Agile Project Management with Scrum

Description

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 better results - delivering more valuable software faster.

Gain the foundation in Scrum theory - and practice - you need to:

* Rein in even the most complex, unwieldy projects
* Effectively manage unknown or changing product requirements
* Simplify the chain of command with self-managing development teams
* Receive clearer specifications - and feedback - from customers
* Greatly reduce project planning time and required tools
* Build - and release - products in 30-day cycles so clients get deliverables earlier
* Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects
* Support multiple teams working on a large-scale project from many geographic locations
* Maximize return on investment!

CONTENTS:

ForewordForeword: Why Scrum WorksAcknowledgmentsIntroductionChapter 1: Backdrop: The Science of ScrumChapter 2: New Management ResponsibilitiesChapter 3: The ScrumMasterChapter 4: Bringing Order from ChaosChapter 5: The Product OwnerChapter 6: Planning a Scrum ProjectChapter 7: Project Reporting - Keeping Everything VisibleChapter 8: The TeamChapter 9: Scaling Projects Using ScrumAppendix A: RulesAppendix B: DefinitionsAppendix C: ResourcesAppendix D: Fixed-Price, Fixed-Date ContractsAppendix E: Capability Maturity Model (CMM)Appendix : Ken Schwaber