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Agile Project Management with Scrum (Microsoft Professional) by Ken Schwaber

By Ken Schwaber

Observe the foundations of Scrum, the most renowned agile programming equipment, to software program venture management—and concentration your staff on offering genuine company price. writer Ken Schwaber, a pace-setter within the agile method circulation and a co-creator of Scrum, brings his enormous services to assisting you consultant the product and software program improvement strategy extra successfully and successfully. aid get rid of the anomaly into which such a lot of software program tasks are borne, the place imaginative and prescient and making plans records are primarily thrown over the wall to builders. This high-level reference describes easy methods to use Scrum to control advanced expertise initiatives intimately, combining specialist insights with examples and case stories in response to Scrum. Emphasizing perform over thought, this booklet explores each element of utilizing Scrum, concentrating on using tasks for max go back on funding.

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Sample text

Scrum excels on urgent projects that are critical to an organization. Scrum excels when requirements are unknown, unknowable, or changing. Scrum excels by helping teams excel. In this book, Ken Schwaber correctly points out that Scrum is hard. It’s not hard because of the things you do; it’s hard because of the things you don’t do. If you’re a project manager, you might find some of your conventional tools missing. There are no Gantt charts in Scrum, there’s no time reporting, and you don’t assign tasks to programmers.

More detailed information about Scrum can be found in Appendix C, and in Ken Schwaber and Mike Beedle’s, Agile Software Development with Scrum (Prentice Hall, 2002). Scrum Roles There are only three Scrum roles: the Product Owner, the Team, and the ScrumMaster. All management responsibilities in a project are divided among these three roles. The Product Owner is responsible for representing the interests of everyone with a stake in the project and its resulting system. The Product Owner achieves initial and ongoing funding for the project by creating the project’s initial overall requirements, return on investment (ROI) objectives, and release plans.

Scrum doesn’t focus on delivering just any increment of business value; it focuses on delivering the highest priority business value as defined by the customer (Product Owner). The Product Owner and the Team confer about what that definition is, and then the Team decides what it can do in 30 days to deliver high-priority business value. Thus the short feedback loop becomes a business feedback loop—Scrum tests early and often whether the system being developed will deliver value and exactly what that value will look like.

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