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The Professional ScrumMaster's Handbook

You're reading from   The Professional ScrumMaster's Handbook A collection of tips, tricks, and war stories to help the professional ScrumMaster break the chains of traditional organization and management

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Product type Paperback
Published in Apr 2013
Publisher Packt
ISBN-13 9781849688024
Length 336 pages
Edition 1st Edition
Concepts
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Author (1):
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Stacia Viscardi Stacia Viscardi
Author Profile Icon Stacia Viscardi
Stacia Viscardi
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Table of Contents (22) Chapters Close

The Professional ScrumMaster's Handbook
Credits
Foreword
About the Author
Acknowledgment
About the Reviewers
www.PacktPub.com
Preface
1. Scrum – A Brief Review of the Basics (and a Few Interesting Tidbits) 2. Release Planning – Tuning Product Development FREE CHAPTER 3. Sprint Planning – Fine-tune the Sprint Commitment 4. Sprint! Visible, Collaborative, and Meaningful Work 5. The End? Improving Product and Process One Bite at a Time 6. The Criticality of Real-time Information 7. Scrum Values Expose Fear, Dysfunction, and Waste 8. Everyday Leadership for the ScrumMaster and Team 9. Shaping the Agile Organization 10. Scrum – Large and Small 11. Scrum and the Future The ScrumMaster's Responsibilities ScrumMaster's Workshop Index

Chapter 9: Shaping the Agile Organization


  1. Where does your loyalty lie? Are you dedicated to your team and team members' happiness or are you too worried about what your manager thinks?

  2. How can you get management to accept that a Scrum team makes its own rules and essentially governs itself? What if management cannot accept this?

  3. Are your team members able to focus? Or are they being pulled in too many directions?

  4. Are you completely focused on your team? Laptops closed, mobile phone off? Undivided attention? Observe yourself. Give your team your full attention; ask them to respect each other and do the same. If the meetings are taking too long, discuss ways of shortening.

  5. When is the next opportunity for you to share something with your team that they may not expect? Maybe it's something you learned from a management meeting that you feel your team might be interested to know. Perhaps the product owner keeps stopping by your desk to discuss user stories and you feel the team might like to be pulled into that conversation. Start breaking down barriers to visibility and free communication. Identify these small opportunities that make large strides in openness and trust.

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