SCRUM敏捷项目管理

内容概要

Ken Schwaber,Ken Schwaber codeveloped the Scrum process withJeff Sutherland in the early 1990s and has used it ever since to help organizations struggling with compli-

cated development projects. One of the signatories to the Agile Manifesto in 2001, he went on to found the AgileAlliance, of which he is currently the Chairman of the Board. Ken has over thirty years of experience in the various aspects of systems development.

书籍目录

Foreword: Mike Cohn

Foreword: Mary Poppendieck

Acknowledgments

Introduction

1  Backdrop: The Science of Scrum

Empirical Process Control

Complex Software Development

The Skeleton and Heart of Scrum

Scrum Roles

Scrum Flow

Scrum Artifacts

Product Backlog

Sprint Backlog

Increment of Potentially Shippable Product Functionality

2  New Management Responsibilities

The ScrumMaster at MetaEco

The Situation at MetaEco

The ScrumMaster in Action

The ScrumMaster's Value

The Product Owner at MegaEnergy

The Situation at MegaEnergy

The Product Owner in Action

The Product Owner's Value

The Team at Servicelst

The Situation at Servicelst

The Team in Action

The Team's Value

3  The ScrumMaster

The Untrained ScrumMaster at Trey Research

What Was Wrong

Lessons Learned

The Untrained ScrumMaster at Litware

What Was Wrong

Lessons Learned

Overzealous at Contoso.com

Being Right Isn't Everything

Lessons Learned

Wolves at MegaFund

The Wolves Strike

Lessons Learned

4  Bringing Order from Chaos

The Situation at Servicelst

Application of Scrum

Lessons Learned

The Situation at Tree Business Publishing

Application of Scrum

Lessons Learned

The Situation at Lapsec

Application of Scrum

Lessons Learned

5  The Product Owner

Customer and Team Collaboration

Getting Servicelst's Management Back in Action

Sprint Review Meeting

Lessons Learned

Fixing the Problem of XFIow at MegaFund

Addressing the Problem

Lessons Learned

Company Goals at TechCore

How Scrum Helped TechCore

Lessons Learned

Company Goals at MegaBank Funds Transfer System

How Scrum Helped FTS

Lessons Learned

6  Planning a Scrum Project

7  Prnject Reporting-Keeping Everything Visible

8  The Team

9  Scaling Projects Using Scrum

A  Rules

B  Definitions

C  Resources

D  Fixed-Price,Fixed-Date Contracts

E  Capability Maturity Model(CMM)

Index

作者简介

The rules and practices for Scrum--a simple process for managing complex projects--are few, straightforward,and easy to learn. But Scrum's simplicity itself--its lack of prescription--can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons--the successes and failures--culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to use Scrum to solve complex problems and drive results--delivering more valuable software faster.

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