It’s time to extend the benefits of Scrum—greater agility, higher-quality products, and lower costs—from individual teams to your entire enterprise. However, with Scrum’s lack of prescribed rules, the friction of change can be challenging as people struggle to break from old project management habits. In this book, agile-process revolution leader Ken Schwaber takes you through change management—for your organizational and interpersonal processes—explaining how to successfully adopt Scrum across your entire organization.
A cofounder of Scrum, Ken draws from decades of experience, answering your questions through case studies of proven practices and processes. With them, you’ll learn how to adopt—and adapt—Scrum in the enterprise. And gain profound levels of transparency into your development processes.
Discover how to:
• Evaluate the benefits of adopting Scrum in any size organization • Initiate an enterprise transition project • Implement a single, prioritized Product Backlog • Organize effective Scrum teams using a top-down approach • Adapt and apply solutions for integrating engineering practices across multiple teams • Shorten release times by managing high-value increments • Refine your Scrum practices and help reduce the length of Sprints
About the Author
A 30-year veteran of the software development industry, Ken Schwaber is a leader of the agile process revolution and one of the developers of the Scrum process. A signatory of the Agile Manifesto in 2001, he subsequently founded the Agile Alliance and the Scrum Alliance. Ken authored Agile Project Management with Scrum and coauthored Agile Software Development with Scrum and has helped train more than 47,000 certified ScrumMasters.
Table of Contents
Chapter 1: What Do We Have to Do to Adopt Scrum?
Chapter 2: Scrum qua Scrum
Chapter 3: The First Year
Chapter 4: Against Muscle Memory—The Friction of Change
Chapter 5: Enterprises in Transition
Start Using Scrum for Enterprise Work
Chapter 6: Organizational Practices
Chapter 7: Engineering Practices
Chapter 8: People Practices
Chapter 9: The Relationship Between Product Management/Customer and the Development Team
Scrum 1, 2, 3
More About Scrum
Example Scrum Kickoff Meeting Agenda
Initial Enterprise Transition Product Backlog
About the Author