Index_T

T

Teams

actuals vs. estimates, 113 ‚ 114

attendance at Daily Scrum meetings, 135

bandwidth, interpersonal, 114 ‚ 115

clean code for functionality criteria, 105 ‚ 106

commitment, failure of, 116 ‚ 118

complex project integration with, 45, 46

complexity reduction by, 52

cross-functionality of personnel, 104

Daily Scrums, purpose of, 104, 106 ‚ 107

defined, 7, 142

engineering practices, improving, 105 ‚ 107

epiphanies, first, 101

estimating workloads, 110 ‚ 114

formation example, 102 ‚ 115

fun working, 114 ‚ 115

goal setting, adaptation to, 113 ‚ 114

help, mutual, 104 ‚ 105

inspect and adapt mechanisms, 106

long- term solutions vs. iteration, 109

maximizing productivity, 101

multiple, reviewing together, 56 ‚ 57

oversized, 22 ‚ 23

physical environment for, 103

planning role, 8, 134, 137

Product Owners, relation to, 53, 65, 112

Quickstart training for, 22

responsibilities of, 21

role defined, 7, 142

salaries, linking to measurements, 113 ‚ 114

ScrumMasters, relation to, 103, 106, 108, 110

self-management , learning, 102, 104 ‚ 105

self-organization of, 21 ‚ 23, 107 ‚ 110

Service 1st example, 102 ‚ 115

size of for maximum productivity, 118

Sprints, role in, 8, 137

suboptimal measurement effects, 114

success of, reasons for, 21

technospeak from, 65

transition to Scrum, overview of, 102

value of, 23

waterfall approach, transition from, 103

WebNewSite example, 116 ‚ 118

TechCore example, 60 ‚ 63

technology, complexity of, 4 ‚ 5

technology progress reports , 93 ‚ 94

termination of Sprints, abnormal, 34, 136

time-boxing

complexity reduction through, 52

Daily Scrum meetings, 135

defined, 142

planning meetings, 134

purpose of, 37

Sprint retrospective meetings, 138

Sprint review meetings, 137

Sprints, 136

tracer bullet concept, 41

tracking, 85. See also Product Backlogs

transparency, 105. See also visibility

Trey Research example, 26 ‚ 29