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

Is your team ready for Scrum?


While you're probably not going to have a perfect team in a perfect environment as you start or continue your Scrum practices, I've provided a short checklist to help you identify the most important elements to help you as you begin:

  • Do you have a team whose members are dedicated to the project? Do the members represent a cross-section of skills and talents—everything necessary to build features for the customer?

  • Do you have a product owner? If not, can you find someone to play this role so that the team can get started working on the most important items?

  • Does the product owner have a product vision and a product backlog? (See Chapter 5, The End? Improving Product and Process One Bite at a Time, for more details)

  • Can you establish—at maximum—a 30-day sprint? Shorter if possible?

  • Can you get participation from business stakeholders in the sprint review? (Not a requirement, but sure to drive urgency and visibility to your team).

  • Do you feel courageous enough to communicate obstacles as they arise?

  • Can you help the team create and maintain the sprint backlog? (See Chapter 2, Release Planning – Tuning Product Development, for more details)

  • Can you commit to protecting the team from interruptions, no matter the interrupter?