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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

Chapter 5. The End? Improving Product and Process One Bite at a Time

The End.

Those two words signify finality, completion, and by their terseness, create an abrupt stop. Every child's storybook ends with these two words; and when we said them aloud with our parents at bedtime—The End—we knew it was time to turn the lights out and go to sleep.

A sprint starts with a sprint planning meeting and ends with the sprint review and retrospective. These meetings are the "bookends" of the sprint time box. At first glance, it appears that the goal is for a Scrum team to get to the end of each sprint having completed "potentially shippable product increment" or "features that work", after which they hold a sprint retrospective to discuss process improvements. This is certainly part of the goal.

The other, and probably more important, purpose of these meetings is to temporarily pause development so that the team and project stakeholders may figure out how to better proceed in the next sprint. Unlike the...

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