Book Image

The Professional ScrumMaster's Handbook

By : Stacia Viscardi
Book Image

The Professional ScrumMaster's Handbook

By: Stacia Viscardi

Overview of this book

A natural and difficult tension exists between a project team (supply) and its customer (demand); a professional ScrumMaster relaxes this tension using the Scrum framework so that the team arrives at the best possible outcome."The Professional ScrumMaster's Handbook" is a practical, no-nonsense guide to helping you become an inspiring and effective ScrumMaster known for getting results.This book goes into great detail about why it seems like you're fighting traditional management culture every step of the way. You will explore the three roles of Scrum and how, working in harmony, they can deliver a product in the leanest way possible. You'll understand that even though there is no room for a project manager in Scrum, there are certain “management” aspects you should be familiar with to help you along the way. Getting a team to manage itself and take responsibility is no easy feat; this book will show you how to earn trust by displaying it and inspiring courage in a team every day."The Professional ScrumMaster's Handbook" will challenge you to dig deep within yourself to improve your mindset, practices, and values in order to build and support the very best agile teams.
Table of Contents (22 chapters)
The Professional ScrumMaster's Handbook
Credits
Foreword
About the Author
Acknowledgment
About the Reviewers
www.PacktPub.com
Preface
Index

Estimating work


In Chapter 3, Sprint Planning – Fine-tune the Sprint Commitment, we discussed the traditional Scrum method of breaking PBIs into four to sixteen-hour tasks for the sprint. The reason behind this is that if a work task is small, the team member working on it will have something new to report every day, or at worst, every other day. This visibility into daily status allows for an entire team, then, to jump in and help each other when they can. If you visualize the Scrummage formation in rugby, you can see the similarities, except our Scrum team is huddled around product backlog items, not rugby footballs. Small estimates combined with a daily scrum meeting help the team move the sprint's PBIs together to completion.

When Scrum teams first start out, they focus on planning sprint tasks with lots of detail in order to ensure that they haven't overcommitted, as well as to generate their sprint burndown chart (Chapter 6). Due to the repetitive, sometimes boring nature of planning...