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Table Of Contents

Chapter 1: Introductions to Scrum
A Brief Introduction to Scrum
The Product Owner has the following responsibilities
The ScrumMaster is a facilitative team leader
The Team is cross functional
Getting started with Scrum
Daily Scrum Meeting
Burndown Chart
Sprint Review Meeting
Continuing the Scrum
Scrum Primer
Traditional Software Development
Agile Development and Scrum
Scrum Basics
Scrum Roles
Starting Scrum
Sprint Planning Meeting
Daily Standup Meeting
Sprint Review
Sprint Retrospective
Starting the Next Sprint
Release Planning
Common Challenges
Results From Scrum
Chapter 2: The First Scrum
Agile Development: Lessons Learned from the First Scrum
Reviewing Software Development Processes
Why the Easel CEO Supported the First Scrum
Scrum Results
Chapter 3: What is Scrum? The First Paper on the Scrum Development Process
Scrum Development Process
2. Overview
3. Current Development Situation
4. Scrum Methodology
5. Advantages of the Scrum Methodology
6. Scrum Project Estimating
7. System Development Methodologies : Defined or Empirical
Chapter 4: Scrum on Large Projects: Distributed, Outsourced Scrum
First Scrum Scaling at IDX Systems 1996-2000
Linear Scalability in Large, Distributed, and Outsourced Scrums
Agile Can Scale: Inventing and Reinventing Scrum in Five Companies
Easel Corporation: The First Scrum
“All-at-Once” Software Development
Stimulating Software Evolution with SyncSteps
Achieving a Sustainable HyperProductive State
VMARK: The First Senior Management Scrum
Individual: The First Internet Scrum
IDX Systems: The First Scrum in the Large
PatientKeeper Scrum: The First Scrum Company
Chapter 5: Scrum Metrics
Reporting Scrum Project Progress to Executive Management through Metrics
Transparency into Projects
Executive Dashboard
Work Breakdown Structure
Earned Business Value
Chapter 6: Scrum Tuning
Type B Continuous Flow Scrum: Advancing the State of the Art3
Background on Scrum
Improving Scrum Implementations
Enhancing Scrum Implementations
Management Challenges for a Continuous Flow Scrum
1. Scrum Evolution
2. Scrum Evolution in Practice
2. The First Scrums – Team Scrum and Continuous Flow Scrum
3. Continuous Flow Scrum
3.1 Staging Functional Specifications for a Type B Sprint
3.2 Product Owner as Part of the Scrum Team
3.3 Type B Scrum Can Enable a Hyperproductive Team
4. Type C Scrum
4.1 Case Study Context
4.2 Case Study Market Requirements
4.3 Case Study Problem
4.4 Case Study Forces
4.5 Type C Scrum Solution
4.6 Type C Scrum Rationale
4.7 Type C Scrum Resulting Context
5. Conclusions
Chapter 7: Case Studies
1. Introduction
2. First agile attempts
2.1. The guinea pig projects
2.2. The first process steps
2.3. Issues to overcome
2.4. Working with the remote team
3. Adding agility – one practice at a time
3.1. Daily standup meetings
3.2. Small steps – Completely finishing a feature/task
3.3. Spikes
4. Release experience
5. Feedback and next steps
6. The second version
6.1. The world is better, but …
6.2. The project manager is dispensable
7. Where are we going from here
8. Summary
5. References
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Published by Kamal Yadav

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Published by: Kamal Yadav on Aug 10, 2011
Copyright:Attribution Non-commercial


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