Agile Project Management with Scrum (Microsoft Professional) - download pdf or read online

By Ken Schwaber

Observe the rules of Scrum, essentially the most well known agile programming equipment, to software program venture management—and concentration your staff on supplying actual company price. writer Ken Schwaber, a pacesetter within the agile technique circulate and a co-creator of Scrum, brings his enormous services to supporting you consultant the product and software program improvement technique extra successfully and successfully. support cast off the paradox into which such a lot of software program initiatives are borne, the place imaginative and prescient and making plans records are primarily thrown over the wall to builders. This high-level reference describes the best way to use Scrum to regulate advanced know-how initiatives intimately, combining professional insights with examples and case experiences in accordance with Scrum. Emphasizing perform over thought, this publication explores each element of utilizing Scrum, concentrating on using tasks for optimum go back on funding.

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Extra resources for Agile Project Management with Scrum (Microsoft Professional)

Sample text

When team members share a common purpose that everyone believes in, they will figure out how to achieve it. When teams understand and commit to delivering business value for their customers, when they are free to figure out how to perform tasks, and when they are given the resources they need, they will succeed. Gary Convis notes that Toyota’s sustainable success comes from an "interlocking set of three underlying elements: the philosophical underpinnings, the managerial culture and the technical tools.

Now it could reformulate the land database to support the new requirements, learn and test new server technologies, and construct a generalized XML data stream that the land department might be able to use in interactions with every government agency. Thirty days later, at the first Sprint review meeting, the team presented the product increment that it had produced during the Sprint. Jane had worked with the team throughout this period and already knew what would be presented, but she was delighted nonetheless.

Scrum forces us to test and integrate our experiments and encourages us to release them to production, so that we have a complete learning cycle every 30 days. Scrum doesn’t focus on delivering just any increment of business value; it focuses on delivering the highest priority business value as defined by the customer (Product Owner). The Product Owner and the Team confer about what that definition is, and then the Team decides what it can do in 30 days to deliver high-priority business value. Thus the short feedback loop becomes a business feedback loop—Scrum tests early and often whether the system being developed will deliver value and exactly what that value will look like.

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Agile Project Management with Scrum (Microsoft Professional) by Ken Schwaber


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