Zombie Scrum Survival Guide

Cover
Half Title
Title Page
Copyright Page
Dedication
Contents
Foreword
Foreword
Acknowledgments
About the Authors
Chapter 1 Getting Started
	Purpose of This Book
	Do You Need This Book?
	How This Book Is Organized
	No Time to Lose: Off You Go!
Chapter 2 First Aid Kit
Part I: (Zombie) Scrum
	Chapter 3 A Primer on Zombie Scrum
		The State of Scrum
		Zombie Scrum
			Symptom 1: Zombie Scrum Teams Don’t Know the Needs of Their Stakeholders
			Symptom 2: Zombie Scrum Teams Don’t Ship Fast
			Symptom 3: Zombie Scrum Teams Don’t Improve (Continuously)
			Symptom 4: Zombie Scrum Teams Don’t Self-Organize to Overcome Impediments
			It’s All Connected
			Isn’t This Just Cargo Cult Scrum or Dark Scrum?
		Is There Hope for Zombie Scrum?
		Experiment: Diagnose Your Team Together
			Steps
			Our Findings
		Now What?
	Chapter 4 The Purpose of Scrum
		It’s All about Complex Adaptive Problems
		Problems
		Complex, Adaptive Problems
		Complexity, Uncertainty, and Risk
		Empiricism and Process Control Theory
		Empiricism and the Scrum Framework
		What the Scrum Framework Makes Possible
		Scrum: An Evolving Set of Minimal Boundaries to Work Empirically
		Zombie Scrum and the Efficiency Mindset
		What about Simple Problems?
		Now What?
Part II: Build What Stakeholders Need
	Chapter 5 Symptoms and Causes
		Why Bother Involving Stakeholders?
		Who Are the Stakeholders, Actually?
			Validating Assumptions about Value
		Why Are We Not Involving Stakeholders?
			We Don’t Really Understand the Purpose of Our Product
			We Make Assumptions about What Stakeholders Need
			We Create Distance between Developers and Stakeholders
			We See Business and IT As Separate Things
			We Don’t Allow Product Owners to Actually Own the Product
			We Measure Output over Value
			We Believe That Developers Should Only Write Code
			We Have Stakeholders Who Don’t Want to Be Involved
		Healthy Scrum
			Who Should Get to Know the Stakeholders?
			When to Involve Stakeholders
		Now What?
	Chapter 6 Experiments
		Experiments: Getting to Know Your Stakeholders
			Start a Stakeholder Treasure Hunt
			Create Transparency with the Stakeholder Distance Metric
			Give the Stakeholder a Desk Close to the Scrum Team
			Decorate the Team Room with the Product Purpose
		Experiments: Involving Stakeholders in Product Development
			Invite Stakeholders to a “Feedback Party”
			Go on a User Safari
			Guerrilla Testing
		Experiments: Keeping Your Focus on What Is Valuable
			Limit the Maximum Length of Your Product Backlog
			Map Your Product Backlog on an Ecocycle
			Express Desired Outcomes, Not Work to Be Done
		Now What?
Part III: Ship It Fast
	Chapter 7 Symptoms and Causes
		The Benefits of Shipping Fast
			Complexity in Your Environment
			Complexity in Your Product
		The Bottom Line: Not Shipping Fast Is a Sign of Zombie Scrum
			Why Are We Not Shipping Fast Enough?
			We Don’t Understand How Shipping Fast Reduces Risk
			We Are Impeded by Plan-Driven Governance
			We Don’t Understand the Competitive Advantage of Shipping Fast
			We Don’t Remove Impediments to Shipping Fast
			We Work on Very Large Items during a Sprint
		Healthy Scrum
			Deciding to Release (or Not)
			Releasing Is No Longer a Binary Action
			Shipping during a Sprint
			No More “Big-Bang” Releases
		Now What?
