Foreword, Robert C. Martin Foreword, Martin Fowler Preface 1 Introduction 1.1 Scrum At Work 1.2 Quick Tour of Scrum 1.3 Statements About Scrum 1.3.1 From Jeff Sutherland 1.3.2 From Ken Schwaber 1.3.3 From Mike Beedle 1.4 How the Book Is Organized 2 Get Ready For Scrum! 2.1 Scrum Is Different 2.2 A Noisy Project 2.3 Cut Through the Noise By Taking Action 2.4 Self-Organization 2.5 Respond Empirically 2.6 Daily Visibility Into the Project 2.7 Incremental Product Delivery 3 Scrum Practices 3.1 The Scrum Master 3.2 Product Backlog 3.2.1 Product Owner Solely Controls the Product Backlog 3.2.2 Estimating Backlog Effort 3.3 Scrum Teams 3.3.1 Team Dynamics 3.3.2 Team Size 3.3.3 Team Composition 3.3.4 Team Responsibilities and Authority 3.3.5 Working Environment 3.4 Daily Scrum Meetings 3.4.1 Establishing a Meeting Room 3.4.2 Chickens and Pigs 3.4.3 Starting the Meeting 3.4.4 Format of the Daily Scrum. 3.4.5 Identifying Impediments 3.4.6 Making Decisions 3.4.7 Establishing Follow-Up Meetings 3.5 Sprint Planning Meeting 3.5.1 Sprint Planning Meeting Overview 3.5.2 Identify Product Backlog and Goal for Next Sprint 3.5.3 Define Sprint Backlog to Meet Sprint Goal 3.6 Sprint 3.6.1 Product Increments Are Mined from Chaos 3.6.2 No Interference, No Intruders, No Peddlers 3.6.3 Sprint Mechanics 3.6.4 Abnormal termination of Sprints 3.7 Sprint Review. 4 Applying Scrum 4.1 Implementing Scrum 4.1.1 Implementing Scrum for New Projects 4.1.2 Implementing Scrum for Ongoing Projects 4.1.3 Improving Engineering Practices 4.2 Business Value through Collaboration 4.2.1 Example of Scrum Management 4.3 Empirical Management 4.3.1 Use Frequent, First-Hand Observations 4.3.2 Backlog, Assessing Progress and Predicting the Future 4.4 Managing a Sprint 4.4.1 Sprint Signatures 4.5 Managing a Release 4.5.1 Manage Cost, Date, Quality and Functionality 4.5.2 Basis for Tradeoffs 5 Why Scrum? 5.1 Noisy Life 5.2 Noise in Systems Development Projects 5.3 Why Current System Development Methodologies Don't Work 5.4 Why Scrum Works 5.5 Case Studies 6 Why Does Scrum Work? 6.1 Understanding Scrum 6.2 The New Product Development View of Scrum 6.3 The Risk Management and Predictability View of Scrum 6.4 The Kuhnian View of Scrum 6.5 Knowledge Creation View of Scrum 6.6 The Complexity Science View of Scrum 6.6.1 Definitions 6.6.2 Features 6.6.3 Scrum Organization, Processes and Roles 6.7 Anthropological View of Scrum 6.8 The System Dynamics View of Scrum 6.9 The Psychological View of Scrum 6.10 The Football Metaphor 7 Advanced Scrum Applications 7.1 Applying Scrum to Multiple Related Projects 7.1.1 The First Application 7.1.2 Reusability 7.1.3 Initial Setup and the Shared Resources Scrum Team 7.1.4 Developing the Second Application 7.1.5 Developing More Applications 7.1.6 Review of Specific Techniques 7.2 Applying Scrum to Larger Projects 7.2.1 The First Executable Prototype and First Branch of Development 7.2.2 Reusability 7.2.3 Initial Setup and the Shared Resources Scrum Team 7.2.4 Developing Through a Second Branch 7.2.5 Developing Through More Branches 7.3 Case Study of Multiple-Related Projects: A Benefits Company 7.3.1 The Change in Direction 7.3.2 The Second Application 7.3.3 More Applications 7.4 Case Study of Large Project: An Outsourcing Company 8 Scrum And The Organization 8.1 Organizational Impact 8.2 Impediment Example i 8.3 The Scrum Master as a Change Agent 8.4 Impediment Example 2 8.5 Impediment Example 3 8.6 Keep Your Eyes Open 8.7 Impediment Example 4 8.8 Impediment Example 5 8.9 Organizational Encroachment 8.10 Impediment Example 6 8.11 Scrum and Mission Statements 9 Scrum Values 9.1 Commitment 9.2 Focus 9.3 Openness 9.4 Respect 9.5 Courage
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