Download Head First Agile: A Brain-Friendly Guide to Agile and the PMI-ACP Certification PDF

TitleHead First Agile: A Brain-Friendly Guide to Agile and the PMI-ACP Certification
File Size18.9 MB
Total Pages397
Table of Contents
                            Title Page
Copyright Page
Table of Contents (Summary)
Table of Contents (the real thing)
Chapter 1: What is agile?: Principles and practices
Chapter 2: Organizations, constraints, and projects: In good company
Chapter 3: The process framework: It all fits together
Chapter 4: Project integration management: Getting the job done
Chapter 5: Scope management: Doing the right stuff
Document Text Contents
Page 2

Praise for Head First Agile

mailto:[email protected]

Page 198

the team tries to prioritize the items

that have the most of me.

I’m the set of items the team will
build during the sprint, along with a
plan to build them (usually a set of
tasks the items are decomposed into).

_____________ _____________

I’m a timeboxed meeting where the
team comes up with a sprint goal,
decides which items they’ll deliver,
and decomposes them into tasks.

_____________ _____________

I’m an ordered list of all of the items
(with descriptions, estimates, and
values) that might be needed in the
product at some time in the future.

_____________ _____________

Answers on page 44

there are no Dumb Questions

Q: Is the “Cows Gone Wild” team’s story realistic? Can you really
use Scrum for something like a video game, which requires a lot of
creativity and on-the-fly—and sometimes last-minute—changes with
heavy deadline pressure?

A: Not only can Scrum be used for a complex and dynamic project that
constantly changes, it’s actually better suited to an environment like that
than a traditional waterfall process. Scrum teams constantly look for changes
and find ways to adapt to them, which makes them much better at dealing
with complexity and even chaos. And the timeboxed nature of sprints helps
the team meet their deadlines. Alex just showed us a good example of the
kind of decision that video game teams make in real life. The team built a
feature but it turned out not to be fun enough in its current form, so they
shelved it for now and might revisit it to sell later as downloadable content.
Scrum gave the team the flexibility to handle this on the fly, while a
traditional waterfall team would probably have to go through a lengthy

Page 199

change control process. More importantly, a Scrum team sees this change as
a victory because they’ll welcome any change that delivers more value to the
product. A traditional waterfall team is likely to see it as a defeat because it
“wasted” effort and required a change to the plan.

Q: Does “self-organizing team” mean that there’s no boss?

A: Of course there’s a boss. If you work in a company and you’re not the
CEO, then you have a boss. But an effective self-organizing team typically
has a manager who doesn’t micromanage, and who trusts all of his or her
employees to deliver the most valuable software they can. Self-organizing
teams are given the authority to decide which features to include in the
software, usually by having a Product Owner assigned to the team who’s
senior enough to make those decisions. They’re given the freedom to plan
the work so that they can build those features in the way they feel is most
effective. And they’re given the flexibility to make decisions at the last
responsible moment, because that’s the most effective time to make
important project decisions.

Q: What exactly happens during the sprint retrospective?

A: The sprint retrospective is how the team inspects the sprint that just
ended and tries to find ways that they can improve. They look at all sorts of
things: the people on the team can improve the processes and tools that they
use to do the job, find ways to improve the quality of the software they’re
building, work on their relationships with others in the organization, and do
anything else that might have an impact on the work—especially anything
that can make their work more enjoyable or effective. By the time the sprint
retrospective ends, the team has put together a plan for improvement. This
plan typically consists of a small number of discrete and specific tasks that
individual people on the team will carry out. Before the meeting, the Scrum
Master helps everyone understand how it works, and makes sure that they all
respect the timebox. This happens the meeting because the Scrum
Master and Product Owner have to participate in the retrospective as team
members, offering their own opinions and ideas.

Q: Hold on—the Product Owner goes to the retrospective too? Does

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Sharpen your pencil

Here are three scenarios that Ryan and Ana are working on that have to
do with getting feedback from their project. Write down the name of the
tool being used in each scenario.

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