LEADER 04265nam 2200769 a 450 001 9910462972203321 005 20200520144314.0 010 $a1-118-46179-7 010 $a1-283-85155-5 010 $a1-118-46177-0 035 $a(CKB)2670000000308917 035 $a(EBL)947659 035 $a(OCoLC)819609833 035 $a(SSID)ssj0000754600 035 $a(PQKBManifestationID)11489342 035 $a(PQKBTitleCode)TC0000754600 035 $a(PQKBWorkID)10726541 035 $a(PQKB)10414834 035 $a(PQKBManifestationID)16120967 035 $a(PQKB)23853025 035 $a(MiAaPQ)EBC947659 035 $a(DLC) 2012031578 035 $a(WaSeSS)IndRDA00019501 035 $a(CaSebORM)9781118461808 035 $a(Au-PeEL)EBL947659 035 $a(CaPaEBR)ebr10630607 035 $a(CaONFJC)MIL416405 035 $a(EXLCZ)992670000000308917 100 $a20120803d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aAgile pocket guide$b[electronic resource] $ea quick start to making your business agile using Scrum and beyond /$fPeter Saddington 205 $a1st edition 210 $aHoboken, N.J. $cJohn Wiley & Sons$dc2013 215 $a1 online resource (115 p.) 300 $aIncludes index. 311 $a1-118-46180-0 311 $a1-118-43825-6 327 $aCover; 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 Meeting 327 $aChapter 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 Case 327 $aChapter 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; Index 330 $aThe 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