By Ken Schwaber
Follow the rules of Scrum, probably the most well known agile programming tools, to software program venture management—and concentration your crew on providing genuine company worth. writer Ken Schwaber, a pace-setter within the agile strategy circulation and a co-creator of Scrum, brings his enormous services to supporting you consultant the product and software program improvement approach extra successfully and successfully. aid dispose of the paradox into which such a lot of software program tasks are borne, the place imaginative and prescient and making plans records are primarily thrown over the wall to builders. This high-level reference describes how one can use Scrum to control advanced expertise initiatives intimately, combining professional insights with examples and case reports in response to Scrum. Emphasizing perform over concept, this e-book explores each element of utilizing Scrum, concentrating on using tasks for max go back on funding.
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Extra info for Agile Project Management with Scrum (Microsoft Professional)
These efforts were called the Title project. Because every state and province had different procedures, processes, and ways of communicating land ownership information, the MegaEnergy land department had trouble finding a common way to obtain and process information from the different government agencies. Compounding the problem, MegaEnergy managers had decided to couple the automation project with a project to remove the MegaEnergy land system data from the mainframes and reimplement it on less expensive servers.
To know where to send royalty checks, MegaEnergy had to know who owned each parcel of land. Its method of determining land ownership was archaic. About three months before the end of each year, MegaEnergy would print out a list of all the land that its pipelines traversed. These lists would be sent to various state and provincial government land registry departments. For a per-item fee, these departments would research and return to MegaEnergy the name and address of the current owner of each piece of land.
The pig stops, pauses, and replies, "On second thought, I don’t think I want to open a restaurant with you. " This distinction is important in Scrum and is relevant to Scrum’s insistence upon total visibility. It should always be clear who is on the hook and who is just a kibitzer. Who is responsible for the ROI, and who has a stake in the ROI but isn’t accountable? Who has to turn difficult technology into functionality, and who is a troublesome "devil’s advocate"? The rules of Scrum distinguish between the chickens and the pigs to increase productivity, create momentum, and put an end to floundering.