Search results for ""Author Peter Götz""

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, softwaTable of ContentsForeword xiIntroduction xvAcknowledgments xxiAbout 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 183Index 185

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