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 planning basics


Sprint planning is, simply, the time when a team plans its sprint; it happens on the first day of the sprint. Legacy Scrum tells us that we have up to eight hours to plan for a 30-day sprint. In the past five years, many teams have moved to two-week sprints, and sprints of one or three weeks are also common. In any case, when the sprint length is shorter than one month, it's logical that the team should reduce the amount of time spent in sprint planning. A two-week sprint, for example, should not require a team to spend more than four hours of sprint planning (and can usually be completed in just a couple of hours). I worked with a team a couple of years ago that planned its three-week sprints in 15 minutes. And they consistently completed 85 to 95 percent of their commitments. More planning doesn't necessarily mean better planning!

Weight Watchers is very similar to Scrum. When a person begins the Weight Watchers program, he/she initially weighs in so that there is...