| Ken Schwaber，Ken Schwaber codeveloped the Scrum process withJeff Sutherland in the early 1990s and has used it ever since to help organizations struggling with compli- cated development projects. One of the signatories to the Agile Manifesto in 2001, he went on to found the AgileAlliance, of which he is currently the Chairman of the Board. Ken has over thirty years of experience in the various aspects of systems development. |
| Foreword: Mike Cohn Foreword: Mary Poppendieck Acknowledgments Introduction 1 Backdrop: The Science of Scrum Empirical Process Control Complex Software Development The Skeleton and Heart of Scrum Scrum Roles Scrum Flow Scrum Artifacts Product Backlog Sprint Backlog Increment of Potentially Shippable Product Functionality 2 New Management Responsibilities The ScrumMaster at MetaEco The Situation at MetaEco The ScrumMaster in Action The ScrumMasters Value The Product Owner at MegaEnergy The Situation at MegaEnergy The Product Owner in Action The Product Owners Value The Team at Servicelst The Situation at Servicelst The Team in Action The Teams Value 3 The ScrumMaster The Untrained ScrumMaster at Trey Research What Was Wrong Lessons Learned The Untrained ScrumMaster at Litware What Was Wrong Lessons Learned Overzealous at Contoso.com Being Right Isnt Everything Lessons Learned Wolves at MegaFund The Wolves Strike Lessons Learned 4 Bringing Order from Chaos The Situation at Servicelst Application of Scrum Lessons Learned The Situation at Tree Business Publishing Application of Scrum Lessons Learned The Situation at Lapsec Application of Scrum Lessons Learned 5 The Product Owner Customer and Team Collaboration Getting Servicelsts Management Back in Action Sprint Review Meeting Lessons Learned Fixing the Problem of XFIow at MegaFund Addressing the Problem Lessons Learned Company Goals at TechCore How Scrum Helped TechCore Lessons Learned Company Goals at MegaBank Funds Transfer System How Scrum Helped FTS Lessons Learned 6 Planning a Scrum Project 7 Prnject Reporting-Keeping Everything Visible 8 The Team 9 Scaling Projects Using Scrum A Rules B Definitions C Resources D Fixed-Price,Fixed-Date Contracts E Capability Maturity Model(CMM) Index |
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