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    Agile Project Management: Scrum for Beginners
    Agile Project Management: Scrum for Beginners
    Agile Project Management: Scrum for Beginners
    Ebook94 pages1 hour

    Agile Project Management: Scrum for Beginners

    By Markus Heimrath

    4/5

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    • Project Management

    • Scrum Methodology

    • Software Development

    • Agile Development

    • Teamwork

    • Team

    • Project

    • Blank Slate

    • Gradually Filled up

    • Product Development

    • Product Backlog

    • Scrum Framework

    • Scrum

    • Product Owner

    About this ebook

    Agile Project Management: Scrum for beginners – the essentials, concepts and methods

    Is Scrum right for your project?

    "If you come up with an idea for a product nowadays you can bring it to market within a month. All you need is modern software as your design tools, digital nomads as your workforce and a globally integrated logistics system. But increasing the speed of production means changing how we work. The first to recognise this were Japanese car manufacturers. But they realised something else, as well: not spotting a mistake until the end of the process causes massive delays to production. It is also incredibly wasteful in terms of time and resources. By adopting lean manufacturing, Toyota sought to make production as smooth and frictionless as flowing water. They did this by constantly checking parts during production so that if a flaw was found, it could be dealt with immediately, even if that meant the production line had to be stopped momentarily."

    In this book you will learn about:

    - What is Scrum?

    - Hybrid forms of Scrum you will encounter in real life

    - The history of Scrum

    - The Scrum manifesto

    - Why you should use Scrum

    - What Scrum is all about

    - The roles in a Scrum project

    - Scrum terms and what they mean

    - Why Scrum projects fail

    - Scrum in different industries

    - Software for use with Scrum projects

    - How you can become a certificated Scrum Master or Product Owner

    - And much more!

    Read it on your PC, Mac, smartphone, tablet.

    Learn about Scrum today and discover how you can deliver projects with greater flexibility and value for your customers.

    LanguageEnglish
    PublisherMarkus Heimrath
    Release dateJun 11, 2019
    ISBN9781393557425
    Agile Project Management: Scrum for Beginners

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    • 4/5
      As an instructor who is teaching Software Engineering, I found this book very useful, short and easy to read. Informative to both lecturer and students too. More illustrations are expected. But it was a great book. Thank you.

    Book preview

    Agile Project Management - Markus Heimrath

    Agile Project Management

    Scrum for Beginners

    ––––––––

    Markus Heimrath

    Contents

    Glossary

    1. Introduction

    2. Scrum/Waterfall Hybrids

    3. A Brief History of Scrum

    3.1 Manifesto for Agile Software

    Development

    4. The Principles of Scrum

    4.1 Why Scrum?

    4.2 Requirements und User Stories

    5. Starting a Scrum Project

    5.1 Roles

    5.2 Artefacts: the Product Backlog, Sprint Backlog and Product Increments

    5.2.1 The Product Backlog

    5.2.2 The Sprint Backlog

    5.2.3 Sprints (Increments)

    6. The Daily Scrum

    6.1 Definition of Done (DoD)

    6.2 Documentation

    7. The Sprint Review

    8. The Sprint Retrospective

    9. When Scrum projects fail

    10. Scrum in other industries

    11. Software for Scrum

    12. Certified Scrum Masters and Product

    Owners

    14. Conclusion

    Glossary

    To familiarise ourselves with the key terms, let's start with the glossary.

    Agile: an approach to software development that is product-orientated, bringing independent teams together and moving forward incrementally.

    Agile Development: developing software using the principles of agile project management.

    Artefact: the product backlog, sprint backlog and product increments

    Burndown chart: A visual representation of project progress.

    Conditions of Satisfaction: Conditions for a filing in the product backlog

    Daily Scrum: daily scrum team meeting

    Definition of Done: definition of the conditions an item or increment has to meet to be considered done

    Definition of Ready conditions for a product in sprint to be considered done.

    Development Team everyone involved in programming, testing and design

    Feature: a function which must be present in the software

    Framework: an approach to developing software. Scrum is one example of an Agile framework

    Gantt-Chart: representation of project progress in the waterfall model

    Increment: a version of a product developed in a sprint

    Item: an element of the software under development which is set down in the product backlog

    Lean Manufacturing: a modern approach which eliminates waste and is characterised by having few hierarchical structures

    Product Backlog: a list of all the desired functions and descriptions of a product

    Product Owner: the team member responsible for looking after the product, leading the team and managing costs

    Requirements: functions stipulated by the customer, usually associated with waterfall projects

    Roles: Scrum includes several roles which have clearly defined responsibilities and places in the organisational structure. Two key examples are the Product Owner and the Scrum Master

    Scrum: a term taken from the sport of rugby, now used for an approach to software development

    Scrum Manifesto: the first written definition of the principles of scrum

    Scrum Master: the Scrum Master facilitates the organisational aspects of the team, but not the content of their work; they are responsible for the process

    Sprint: a period of time - generally 2-4 weeks - in which specific tasks must be completed

    Sprint Backlog: a list of all the tasks targeted to be delivered during a sprint

    Sprint Retrospective: reviewing the process of a completed sprint

    Sprint Review: reviewing the outcomes of a sprint

    Stakeholders: everyone involved in a project who are not part of the scrum team itself 

    Story Points: units of measurement on the burndown chart

    Timeboxed: allocating a specific period of time for a task or meeting

    User Story: a description of the product from the user’s perspective

    Waterfall Methodology: traditional project management whose structure resembles a waterfall. It proceeds from beginning to end according to a project plan with reference to milestones.

    1. Introduction

    If you come up with an idea for a product nowadays you can bring it to market within a month. All you need is modern software as your design tools, digital nomads as your workforce and a globally integrated logistics system. But increasing the speed of production means changing how we work. The first to recognise this were Japanese car manufacturers. But they realised something else, as well: not spotting a mistake until the end of the process causes massive delays to production. It is also incredibly wasteful in terms of time and resources. By adopting lean manufacturing, Toyota sought to make production as smooth and frictionless as flowing water. They did this by constantly checking parts during production so that if a flaw was found, it could be dealt with immediately, even if that meant the production line had to be stopped momentarily.

    This new approach, which turns away from centralised and unalterable planning towards dynamic, flexible systems, is central to Agile development. Scrum is part of the Agile movement, which offers an answer to rigid project management. It is the complete opposite of the waterfall approach. Under the waterfall system a project is divided up into phases which build upon each other and are mutually dependent. Specific milestones are set up which have to be reached, along with equally clear goals for each project phase. The name derives from the cascades which make up a project plan, flowing down from the starting point.

    You have probably worked on a project like this yourself. It remains the most widespread approach - probably because everyone’s always done it that way. Businesses, and large organisations in particular,

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