04526nam 2200865 a 450 991096295090332120200520144314.0978111846179211184617979781283851558128385155597811184617781118461770(CKB)2670000000308917(EBL)947659(OCoLC)819609833(SSID)ssj0000754600(PQKBManifestationID)11489342(PQKBTitleCode)TC0000754600(PQKBWorkID)10726541(PQKB)10414834(PQKBManifestationID)16120967(PQKB)23853025(DLC) 2012031578(WaSeSS)IndRDA00019501(Au-PeEL)EBL947659(CaPaEBR)ebr10630607(CaONFJC)MIL416405(OCoLC)841171106(OCoLC)ocn841171106 (CaSebORM)9781118461808(MiAaPQ)EBC947659(Perlego)1002225(EXLCZ)99267000000030891720120803d2013 uy 0engur|n|---|||||txtccrAgile pocket guide a quick start to making your business agile using Scrum and beyond /Peter Saddington1st editionHoboken, N.J. John Wiley & Sonsc20131 online resource (115 p.)Includes index.9781118461808 1118461800 9781118438251 1118438256 Cover; Title Page; Copyright; About the Author; Preface; Acknowledgments; Introduction: Team Tribes: A Story; Characters; Definitions; Meetings; Chapter 1: Servant Leadership; Chapter 2: What the Business Wants from You-Managing Requirements; Chapter 3: Your Agile Team; Chapter 4: The High-Performance Team; Chapter 5: Everyone around the Campfire; Chapter 6: Daily Stand-Up, or Daily Scrum; Chapter 7: Introducing the Product Owner, or Value Driver; Chapter 8: Discoveries from the Product Backlog; Chapter 9: The Sprint Backlog and Release Planning; Chapter 10: Sprint Planning MeetingChapter 11: User Stories and EstimationChapter 12: Timeboxed Sprints (Iterations) and the Meaning of Done; Chapter 13: Tracking Flow and Information Radiators; Chapter 14: Demonstration of the Product; Chapter 15: The Retrospective; Chapter 16: Wash, Rinse, Repeat, Win!; Chapter 17: Team and Business Cultural Dynamics-Team ScienceTM; Example Case; Chapter 18: Scrum of Scrums; Example Case; Chapter 19: Thirty-Second Scrum Elevator Pitch; Example Case; chapter 20: Understanding Requirements; Example Case; Chapter 21: Paired Programming-Team Kaizen; Example CaseChapter 22: Measuring a Working ProductExample Case; Chapter 23: Technical Debt Is a Progress Killer!; Example Case; Chapter 24: Oh Kanban!; Example Case; Chapter 25: Personal Kaizen-More on Servant Leadership; Chapter 26: Team Kaizen-Practicing Agile; Chapter 27: Product Kaizen-The Value Driver for Your Product; Chapter 28: Cultural Kaizen-Leadership in Dynamic Team Cultures; Chapter 29: Conclusion; IndexThe Agile Pocket Guide explains how to develop products, services, and software quickly and efficiently, without losing the main components of the framework so effective in streamlining the creating of these products and for making positive change within a company. It includesThe basic tennets of the Scrum frameworkHow to apply the processes and steps required to become agileThe dynamics of a successful agile environmentThe very basics of Scrum and how to employ them quicklyPractical questions to ask the Team Leader as well as the Team<liQuick start to making your business agile using Scrum and beyondAgile software developmentSoftware engineeringNew productsProduction managementTeams in the workplaceWorkflowAgile software development.Software engineering.New products.Production management.Teams in the workplace.Workflow.005.1Saddington Peter1982-1804662MiAaPQMiAaPQMiAaPQBOOK9910962950903321Agile pocket guide4352830UNINA