Scrum combat: agile software project management and development attached download address

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Introduction

"Scrum Actual Combat-Agile Software Project Management and Development" provides a practical guide for software project teams on how to successfully implement the agile software framework Scrum. The narrative in this book is clear and accurate. It is a practical guide written by practitioners for practical situations. The book describes how to maximize the value of the project team, making up for the missing parts of many Scrum and project management books, including how to use financial terms to communicate with senior management, how to use objective evaluation techniques, and how to adapt the software architecture to Scrum. The appendix provides a case study that describes how to use the techniques and suggestions mentioned in this book to successfully build and deploy two software products. main content

◆ Basic financial knowledge required for good collaboration with business management.

◆ How to obtain the support of middle managers.

◆ How to collect requirements for Scrum projects visually.

◆ How to use the architectural vision to alleviate fluctuations in team velocity.

◆ How to objectively evaluate story points for enterprise-level Scrum deployment.

◆ The importance of automation, regression, and integration testing.

◆ Team leader in a Scrum environment.

Content excerpt

Scrum practical reading notes

Because I am learning about project managers recently. Completed Chapter 7 of Scrum. In fact, the first 4 chapters don't feel too big, they are just viewed as a learning book.

Starting from Chapter 5, I feel that this book is very well written. The problem described above has been encountered many times, so I found the reason here.

The three roles of Scrum: ScrumMaster, product owner, and team members. The current dilemma we are encountering is that the ScrumMaster and product owner are all concurrently assumed by the project manager, and the project manager will also encounter the pressure of leadership, so the team There is no protection of the members, and everyone is exhausted.

DoD: The definition is complete. This is one of the problems we are currently encountering. One demand comes over, but the three-word demand does not know if everyone has seen it. The demand for 3 sentences is a common thing in our company. The code submitted by development cannot be integrated at all, or integrated with various problems. The test often only does a smoke test when there is no time, and the functional test can only be done in time. Defining DoD is much easier to handle. Need to clarify requirements and write unit tests for development. The test needs to be done in both white box testing and black box settings, and performance testing must be checked before each release.

Brainstorming: The source of the user story is not the project manager’s say, nor the system analyst’s job, nor is it the brainstorming of a certain developer. User stories must reach a consensus among each team member.

Chapter 1. Basic knowledge of Agile and Scrum 1
1.1 What is the basis of agile software development and project management 2
1.2 Origin of Scrum 3
1.3 Why are Agile and Scrum effective in software project management 7
1.4 Summary 9
Chapter 2 About Finance 11
2.1 Calculate project cost 11
2.2 Choose project investment 12
2.2.1 Payback period 12
2.2.2 Purchase and build 12
2.2.3 Net Present Value (NPV) 13
2.2.4 Return on Investment (ROI) 14
2.3 Monitoring project performance 15
2.3.1 Cost performance 15
2.3.2 Schedule performance 16
2.3.3 Project budget forecast 17
2.4 Summary 18
Chapter 3 How to Communicate with Managers at Various Levels 19
3.1 Communicating with senior management 20
3.2 Cooperating with senior IT management 22
3.3 Working with IT middle managers 23
3.3.1 Quality Assurance 24
3.3.2 Operation and maintenance management 24
3.3.3 Enterprise Architecture 24
3.4 Turn direct managers into allies 28
3.5 Summary 28
Chapter 4 Intuitive Requirements Collection Method for Product Backlog 29
4.1 A new intuitive requirements gathering process for Agile and Scrum 29
4.1.1 Step 1: Identify stakeholders and their goals 29
4.1.2 SMART Principle 30
4.1.3 Step 2: Collect requirements for product backlog 31
4.1.4 CUTFIT Principle 33
4.2 Example 33
4.3 Summary 37
Chapter 5 Making Story Point Evaluations Comparable 39
5.1 Problems with non-comparable story points 39
5.2 Planning the cultural issues of poker 40
5.3 An evaluation process based on objective criteria 40
5.4 Summary 46
Chapter 6 The Impact of Architecture Vision on Team Productivity and Software Quality 47
6.1 The importance of architectural vision 48
6.2 How to identify the architectural vision 52
6.3 Another advantage of the architectural vision 54
6.4 Summary 58
Chapter 7 From Architecture Vision to Release and Sprint Planning to Parallel Software Development 61
7.1 From architectural vision to release and sprint planning 61
7.2 From incremental development to parallel software development 66
7.3 Summary 68
Chapter 8 About the Product Owner 69
8.1 Managing the expectations and priorities of stakeholders 70
8.2 Have a clear product vision and knowledge 70
8.3 Know how to collect requirements for product backlog 71
8.4 Always be with the team 71
8.5 Knowing how to be a great organizer 72
8.6 Knowing how to communicate better 72
8.7 Know how to be a service leader 72
8.8 Summary 72
Chapter 9 The Importance of Automated Testing and Continuous Integration Testing 73
9.1 The importance of the definition of "done" 74
9.2 The most important test 76
9.2.1 Automated Testing 76
9.2.2 Continuous Integration Testing 76
9.3 Organizing test infrastructure 77
9.4 Summary 78
Chapter 10 The Importance of Teamwork 79
10.1 Individual 79
10.2 Group 80
10.3 Team 81
10.4 Keirsey's Temperament Type Theory 81
10.5 The 5 stages of a team 82
10.6 Methods to resolve team conflicts 83
10.7 Conditions for good teamwork 83
10.8 Summary 84
Chapter 11. New Features of Management and Leadership in Scrum Projects 87
11.1 High performance training: GROW model 90
11.2 Traits of caring leaders and managers 91
11.3 Summary 92
Chapter 12 How to Adapt Scrum to the Environment 93
12.1 How to adapt Scrum to the environment without pretending to be negative ScrumBut 94
12.2 Some examples of Scrum adaptation to the environment 94
12.2.1 Organizational Dimensions 94
12.2.2 Infrastructure Dimensions 96
12.2.3 Team Dimensions 97
12.2.4 Technical Dimensions 97
12.2.5 Process dimension 97
12.2.6 Business Dimensions 98
12.3 Summary 99
Chapter 13 Self-Assessment of Scrum Project Readiness 101
13.1 A simple tool for evaluating Scrum readiness 101
13.2 Example 106
13.3 Grouping together 109
13.4 Summary 110
Chapter 14 When to Need a ScrumMaster 111
14.1 Deep theoretical and practical knowledge of Scrum 112
14.2 Excellent service-oriented leadership skills 112
14.3 Strong organizational skills 112
14.4 Excellent communication skills 112
14.5 Excellent presentation skills 113
14.6 Conflict Resolution Ability 113
14.7 Excellent human development ability 113
14.8 Summary 113
Chapter 15 Parting Messages 115
Appendix A Two Real Software Product Development Cases 117
Appendix B on the early termination of the sprint 175

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