Description
Book SynopsisPeter Götz is a consultant, trainer, and coach. He began his career as a Java software developer in 2001 and moved into consulting in 2006. He is also a Professional Scrum Trainer for Scrum.org and has been assisting teams as a Scrum Coach since 2008. As one of the stewards for the Professional Scrum Developer training, he maintains and develops the course material and learning path. He is passionate about software architecture and DevOps and likes to discuss ways to improve the work Scrum Teams do by using modern architectural styles and engineering practices to improve flow. Peter lives near Munich with his wife and their three children, and only has hobbies that start with b: brewing beer, baking bread, and beekeeping. He tried sailing once but only could enjoy it when he realized he was sitting in a boat. Find him on Twitter as @petersgoetz or visit his website,
pgoetz.de/en.
Uwe M. Schirmer is a certified Scrum expert, softwa
Table of ContentsForeword xi
Introduction xv
Acknowledgments xxi
About the Authors xxv Chapter 1: Being an Effective Scrum Team 1 Collaboration Between Product Owner and Development Team 3
Creating Transparency as a Scrum Team 10
Summary 25
Chapter 2: Common Problems 27 Missing Basics 29
Common Misunderstandings about Scrum 38
Avoidable Errors 46
Summary 54
Chapter 3: Scrum Is Not Enough 55 Strategy: Take Care of the Big Picture 56
Tactics: Work from Idea to Result 62
How to Improve Cross-functionality 71
Coping with Constant Change 77
Summary 83
Chapter 4: Releasable Is Less Than Released 85 What Is DevOps? 86
How to Combine Scrum and DevOps 91
Summary 99
Chapter 5: Resolving Conflict 101 Conflict That Can Be Solved by People Involved 102
Conflict That Needs Outside Intervention 107
Toxic Conflict That Needs Stronger Intervention 114
Summary 119
Chapter 6: Measure Success 121 Working Toward Goals 122
Improving Team Results 132
Summary 141
Chapter 7: Scrum and Management 143 The Role of Management in Scrum 144
How to Enable Self-organization 148
Summary 152
Chapter 8: The Agile Organization 153 Organizational Structures Can Either Help or Hinder Scrum 154
Complex Organizations Need Radical Simplicity 159
Summary 164
Chapter 9: Continuous Improvement Never Stops 167 How to Keep Improvement Continuous 168
Retrospectives as the Driver for Improvement 173
Will Scrum Ever Be Complete? 176
Summary 182
Bibliography 183
Index 185
