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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

Sprint review – inspecting and adapting the product


They were anxiously awaiting the start of the 10:00 a.m. meeting. All crammed into the testing lab; five to nine people at each workstation, 12 teams in all. They had worked hard all sprint, 30 days of figuring out how a third-party application would integrate with theirs, the ins and outs of differing roles and permissions models, two sets of business rules from two different systems that didn't always jibe. They were excited, nervous, and a bit fearful about unveiling their findings to the rest of the company. It was their third sprint review and they were getting closer to a marketable release. It was time to show the world what they had done.

The clock struck 10, and with a room full of support and services staff, managers from sales and training departments, executives, and even a few customers, the ScrumMasters sprang into action. They introduced the purpose of the sprint review, quickly gave a rundown of the features each team would...

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