"Our job as Scrum professionals is to continually improve our ability to use Scrum to deliver products and services that help customers achieve valuable outcomes. This book will help you to improve your ability to apply Scrum."
-From the Foreword by Ken Schwaber, co-author of Scrum Mastering Professional Scrum is for anyone who wants to deliver increased value by using Scrum more effectively. Leading Scrum practitioners Stephanie Ockerman and Simon Reindl draw on years of Scrum training and coaching to help you return to first principles and apply Scrum with the professionalism required to achieve its transformative potential.

The authors aim to help you focus on proven Scrum approaches for improving quality, getting and using fast feedback, and becoming more adaptable, instead of "going through the motions" and settling for only modest improvements.

Whether you're a Scrum Master, Development Team member, or Product Owner, you'll find practical advice for facing challenges with transparency and courage, overcoming a wide array of common challenges, and continually improving your Scrum practice.

• Realistically assess your current Scrum practice, and identify areas for improvement
• Recognize what a great Scrum Team looks like and get there
• Focus on "Done"-not "sort-of-Done" or "almost-Done"
• Measure and optimize the value delivered by every Product Increment
• Improve the way you plan, develop, and grow
• Clear away wider organizational impediments to agility and professionalism

• Overcome common misconceptions that stand in the way of progress Register your book for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.

  Autorentext

  Stephanie Ockerman has more than a decade of experience in both traditional waterfall and agile delivery approaches and has worked with implementations in leading large-scale technology programs, acting as a Scrum Master, and coaching Scrum Teams and organizations. She is also a certified Project Management Professional (PMP) through PMI and a Co-Active Coach trained by the Coach Training Institute. Stephanie is an active blogger and frequently speaks at agile and leadership conferences around the world.

  Simon Reindl is an experienced developer, trainer, coach, and technologist. He has more than 20 years' experience helping organizations in the private and public sectors and all industries adopt new technology and improve the value delivered. He is qualified to lead the full range of Professional Scrum Training courses (PSF, PSD .NET, PSM, PSPO and SPS) as well as coach people at all levels-whether in technical or managerial roles. Simon is a qualified teacher and Certified Agile Coach. He is also an active blogger and speaker at agile and technical conferences around the world.

  Inhalt

  Foreword by Ken Schwaber xiii
  Foreword by Dave West xvii
  Introduction xxi
  Acknowledgments xxvii
  About the Authors xxix

  Chapter 1: Continuously Improving Your Scrum Practice 1
  Focus on Seven Key Areas to Improve Your Scrum Practice 2
  Growing Scrum Requires a Team to Improve Other Capabilities 7
  A Process for Continuous Improvement 12
  Summary 21
  Call to Action 22

  Chapter 2: Creating a Strong Team Foundation 23
  Forming a Team Identity 23
  What Makes a Good Team Member? 24
  Who Should Be on a Scrum Team? 27
  How Do Scrum Teams Form Working Agreements? 29
  What Does Self-Organization Look Like? 31
  How Do Scrum Teams Collaborate? 36
  How Do Teams Progress? 42
  Summary 47
  Call to Action 48

  Chapter 3: Delivering "Done" Product Increments 49
  What Is a Definition of "Done"? 50
  Using Sprint Goals to Get to "Done" 55
  Getting PBIs to "Done" Earlier in the Sprint 58
  Limiting Work Items in Progress 62
  Building in Quality from the Beginning 64
  Quality Metrics 68
  Tackling Technical Debt 70
  Summary 74
  Call to Action 74

  Chapter 4: Improving Value Delivered 77
  What Is Value? 77
  Delivering Faster Is a Good Start, But Not Enough 78
  Product Value and the Scrum Team 80
  Using the Product Vision to Enliven Team Purpose, Focus, and Identity 81
  Measuring Value 83
  Inspecting and Adapting Based on Feedback 90
  Summary 92
  Call to Action 93

  Chapter 5: Improving Planning 95
  Planning with a Product Mindset 96
  Creating Alignment 100
  Product Backlog Refinement 101
  Planning a Sprint 107
  How Far Ahead to Refine 111
  Planning Releases 112
  Summary 113
  Call to Action 114

  Chapter 6: Helping Scrum Teams Develop and Improve 115
  Using the Sprint Retrospective to Uncover Areas for Improvement 115
  Identifying and Removing Impediments 118
  Growing Individual and Team Capabilities 124
  Being an Accountable Scrum Master 127
  Summary 135
  Call to Action 135

  Chapter 7: Leveraging the Organization to Improve 137
  Organizations Need to Evolve to Succeed 137
  Developing People and Teams 138
  Getting Comfortable with Transparency 144
  A Culture of Accountability, Not a Culture of Blame 145
  Letting Go of (the Illusion of) Control 146
  The Real Power of the Iron Triangle 146
  Funding Initiatives 148
  "Being Agile" Is Not the Goal 152
  Nail It Before You Scale It 153
  Summary 154
  Call to Action 154

  Chapter 8: Conclusion and What's Next 157
  Business Agility Requires Emergent Solutions 157
  Call to Action 160

  Appendix A: A Self-Assessment for Understanding Where You Are 161
  Business Agility 161
  Effective Empiricism with Scrum 162
  Effective Teamwork with Scrum 167
  Analysis of Assessment Answers 168

  Appendix B: Common Misconceptions About Scrum 169
  Scrum Is Not a Methodology or a Governance Process 169

  Index 175