Agile Project Management with Scrum (Microsoft Professional) - page 81


Index

Q

quick results, importance of, 55

Quickstart training, 22, 48



Index

R

refactoring, 105

reports

Burndown reports, 89 ‚ 91

changes, 86 ‚ 87

customizing, pragmatic need for, 95

early Sprints, importance of, 94

extra frequency, 94

faking progress by ignoring debugging, 96

Gantt, 84 ‚ 91

lessons for, 99 ‚ 100

level of detail, meaningful, 99

MegaBank MBIT example, 92 ‚ 95

MegaEnergy example, 84 ‚ 92

paradigm shift from traditional, 86

Product Backlogs as, 85

purpose of, 83

reviews. See review meetings, Sprint

retrospective. See retrospective meetings, Sprint

sashimi rule for, 95

ScrumMaster role in, 86 ‚ 92

self-management , role in, 99

Service 1st example, 95 ‚ 99

specificity requirement, 98

technology progress, 93 ‚ 94

traditional approach, 84 ‚ 85

types for Scrum, 86

visibility requirement, 98

wolves demanding, 92 ‚ 95

Requests For Proposals (RFPs), 148 ‚ 149

requirements

listing for projects, 40

management, 152 ‚ 153

product. See Product Backlogs

reporting, 86

software, complexity of, 4 ‚ 5

traceability, 153

Requirements Management, 152 ‚ 153

retrospective meetings, Sprint

actionable items from, 139

attendance at, 138

defined, 141

example of, 108

purpose of, 102

rules for, 138 ‚ 139

time-boxing of, 138

return on investment. See ROI (return on investment)

review meetings, Sprint

artifacts, nonfunctional, 137

clean code requirement for, 105

defined, 9, 142

done, defined, 137

estimates vs. reality, assessing, 73

functionality rule, 137

hardware for presentations, 137

polling during, 138

preparing for, 137

purpose of, 137

rules for, 137 ‚ 138

scripted presentations in, 95

stakeholders role in, 138

time-boxing of, 137

RFPs (Requests For Proposals), 148 ‚ 149

ROI (return on investment)

adjustment intervals, 20

importance of, 81

Product Owners, focus of, 18, 20

roles

overview of, 6 ‚ 7

tasks assigned by, 39

rules of Scrum

changing, 133

Daily Scrum meetings, 135 ‚ 136

Sprint planning meetings, 133 ‚ 134

Sprint retrospective meetings, 138 ‚ 139

Sprint review meetings, 137 ‚ 138

Sprints, 136 ‚ 137



Index

S

salaries, 113 ‚ 114

sashimi

defined, 55

functionality implication , 96

scripted illusions of, 95

scaling

architectural requirements, 122, 123

business functionality, 122 ‚ 123

communicating Product Backlogs, 127

Daily Scrums for multiple customers, 126

debugging, 130 ‚ 131

development environment requirements,
122, 123

functionality, grouping Teams by, 129 ‚ 130

incremental functionality for infrastructure, 122 ‚ 123

infrastructure for, 120 ‚ 121

infrastructure requirements for, 122 ‚ 123

Medcinsoft example, 124 ‚ 131

MegaFund example, 120 ‚ 122

multiple customers coordination solution, 126 ‚ 129

nonfunctional requirements, 123

overview of, 119

prioritizing Product Backlogs, 120 ‚ 121

Product Backlogs, 120 ‚ 121, 126 ‚ 127

Product Owner role example, 128

rules for, enumerated, 122

Scrum of Scrums, 121

Sprints, requirements for beginning, 123

staging, 122 ‚ 123

synchronization mechanism requirement, 122

Teams, multiple. See multiple Teams

transactions example, 120 ‚ 122

visibility solutions, 127

Y2K example, 124 ‚ 131

schedules, evening out of, 39

Scrum of Scrums. See also multiple Teams

contradiction of self-organization, 132

defined, 44

scaling, 121

Scrum skeleton, 5 ‚ 7

ScrumMasters

authority, source of, 25

Certified ScrumMaster training, 29, 65

commitment to Teams, 30

Contoso example, 31 ‚ 33

Daily Scrum meetings, role in, 135

defined, 1, 141

difficulty in learning art of, 25

facilitation vs. bossing, 27 ‚ 29

interference, protecting team from, 17 ‚ 18

limits on knowledge of, 47

limits on power of, 50

Litware example, 29 ‚ 31

MegaFund example, 33 ‚ 35

mentoring new, importance of, 35

missing meetings, 30

outside interference, dealing with, 34 ‚ 35

overzealous, example of, 31 ‚ 33

philosophy of Scrum, learning, 25

possessiveness indicator, 27

Product Owners, relationship to, 36, 53, 65

project managers, difference from, 25, 30 ‚ 31,
35 ‚ 36, 104

reports , role in, 86 ‚ 92

responsibilities of, 16, 36

role overview, 7

rules, enforcing, 133

sheepdog analogy for, 16, 30

Teams treating as project manager, 104

Teams, relation to, 103 ‚ 104, 106, 108, 110

training for, 29, 65

Trey Research example, 26 ‚ 29

value of, 17 ‚ 18

wolves , dealing with, 34 ‚ 35

SEI (Software Engineering Institute)
certification, 151

self-management

reports, role in, 99

Teams, learning, 104 ‚ 105

self-organization

collective commitment requirement, 48

communication, increasing, 114 ‚ 115

complexity dependence, 132

key to Team success, 21

killing with bossing, 28

oversized Team example, 22 ‚ 23

real problems needed for understanding of, 51

Scrum of Scrums contradiction, 132

Teams, transitions to, 107 ‚ 110

sequential tasks problem, 39, 42

Service 1st example

Product Owners role, 55 ‚ 57

reports, 95 ‚ 99

team formation, 102 ‚ 115

shadow Product Owner example, 57 ‚ 60

sheepdog analogy for ScrumMasters, 30

skeleton of Scrum, 5 ‚ 7

Software Engineering Institute (SEI)
certification, 151

Sprint Backlogs

debugging vagueness, 97

defined, 12 ‚ 13, 134, 141

failing to keep up-to-date, 97

tasks, 141

Sprint Planning meetings

purpose of, 8, 17

face-to-face talks, benefit of, 60

multi-team approach to, 45

prioritizing tasks, 40

Sprints

abnormal termination of, 34, 136

adding Backlog items during, 137

backlogs. See Sprint Backlogs

defined, 8, 64, 141

first, estimates for, 111

increments of product functionality, 12 ‚ 14, 19

meetings, planning. See Sprint Planning meetings

multiple Teams, reviewing together, 56 ‚ 57

non-Team input into, 136

outside help for Teams, 136

planning meetings. See Sprint Planning meetings

Product Backlogs in, 136

report, ending. See reports

retrospectives. See retrospective meetings, Sprint

review meetings. See review meetings, Sprint

reviews as reporting mechanisms, 57

rules for, 136 ‚ 137

sashimi from, 55

Team role in, 8, 137

time-boxing of, 136

staging, 122 ‚ 123

stakeholders

defined, 4, 84, 142

planning, expectations set during, 67

role in review meetings, 138

visibility for, 84

suboptimal measurement, 114