Agile Project Management with Scrum (Microsoft Professional)

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Agile Project Management with Scrum (Microsoft Professional) is a very good reference book for Project managers for Agile project management written by Ken Schwaber.Ken Schwaber is the co-creator of Scrum. He is one of the leaders of the agile process revolution, as a signatory of the Agile Manifesto and founder and director of the Agile Alliance. He has been in the software development industry for more than 30 years and teaches and speaks at many conferences, including OOPSLA & Software Development.

Apply the principles of Scrum, one of the most popular agile programming methods, to software project management—and focus your team on delivering real business value. Author Ken Schwaber, a leader in the agile process movement and a co-creator of Scrum, brings his vast expertise to helping you guide the product and software development process more effectively and efficiently. Help eliminate the ambiguity into which so many software projects are borne, where vision and planning documents are essentially thrown over the wall to developers. This high-level reference describes how to use Scrum to manage complex technology projects in detail, combining expert insights with examples and case studies based on Scrum. Emphasizing practice over theory, this book explores every aspect of using Scrum, focusing on driving projects for maximum return on investment.

Table of contents

  1. Chapter 1 Backdrop: The Science of Scrum

    1. Empirical Process Control

    2. Complex Software Development

    3. The Skeleton and Heart of Scrum

    4. Scrum Roles

    5. Scrum Flow

    6. Scrum Artifacts

    7. Summary

  2. Chapter 2 New Management Responsibilities

    1. The ScrumMaster at MetaEco

    2. The Product Owner at MegaEnergy

    3. The Team at Service1st

    4. Conclusions

  3. Chapter 3 The ScrumMaster

    1. The Untrained ScrumMaster at Trey Research

    2. The Untrained ScrumMaster at Litware

    3. Overzealous at Contoso.com

    4. Wolves at MegaFund

    5. Conclusions

  4. Chapter 4 Bringing Order from Chaos

    1. The Situation at Service1st

    2. The Situation at Tree Business Publishing

    3. The Situation at Lapsec

    4. Conclusions

  5. Chapter 5 The Product Owner

    1. Customer and Team Collaboration

    2. Getting Service1st’s Management Back in Action

    3. Fixing the Problem of XFlow at MegaFund

    4. Company Goals at TechCore

    5. Company Goals at MegaBank Funds Transfer System

    6. Conclusions

  6. Chapter 6 Planning a Scrum Project

    1. Managing Cash at MegaBank

    2. Certified ScrumMasters Take on Return on Investment (ROI)

    3. Conclusions

  7. Chapter 7 Project Reporting—Keeping Everything Visible

    1. New Project Reporting at the MegaEnergy Title Project

    2. Getting More Information at MegaBank

    3. Not Everything Is Visible at Service1st

    4. Conclusions

  8. Chapter 8 The Team

    1. Team Formation at Service1st

    2. Giving the Team a Chance at WebNewSite

    3. Conclusions

  9. Chapter 9 Scaling Projects Using Scrum

    1. Scaling at MegaFund

    2. Scrum Scaling

    3. Scaling at Medcinsoft

    4. Conclusions

  1. Appendix A Rules

    1. Sprint Planning Meeting

    2. Daily Scrum Meeting

    3. Sprint

    4. Sprint Review Meeting

    5. Sprint Retrospective Meeting

  2. Appendix B Definitions

  3. Appendix C Resources

  4. Appendix D Fixed-Price, Fixed-Date Contracts

    1. How to Gain Competitive Advantage

    2. How to Ignore Competitive Advantage

  5. Appendix E Capability Maturity Model (CMM)

    1. CMM at MegaFund

    2. SEI, CMM, and Scrum

  6. Appendix Ken Schwaber


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