Scrum For Dummies E-Book

Mark C. Layton

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 603

Veröffentlichungsjahr: 2015

Beschreibung

Practice an agile form of management to stop wasting time and money Scrum For Dummies is an easy to use guide to managing the tricky transition from a traditional project management methodology to the new and most popular agile framework. As the most efficient, successful methodology for team project management, Scrum relies on transparency, flexibility, and fluidity to deliver a final product that fulfills the needs of all stakeholders. Written in easy-to-read Dummies style, this book walks you through the core principles of Scrum and provides a roadmap for tangible implementation. The vast majority of projects go over budget, and billions of dollars are wasted every year on overruns. Put a stop to this wasteful leakage by switching to a management style that keeps all participants informed, up-to-date, and accountable. Authored by a Certified Scrum Trainer, Mark Layton, Scrum For Dummies covers the key ideas and processes behind Scrum methodologies, and presents the inner workings of the plan in an engaging and accessible format. Topics include: * The Scrum values, roles, artifacts, and activities that make up the principle of this methodology * When and how best to use Scrum * The differences between Scrum and other agile methodologies * Using Scrum for IT, finance, construction, health care, and more The book also delves into the everyday use of Scrum, and how it can help you achieve your own personal goals outside of work. There's a reason why scrum is quickly becoming the standard approach to project management--it works! If you want to stop wasting time and start producing more effectively, Scrum For Dummies is the guide that will get you there.

Leseprobe

Scrum For Dummies®

Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com

Copyright © 2015 by John Wiley & Sons, Inc., Hoboken, New Jersey

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Published simultaneously in Canada

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Library of Congress Control Number: 2014958355

ISBN 978-1-118-90575-3 (pbk); ISBN 978-1-118-90577-7; (epub); 978-1-118-90583-8 (epdf)

Scrum For Dummies®

Visit www.dummies.com/cheatsheet/scrum to view this book's cheat sheet.

Table of Contents

Cover

Introduction

About This Book

Foolish Assumptions

Conventions Used in This Book

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part I: Getting Started with Scrum

Chapter 1: The Basics of Scrum

The Bird’s Eye Basics

The Feedback Feast

Agile Roots

The Five Scrum Values

Part II: Running a Scrum Project

Chapter 2: The First Steps

Getting Your Scrum On

The Power in the Product Owner

Why Product Owners Love Scrum

The Company Goal and Strategy — Stage 1

The Scrum Master

Why Scrum Masters Love Scrum

Cool Common Roles Outside of Scrum

Chapter 3: Planning Your Project

The Product Roadmap — A Common Practice, Stage 2

When to Break It Down

Decomposition Definitions

Your Product Backlog

Product Backlog Common Practices

Chapter 4: The Talent and the Timing

The Development Team

Getting the Edge on Backlog Estimation

Your Definition of Done

Common Practices for Estimating the End

Chapter 5: Release and Sprint Planning

Release Plan Basics — Stage 3

Sprinting to Your Goals

Planning Your Sprints — Stage 4

Your Sprint Backlog

Chapter 6: Getting the Most Out of Sprints

The Daily Scrum — Stage 5

Team Task Board

The Sprint Review — Stage 6

The Sprint Retrospective — Stage 7

Part III: Scrum for Industry

Chapter 7: Software Development

It’s a Natural Fit

Software Flexibility and Refactoring

Embracing Change

Applications in Software

Chapter 8: Tangible Goods Production

The Fall of Waterfall

Construction

Flyover Construction in Bangalore

Scrum Home Building

Manufacturing

Hardware Development

Chapter 9: Services

Healthcare and Scrum

Education and Scrum

Challenges in Education Today

Scrum in the Classroom

The Military and Law Enforcement

Chapter 10: Publishing

The Iterative Angle

News Media and Scrum

Part IV: Scrum for Business Functions

Chapter 11: IT Management and Operations

Big Data and Large-Scale Migration

The Service-versus-Control Conundrum

Security Challenges

The Retiring-Boomer Gap

Profit-and-Loss Potential

Innovation versus Stability

Chapter 12: Portfolio Management

Portfolio Management Challenges

Startups

Scaling Scrum

Chapter 13: Human Resources and Finance

Human Resources and Scrum

Creating the Right Culture

Parexel Informatics

Finance

Chapter 14: Business Development

Scrum and Marketing

Scrum in Action

Scrum for Sales

Chapter 15: Customer Service

The Most Crucial Stakeholder

Scrum and Customer Service

Scrum in Action

Part V: Scrum for Everyday Life

Chapter 16: Dating and Family Life

Finding Love with Scrum

Planning Your Wedding Using Scrum

Families and Scrum

Chapter 17: Scrum for Life Goals

Getting to Retirement

Achieving Weight Goals

Keeping Life Balance

Planning Travel

Studying

Part VI: The Part of Tens

Chapter 18: Ten Steps to Transition to Scrum

Step 1: Conduct an Audit

Step 2: Identify and Recruit Talent

Step 3: Ensure Proper Training

Step 4: Mobilize a Transition Team

Step 5: Identify Pilot Project

Step 6: Maximize Environment Efficiency

Step 7: Reduce Single Points of Failure

Step 8: Establish Definition of Done

Step 9: Kick Off Pilot Project

Step 10: Inspect, Adapt, Mature, and Scale

Chapter 19: Ten Pitfalls to Avoid

Faux Scrum (Cargo Cult Agile and Double Work Agile)

