使用Scrum的快捷项目管理

Foreword：MikeCohn

Foreword：MaryPoppendieck

Acknowledgments

Introduction

1Backdrop：TheScienceofScrum

EmpiricaIProcessControl

ComplexSoftwareDevelopment

TheSkeletonandHeartofScrum

ScrumRoles

ScrumFlow

ScrumArtifacts

ProductBacklog

SprintBacklog

IncrementofPotentiallyShippableProductFunction

2NewManagementResponsibilities

TheScrumMasteratMetaEco

TheSituationatMetaEco

TheScrumMasterinAction

TheScrumMastersValue

TheProductOwneratMegaEnergy

TheSituationatMegaEnergy

TheProductOwnerlnAction

TheProductOwner’SValue

TheTeamatService1st

TheSituationatService1st

TheTeaminAction

TheTeamsValue

3TheScrumMaster

TheUntrainedScrumMasteratTreyResearch

WhatWasWrong

LessonsLearned

TheUntrainedScrumMasteratLitware

WhatWasWrong

LessonsLearned

OverzealousatContoso.com

BeingRightIsntEverything

LessonsLearned

WolvesatMegaFund

TheWolvesStrike

LessonsLearned

4BringingOrderfromChaos

TheSituationatService1st

ApplicationofScrum

LessonsLearned

TheSituationatTreeBusinessPublishing

ApplicationofScrum

LessonsLearned

TheSituationatLapsec

ApplicationofScrum

LessonsLearned

5TheProductOwner

CustomerandTeamCollaboration

GettingService1stsManagementBackinAction

SprintReviewMeeting

LessonsLearned

FixingtheProblemofXFlowatMegaFund

AddressingtheProblem

LessonsLearned

CompanyGoalsatTechCore

HowScrumHelpedTechCore

LessonsLearned

CompanyGoalsatMegaBankFundsTransferSystem

HowScrumHelpedFIS

LessonsLearned

6PlanningaScrumProject

ManagingCashatMegaBank

TheTwo-DaySprintPlanningMeeting

LessonsLearned

CertifiedScrumMastersTakeonReturnonInvestment(ROI)

MLBTix

HowtheTeamsRespondtoThisExercise

LessonsLearned

7ProjectReportingKeepingEverythingVisible

NewProjectReportingattheMegaEnergyTitleProject

SolvingtheProblem

LessonsLearned

GettingMoreInformationatMegaBank

SolvingtheProblem

LessonsLearned

NotEverythingIsVisibleatService1st

TheReality

LessonsLearned

8TheTeam

TeamFormationatService1st

LearningWhostheBoss：TheTransition

LearningtoEngineerBetter：TheTransition

LearningtoSelf-Organize：TheTransition

EstimatingWorkload：TheTransition

LearningtoHaveFunWhileWorking：TheTransition

GivingtheTeamaChanceatWebNewSite

Background

LessonsLearned

9ScalingProjectsUsingScrum

ScalingatMegaFund

Approach

LessonsLearned

ScrumScaling

ScalingatMedcinsoft

Approach

BugFixing

LessonsLearned

ARules

SprintPlanningMeeting

DailyScrumMeeting

Sprint

SprintReviewMeeting

SprintRetrospectiveMeeting

BDefinitions

CResources

DFixed-Price，Fixed-DateContracts

HowtoGainCompetitiveAdvantage

HowtoIgnoreCompetitiveAdvantage

ECapabilityMaturityModel(CMM)

CMMatMegaFund

SEI，CMM，andScrum

Index

　　本书详细描述了如何使用SCRUM来管理复杂的技术项目，并从专家的视角来分析基于SCRUM的示例和案例。本书着重将SCRUM原理应用到软件项目的管理中，使项目实施团队着眼于交付实际业务价值，帮助消除许多软件项目管理中存在的模糊问题，将构想和计划文档实质上直接交于开发者。作者简介：　　KenSchwabercodeveloDedtheScrumprocesswithTeffSutherlandintheearly1990sandhasusediteversincetohelporganizationsstrugglingwithcomplicateddevelopmentprojects．OneofthesignatoriestotheAgileManifestoin2001，hewentontofoundtheAgileAlliance，ofwhichheiscurrentlytheChairmanoftheBoard．Kenhasoverthirtyyearsofexperienceinthevariousaspectsofsystemsdevelopment．