	Chapter 8 Experiments
		Experiments to Create Transparency and Urgency
			Make a Business Case for Continuous Delivery
			Measure Lead and Cycle Times
			Measure Stakeholder Satisfaction
		Experiments for Starting Shipping More Often
			Take the First Steps to Automating Integration and Deployment
			Evolve Your Definition of Done
			Ship Every Sprint
			Ask Powerful Questions to Get Things Done
		Experiments for Optimizing Flow
			Increase Cross-Functionality with a Skill Matrix
			Limit Your Work in Progress
			Slice Your Product Backlog Items
		Now What?
Part IV: Improve Continuously
	Chapter 9 Symptoms and Causes
		Why Bother Improving Continuously?
			What Is Continuous Improvement?
			Continuous Improvement or Agile Transformation?
		Why Are We Not Improving Continuously?
			In Zombie Scrum, We Don’t Value Mistakes
			In Zombie Scrum, We Don’t Have Tangible Improvements
			In Zombie Scrum, We Don’t Create Safety to Fail
			In Zombie Scrum, We Don’t Celebrate Success
			In Zombie Scrum, We Don’t Recognize the Human Factors of Work
			In Zombie Scrum, We Don’t Critique How We Do Our Work
			In Zombie Scrum, We Consider Learning and Work As Different Things
		Healthy Scrum
			Self-Critical Teams
			See the Forest and the Trees, Together
		Now What?
	Chapter 10 Experiments
		Experiments for Encouraging Deep Learning
			Share an Impediment Newsletter throughout the Organization
			Ask Powerful Questions during Sprint Retrospectives
			Dig Deeper into Problems and Potential Solutions, Together
		Experiments for Making Improvements Tangible
			Create 15% Solutions
			Focus on What to Stop Doing
			Create Improvement Recipes
		Experiments for Gathering New Information
			Use Formal and Informal Networks to Drive Change
			Create a Low-Tech Metrics Dashboard to Track Outcomes
		Experiments to Create a Learning Environment
			Share Success Stories and Build on What Made Them Possible
			Bake a Release Pie
		Now What?
Part V: Self-Organize
	Chapter 11 Symptoms and Causes
		Why Bother Self-Organizing?
			What Is Self-Organization?
			Self-Organization through Simple Rules
			Self-Organization through Self-Management
			Self-Organization Is a Survival Skill in a Complex World
			The Bottom Line
		Why Are We Not Self-Organizing?
			In Zombie Scrum, We Are Not Self-Managing Enough
			In Zombie Scrum, We Use Off-the-Shelf Solutions
			In Zombie Scrum, Scrum Masters Keep Resolving All Impediments
			In Zombie Scrum, Scrum Masters Focus Only on Scrum Team(s)
			In Zombie Scrum, We Have No Goals or They Are Imposed
			In Zombie Scrum, We Don’t Use the Environment As External Memory
			In Zombie Scrum, We Are Impeded by Standardization
		Healthy Scrum: What Self-Organization Looks Like
			Scrum Teams Have Product Autonomy
			Management Supports Scrum Teams
		Now What?
	Chapter 12 Experiments
		Experiments to Increase Autonomy
			Make the Cost of Low Autonomy Transparent with Permission Tokens
			Find Actions That Boost Both Integration and Autonomy
			Break the Rules!
		Experiments to Encourage Self-Organization
			Find a Minimum Set of Rules for Self-Organization
			Express Clear Requests for Help
			Observe What Is Happening
		Experiments to Promote Self-Alignment
			Create Better Sprint Goals with Powerful Questions
			Use a Physical Scrum Board
		Find Local Solutions
			Organize Scrum Master Impediment Gatherings
			Develop Local Solutions with Open Space Technology
		Now What?
	Chapter 13 The Road to Recovery
		A Global Movement
		What If Nothing Helps?
		More Resources
		Closing Words
Index
	A
	B
	C
	D
	E
	F
	G
	H
	I
	J-K
	L
	M
	N
	O
	P
	Q
	R
	S
	T
	U-V
	W
	X-Y-Z