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Agile Project Management with Scrum

Paperback Engels 2004 9780735619937
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The rules and practices for Scrum-a simple process for managing complex projects-are few, straightforward, and easy to learn. But Scrum's simplicity itself-its lack of prescription-can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results.

In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessons-the successes and failures-culled from his years of experience coaching companies in agile project management. Through them, you'll understand how to use Scrum to solve complex problems and drive better results-delivering more valuable software faster.

Gain the foundation in Scrum theory-and practice-you need to:
- Rein in even the most complex, unwieldy projects
- Effectively manage unknown or changing product requirements
- Simplify the chain of command with self-managing development teams
- Receive clearer specifications-and feedback-from customers
- Greatly reduce project planning time and required tools
- Build-and release-products in 30-day cycles so clients get deliverables earlier
- Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects
- Support multiple teams working on a large-scale project from many geographic locations
- Maximize return on investment!


Aantal pagina's:192
Hoofdrubriek:IT-management / ICT


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Over Ken Schwaber

A 30-year veteran of the software development industry, Ken Schwaber is a leader of the agile process revolution and one of the developers of the Scrum process. A signatory of the Agile Manifesto in 2001, he subsequently founded the Agile Alliance and the Scrum Alliance. Ken authored Agile Project Management with Scrum and coauthored Agile Software Development with Scrum?and has helped train more than 47,000 certified ScrumMasters.

Andere boeken door Ken Schwaber


1. Backdrop: The Science of Scrum
-Empirical Process Control
-Complex Software Development
-The Skeleton and Heart of Scrum
-Scrum Roles
-Scrum Flow
-Scrum Artifacts

2. New Management Responsibilities
-The ScrumMaster at MetaEco
-The Product Owner at MegaEnergy
-The Team at Service1st

3. The ScrumMaster
-The Untrained ScrumMaster at Trey Research
-The Untrained ScrumMaster at Litware
-Overzealous at Contoso.com
-Wolves at MegaFund

4. Bringing Order from Chaos
-The Situation at Service1st
-The Situation at Tree Business Publishing
-The Situation at Lapsec

5. The Product Owner
-Customer and Team Collaboration
-Getting Service1st's Management Back in Action
-Fixing the Problem of XFlow at MegaFund
-Company Goals at TechCore
-Company Goals at MegaBank Funds Transfer System

6. Planning a Scrum Project
-Managing Cash at MegaBank
-Certified ScrumMasters Take on Return on Investment (ROI)

7. Project Reporting-Keeping Everything Visible
-New Project Reporting at the MegaEnergy Title Project
-Getting More Information at MegaBank
-Not Everything Is Visible at Service1st

8. The Team
-Team Formation at Service1st
-Giving the Team a Chance at WebNewSite

9. Scaling Projects Using Scrum
-Scaling at MegaFund
-Scrum Scaling
-Scaling at Medcinsoft

Appendix A: Rules
Appendix B: Definitions
Appendix C: Resources
Appendix D: Fixed-Price, Fixed-Date Contracts
Appendix E: Ken Schwaber

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