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Foreword by Jim Highsmith xix Foreword by Jeff Sutherland xxiPreface xxvAcknowledgments xxixAbout the Author xxxi Chapter 1: Scrum: Simple, Not Easy 1The Story 1Scrum 6Keys to Success 17References 18 Part I: Getting Prepared 19Chapter 2: Getting People On Board 21The Story 21The Model 27Change Takes Time 28Keys to Success 31References 32 Chapter 3: Using Team Consultants to Optimize Team Performance 33The Story 33The Model 37Keys to Success 45References 48Works Consulted 48 Chapter 4: Determining Team Velocity 49The Story 49The Model 54Keys to Success 63References 65 Chapter 5: Implementing the Scrum Roles 67The Story 67The Model 70Keys to Success 76 Chapter 6: Determining Sprint Length 77The Story 77The Model 80Keys to Success 87References 88 Chapter 7: How Do We Know When We Are Done? 89The Story 89The Model 91Keys to Success 97References 97 Chapter 8: The Case for a Full-Time ScrumMaster 99The Story 99The Model 102Keys to Success 108References 112Work Consulted 112 Part II: Field Basics 113Chapter 9: Why Engineering Practices Are Important in Scrum 115The Story 115The Practices 119Keys to Success 126References 129Works Consulted 129 Chapter 10: Core Hours 131The Story 131The Model 134Keys to Success 138 Chapter 11: Release Planning 139The Story 139The Model 142Keys to Success 151References 152 Chapter 12: Decomposing Stories and Tasks 153The Story 153The Model 155Keys to Success 163References 164Works Consulted 164 Chapter 13: Keeping Defects in Check 165The Story 165The Model 166Keys to Success 169References 169Work Consulted 170 Chapter 14: Sustained Engineering and Scrum 171The Story 171The Model 174Keys to Success 177References 178 Chapter 15: The Sprint Review 179The Story 179The Model 182Keys to Success 185Works Consulted 187 Chapter 16: Retrospectives 189The Story 189The Practice 191Keys to Success 196References 197 Part III: First Aid 199Chapter 17: Running a Productive Daily Standup Meeting 201The Story 201The Model 204Keys to Success 2 09 Chapter 18: The Fourth Question in Scrum 213The Story 213The Model 216Keys to Success 216References 217 Chapter 19: Keeping People Engaged with Pair Programming 219The Story 219The Model 221Keys to Success 226References 227 Chapter 20: Adding New Team Members 229The Story 229The Model 231Keys to Success 234References 235 Chapter 21: When Cultures Collide 237The Story 237The Model 242Keys to Success 247References 250Works Consulted 250 Chapter 22: Sprint Emergency Procedures 251The Story 251The Model 253Keys to Success 256References 257 Part IV: Advanced Survival Techniques 259Chapter 23: Sustainable Pace 261The Story 261The Model 265Keys to Success 270References 271 Chapter 24: Delivering Working Software 273The Story 273The Model 277Keys to Success 280Work Consulted 283 Chapter 25: Optimizing and Measuring Value 285The Story 285The Model 287Keys to Success 292Works Consulted 293 Chapter 26: Up-Front Project Costing 295The Story 295The Model 299Keys to Success 303References 304 Chapter 27: Documentation in Scrum Projects 305The Story 305The Model 308Keys to Success 315References 316 Chapter 28: Outsourcing and Offshoring 317The Story 317The Model 320Keys to Success 324References 329Work Consulted 329 Chapter 29: Prioritizing and Estimating Large Backlogs 331The Story 331The Model 334Keys to Success 338References 340 Chapter 30: Writing Contracts 341The Story 341The Model 345Keys to Success 353References 356 Appendix: Scrum Framework 357The Roles 357The Artifacts 359The Meetings 361Putting It All Together 364 Index 365
Mitch Lacey has been an agile practitioner and consultant and is the founder of Mitch Lacey & Associates, Inc., a software consulting and training firm. Mitch helps teams and companies realize gains in efficiency by adopting agile principles and practices such as Scrum and Extreme Programming. Mitch cut his agile teeth at Microsoft Corporation working on a variety of projects, sometimes as the product owner, other times as the ScrumMaster. Today, with more than 16 years of experience under his belt, Mitch works as an agile trainer and coach. He also continues to develop his craft by experimenting and practicing with project teams at many different organizations.Mitch is a Certified Scrum Trainer (CST) and a PMI Project Management Professional (PMP). He is a frequent speaker at conferences worldwide; has served on the board of the Scrum Alliance and the Agile Alliance; and chaired the Agile 2012 conference.