Lack of Training

Ineffective Product Owner

Lack of Automated Testing

Lack of Transition Support

Inappropriate Physical Environment

Poor Team Selection

Discipline Slips

Lack of Support for Learning

Diluting until Dead

Chapter 20: Ten Key Benefits of Scrum

Better Quality

Decreased Time to Market

Increased Return on Investment

Higher Customer Satisfaction

Higher Team Morale

Increased Collaboration and Ownership

More Relevant Metrics

Improved Progress Visibility and Exposure

Increased Project Control

Reduced Risk

Chapter 21: Ten Key Metrics for Scrum

Sprint Goal Success Rates

Defects

Time to Market

Return on Investment

Capital Redeployment

Satisfaction Surveys

Team Member Turnover

Project Attrition

Skill Versatility

Manager:Creator Ratio

Chapter 22: Ten Key Resources for Scrum

Scrum For Dummies Cheat Sheet

Scrum Alliance®

Scrumguides.org

Scrum.org

ScrumPLoP

Scaled Agile Framework® (SAFe®)

LeSS

InfoQ

Scrum Development Yahoo! Group

Platinum Edge

About the Authors

Cheat Sheet

Advertisement Page

Connect with Dummies

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

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Introduction

Welcome to Scrum For Dummies. Scrum is an agile project -management framework with proven results in decreasing time to market 30 to 40 percent, improving product quality, and heightening customer satisfaction — all this while lowering costs from 30 to 70 percent. Scrum accomplishes all this through integration of business and development talent, improved communication models, increased performance visibility, regular customer and stakeholder feedback, and an empirically based inspect-and-adapt mentality. Even the most complex project can be managed more effectively using scrum to increase your bottom line.

About This Book

My goal is to demonstrate explicitly how scrum can be used for any project — not just software development. As with my Agile Project Management For Dummies (published by John Wiley & Sons, Inc.), this book is intended to be a field manual for the application of scrum in real-world situations. While I cover scrum fundamentals in detail, this book also delves into how to actually get out and experience its amazing benefits.

Scrum itself is easy to explain, but often the application is difficult. Old habits and organizational mind-sets need to be shifted, and new ways embraced. For this reason, I’ve included success stories so that you can see how scrum can fit into your unique situation.

The main thrust of understanding scrum lies in the three roles, three artifacts, and five events that form its foundation. While I cover these thoroughly, I also include common practices from myself and others in the field. From there you can choose what will work best for your project.

Several books on scrum already exist, but the one you hold in your hands differs in its practicality. I have over a decade of experience with agile methods and scrum, and I bring this to you in a practical guide. You don’t need to be a rocket scientist or a whiz programmer; all you need is a project and a passion to get it done in the best way possible. I give you examples from Fortune 100 companies all the way down to a family organizing their vacation.

I focus on the steps necessary to get scrum’s magic working for you. My audience ranges from code programmers to sales professionals to product manufacturers to executives to mid-tier management — and to stay-at-home moms who want a more organized household.

If you’re in the IT industry, you have probably heard the terms agile and/or scrum. Maybe you’ve even worked within a scrum environment but want to improve your skills in this area and bring others in your firm along with you. If you are not in IT, you might have heard that scrum is a great way to run projects. You are right! Perhaps it’s all new and you’re just searching for a way to make your project more accessible; or you have a great idea burning inside and just don’t know how to bring it to fruition. Whoever you are, an easy way exists to run your project, and it’s called scrum. Within these pages, I show you how.

Foolish Assumptions

Scrum itself isn’t technical. In fact, its basic tenets are common sense. However, in many cases, I’ve wrapped this information within the world of technology and have used technical terms to help explain this. Where useful, I’ve defined these.

I also cover common practices from scrum experts throughout the world. You can learn so much from others who use this framework in a seemingly limitless spectrum of projects.

Scrum falls under an umbrella of project management called agile project management. Neither scrum nor agile practices is a proper noun. Scrum is a framework for organizing your work, while agile is an adjective used to describe a wide variety of practices that conform to the values of the Agile Manifesto and to the 12 Agile Principles. Scrum and agile are not identical or interchangeable, but you frequently see them written in many sources, especially online, interchangeably. In this book, you will see terminology from both descriptions, because scrum is a frequently used subset of agile practices.

Conventions Used in This Book

If you do an online search, you will see the words agile and scrum, different roles, meetings, and documents; and various agile methodologies and frameworks, including scrum, capitalized. I shied away from this practice for a couple of reasons.

