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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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Toc

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 11. Scrum and the Future

Imagine showing up to work whenever you felt like it. You know what to work on because you signed up for the project. Your day-to-day work results from brainstorming sessions with your team, and you work hard to accomplish great things together. You feel proud of your work; you understand how that work contributes to the company's mission. You work your hardest but you have a life outside of work. You understand the market and how it moves. And yet you are free—if you hear of another cool initiative from your friends at lunch, you are free to join it. Anytime! Your colleagues work with you in the same building. Everyone on a team sits next to each other. When you move to a different team, someone moves all your stuff overnight and rebuilds your workstation in that new team's area. You don't have to think about it. In some cases, you have no CEO. In these cases, everyone works together and shares the wealth. A back-office staff pays the bills, keeps the books...

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