By Ken Schwaber
Observe the rules of Scrum, probably the most renowned agile programming tools, to software program undertaking management—and concentration your staff on providing genuine enterprise price. writer Ken Schwaber, a pace-setter within the agile technique move and a co-creator of Scrum, brings his immense services to assisting you consultant the product and software program improvement technique extra successfully and successfully. aid do away with the anomaly into which such a lot of software program initiatives are borne, the place imaginative and prescient and making plans records are basically thrown over the wall to builders. This high-level reference describes tips to use Scrum to control complicated know-how tasks intimately, combining specialist insights with examples and case experiences in response to Scrum. Emphasizing perform over concept, this e-book explores each point of utilizing Scrum, targeting riding tasks for optimum go back on funding.
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Extra resources for Agile Project Management with Scrum (Microsoft Professional)
Accordingly, we minimized the amount of business functionality for the first Sprint. In the MegaEnergy project, Ruth and Jane decided that the team should try to automate only the title feed from the government agency that it knew best: the provincial government of Alberta. Jane presented the Product Backlog at the Sprint planning meeting. As she and the team looked it over, they saw an opportunity. The MegaEnergy land database contained all titles on which royalties were owned. A data feed could be obtained from Alberta that contained only ownership changes over the last 12 months.
Scrum is the exact opposite. Unlike these tools, which practically fight against a project’s natural momentum, Scrum shows management how to guide a project along its optimal course, which unfolds as the project proceeds. I’ve heard that traveling along a learning curve starts from a point where you have to think everything through step by step and ends at a point where you can perform the work in question unconsciously. This is particularly true of Scrum because those steeped in traditional management practices have to unlearn many of them.
The pig stops, pauses, and replies, "On second thought, I don’t think I want to open a restaurant with you. " This distinction is important in Scrum and is relevant to Scrum’s insistence upon total visibility. It should always be clear who is on the hook and who is just a kibitzer. Who is responsible for the ROI, and who has a stake in the ROI but isn’t accountable? Who has to turn difficult technology into functionality, and who is a troublesome "devil’s advocate"? The rules of Scrum distinguish between the chickens and the pigs to increase productivity, create momentum, and put an end to floundering.