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

Sprint retrospective – inspecting and adapting processes and teamwork


Many people don't realize that the sprint retrospective was not a part of Scrum originally. It was not a part of Ken's first book but was included as a part of his second as a bona fide step in the framework reportedly based on influences in 2001 by Norm Kerth, Diana Larsen, and Esther Derby.

The retrospective is the time and place dedicated to process improvement; in other words, it is a focused space for the team to think about how the last sprint went, what worked well, what needs improvement, and collectively what they will do to change it for the next sprint. A team discusses anything that may be relevant, whether it's a technical impediment that challenged the team, such as CI, test automation, and so on; organizational impediments; a misbehaving ScrumMaster; behavioral and social challenges; and issues preventing collaborative teamwork. The retrospective is not a time for inspecting people and finger pointing, but...