By Ilan Goldstein

E-book Date: July 26, 2013 | ISBN-10: 0321822366 | ISBN-13: 978-0321822369 | version: 1
Practical, step by step Scrum concepts for bettering methods, activities, and Outcomes

The frequent adoption and luck of Scrum may be attributed largely to its perceived intuitiveness and straightforwardness. but if new Scrum practitioners try and practice Scrum idea and high-level methods in real initiatives, they generally locate it strangely tough. In Scrum Shortcuts with out slicing Corners, Scrum specialist Ilan Goldstein is helping you translate the Scrum framework into truth to fulfill the Scrum demanding situations your formal education by no means warned you about.

Drawing on his huge agile event in a variety of initiatives and environments, Goldstein offers thirty confirmed, versatile shortcuts for optimizing Scrum methods, activities, and results. each one shortcut walks you thru making use of a Scrum method of in attaining a tangible output. those easy-to-digest, actionable styles tackle a huge variety of subject matters together with getting all started, caliber and metrics, staff individuals and roles, coping with stakeholders, estimation, non-stop development and masses more.

Whatever your function, Scrum Shortcuts with out slicing Corners may help you're taking your Scrum abilities to the following point and attain greater leads to any venture you perform.

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Extra resources for Scrum Shortcuts without Cutting Corners: Agile Tactics, Tools, & Tips

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For those of you who just read that sentence and sighed profoundly, you need to read on, because coming to work should not be like entering the dark coalmines. The good news is that it is extremely easy to implement some very simple (and inexpensive) measures to maintain team member satisfaction. Individual Gratitude After all of this Scrum talk promoting the centrality of the team, you might be feeling that individual recognition is a no-no. Scrum is certainly more focused on the achievements of the team than on those of the individual, but it does not mean that individuals simply become cogs in a machine.

These musicians are happy to live out of the limelight and instead support the lead singer in producing a great album. As long-time music industry veteran Bobby Owsinski writes in The Studio Musician’s Handbook (2009): Studio musicians are expected to be creative, be extremely versatile, and have a formidable skill set. . The fact that you are working very closely with other players, engineers, producers, artists, label and agency people (and who knows who else) usually means that the easier you are to work with, the more likely you’ll get asked back.

A truly respected leader requires no authority and certainly no force. People want to follow this person and are inspired by this more subtle brand of leadership. I believe that this ability is innate, though perhaps hard to develop. For those who are not quite there but are willing to try, here is a shortlist of starting points: Drop the ego. Genuinely care about both the team and the product. Act fairly and consistently toward all team members. Exude confidence yet humbleness at the same time.

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