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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

Why should we care about reviews and retrospectives?


The review and retrospectives are the backbone for organizational evolution.

To create new knowledge means quite literally to recreate the company and everyone in it in a nonstop process of personal and organizational self-renewal.

—Nonaka, Ikujiro, The Knowledge Creating Company

Just like the snake sheds its skin every so often to reveal shiny new scales, an individual, a team, and an organization must shed its old culture skin by creating new knowledge and sharing stories about the new way of doing things. One excellent place to start is in the retrospective. And during those times of reflection, a team can dig up challenges as heavy as boulders.

An example of this presented itself to me a short time ago with a client. We were in the very first sprint review. The team was very proud of itself, as it should have been—they achieved a lot in their sprint. However, I noticed that they were scurrying right...

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