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The Professional ScrumMaster's Handbook

The Professional ScrumMaster's Handbook

By : Stacia Viscardi
4.6 (10)
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The Professional ScrumMaster's Handbook

The Professional ScrumMaster's Handbook

4.6 (10)
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)
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The Professional ScrumMaster's Handbook
Credits
Foreword
About the Author
Acknowledgment
About the Reviewers
www.PacktPub.com
Preface
Index

How the Scrum team should work


In The New New Product Development Game, Takeuchi and Nonaka described teams as autonomous, focused groups of people, who, when given goals that caused built-in instability had to self-organize around a new directive. In these cases, the manager did not do their jobs for them but rather stayed out of the way and provided everything the teams needed in order to be successful. This wasn't just a hypothetical model; rather, their article was a set of case studies about companies that were actually creating new products this way.

Jeff Sutherland describes the Scrum team as dedicated, cross-functional, self-organizing with a very high degree of autonomy and accountability. Sutherland's description of a Scrum team is similar to the generic definition of any team: a group of people with a complementary skillset and a common purpose. What makes Scrum teams different, then? There are three factors: Scrum team members are empowered to manage themselves, they are dedicated...

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