To start, none of these items are really proper nouns. Agile is an adjective that describes a number of items in project management: agile projects, agile teams, agile processes, and so on. But it is not a proper noun, and except in chapter or section titles, you will not see me use it that way.

For readability, I did not capitalize agile-related roles, meetings, and documents. Such terms include agile project, product owner, scrum master, development team, user stories, product backlog, and more. You may, however, see these terms capitalized in places other than this book.

Some exceptions exist. The Agile Manifesto and the Agile Principles are copyrighted material. The Agile Alliance, Scrum Alliance, and Project Management Institute are professional organizations. A Certified ScrumMaster and a PMI-Agile Certified Practitioner are professional titles.

Scrum For Dummies has six parts. Each part focuses on a different aspect of scrum and utilizing scrum in project management:

In

Part I

,

I show you the basics of scrum and its origin. I define concepts and important terminology as well as introduce the difference between scrum and common practices in scrum.

In

Part II

,

I show you how to get a project started using scrum. You get a look into how the three roles, three artifacts, and five events are broken down and get introduced to some common successful practices. You will discover release and sprint planning and find out how to estimate requirements.

In

Part III

,

I tell you how scrum is applied in industries such as software, manufacturing, construction, healthcare, and education and give concrete examples of success. You find out how scrum can address challenges specific to each industry.

In

Part IV

,

I show you how scrum is helping transform the business world. You see how scrum is used in large-scale organizations. You see how scrum is not just an individual unit or only in one company department but how using scrum can be incorporated across an entire organization from human resources to finance to business development and to customer service.

In

Part V

,

I help you to identify the universality of scrum outside of the business world and applied to daily life. You discover how scrum can be used to find love and for families, as well as how to use the framework of scrum for life goals.

In

Part VI

,

I introduce you to proven tips, metrics, and resources for making a successful transition to scrum and describe useful information to continue your journey in implementing scrum.

Icons Used in This Book

The following icons in the margins indicate highlighted material that I thought would be of interest to you. Next, I describe the meaning of each icon that is used in this book.

Tips are ideas that I would like you to take note of. This is usually practical advice that you can apply for that given topic.

This icon is less common than the others in this book. The intent is to save you time by bringing to your attention some common pitfalls that you are better off avoiding.

If you don’t care too much about the technical stuff, you can easily skip these paragraphs and you won’t miss much. If the technical stuff is your thing, you may find these sections fascinating.

This is something that I would like you to take a special note of. This is a concept or idea that I thought was important for you know and remember. An example of this would be a best practice that I think is noteworthy.

Beyond the Book

A lot of extra content that is not in this book is available at www.dummies.com. Go online to find the following:

Online articles covering additional topics at

http://www.dummies.com/extras/scrum

Here you will find articles, blogs, and other information regarding the implementation and experience of scrum.

The Cheat Sheet for this book is at

www.dummies.com/cheatsheet/scrum

Here you’ll find the major highlights for understanding the scrum framework.

Updates to this book, if any, are also available at

http://www.dummies.com/extras/scrum

Where to Go from Here

To start getting scrum working for you, you can begin applying scrum on smaller projects to get the feel, and before you know it, you’ll be handling your most important ones in the same way. This book is applicable to a diverse set of readers and is organized in a way that will allow you to navigate it by finding specific areas of interest that are relevant to you. Each chapter can be a reference to you at any time you have a technical question or want to see an example of scrum in real life.

If you are new to scrum, begin with

Chapter 1

to understand introductory concepts and terminology; then work your way through

Chapter 6

to find out about the entire framework. Then, as you continue on past

Chapter 6

, you’ll see how to apply scrum in any situation.

If you are already familiar with scrum and want to find out more about how it applies to many industries, check out

Chapters 7

through

10

and read about scrum being practiced in a variety of industries.

If you are a product owner, scrum master, or business leader and want to know more about scrum on a larger scale, start by reading

Chapter 12

and all of Part VI for valuable resources.

If you are familiar with scrum and want to know how it can help you address daily life, read

Chapters 16

and

17

to get inspiration and examples.

Part I

Getting Started with Scrum

Visit www.dummies.com for great Dummies content online.

In this part …

Connecting scrum with the principles of agile project management.

Using constant feedback through transparency and quantification to elevate success rates of projects.

Becoming tactically flexible to create strategic stability.

Visit www.dummies.com

Chapter 1

The Basics of Scrum

In This Chapter

Seeing essential scrum principles

Identifying useful scrum values and structure

At its barest, scrum is an empirical exposure model, which means knowledge is gained from real-life experience, and decisions are made based on that experience. It’s a way of organizing your project — whether it be releasing a new smartphone or coordinating your daughter’s fifth-grade birthday party — to expose whether your approach is generating intended results in reality. If you need to get it done, scrum provides a structure for increased efficiency and faster results.

Within scrum, common sense reigns. You focus on what can be done today, with an eye toward breaking future work into manageable pieces. You can immediately see how well your development methodology is working, and when you find inefficiencies in your approach, scrum allows you to act on them by making adjustments with clarity and speed.