description

A Scrum Master's work is never done. The Development team needs your support, the Product Owner is often lost in the complexities of agile product management, and your managers and stakeholders need to know what will be done, by when, and for how much. Learn how experienced Scrum Masters balance the demands of these three levels of servant leadership while removing organizational impediments and helping Scrum Teams deliver real world value. Discover how to visualize your work, resolve impediments, and empower your teams to self-organize and deliver using the Scrum Values, Agile Principles, and advanced coaching and facilitation techniques. A Scrum Master needs to know when their team is in trouble and understand how to help them get back on the path to delivery. Become a better Scrum master so you can find the problems holding your teams back. Has your Daily Scrum turned in to a meeting? Does your team struggle with creating user stories? Are stakeholders disengaged during Sprint Review? These issues are common. Learn to use empiricism as your guide and help your teams create great products. Scrum is so much more than a checklist of practices to follow, yet that's exactly how many organizations practice it. Bring life back to your Scrum events by using advanced facilitation techniques to leverage the full intelligence of your team. Improve your retrospectives with new formats and exercises. Ask powerful questions that spark introspection and improvement. Get support and buy-in from management. Use Scrum as a competitive advantage for your organization. Create a definition of done that improves quality and fix failing sprints. Take the next step on your journey as a Scrum master. Transform your Scrum practices to help your teams enjoy their work again as they deliver high quality products that bring value to the world. What You Need: A moderate level of experience using the Scrum Framework. Cover 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 Index – A – – B – – C – – D – – E – – F – – G – – H – – I – – K – – L – – M – – O – – P – – R – – S – – T – – V – – W –