SCRUM敏捷项目管理

Ken Schwaber codeveloDed the Scrum process with Teff Sutherland in the early 1990s and has used it ever since to help organizations struggling with complicated development projects．One of the signatories tothe Agile Manifesto in 2001，he went on to found the AgileAlliance，of which he is currently the Chairman of the Board．Ken has over thirty years of experience in the various aspects of systems development．

Foreword：Mike Cohn Foreword：Mary Poppendieck Acknowledgments Introduction 1 Backdrop：The Science of Scrum EmpiricaI Process Control Complex Software Development The Skeleton and Heart of Scrum Scrum Roles Scrum Flow Scrum Artifacts Product Backlog Sprint Backlog Increment of Potentially Shippable Product Function 2 New Management Responsibilities The ScrumMaster at MetaEco The Situation at MetaEco The ScrumMaster in Action The ScrumMaster's Value The Product Owner at MegaEnergy The Situation at MegaEnergy The Product Owner ln Action The Product Owner’S Value The Team at Service 1st The Situation at Service 1st TheTeam inAction The Team's Value 3 The ScrumMaster The Untrained ScrumMaster at Trey Research What Was Wrong Lessons Learned The Untrained ScrumMaster at Litware What Was Wrong Lessons Learned Overzealous at Contoso.com Being Right Isn't Everything Lessons Learned Wolves at MegaFund The Wolves Strike Lessons Learned 4 Bringing Order from Chaos The Situation at Service 1st Application of Scrum Lessons Learned The Situation at Tree Business Publishing Application of Scrum Lessons Learned The Situation at Lapsec Application of Scrum Lessons Learned 5 The Product Owner Customer and Team Collaboration Getting Service 1st's Management Back in Action Sprint Review Meeting Lessons Learned Fixing the Problem of XFlow at MegaFund Addressing the Problem Lessons Learned Company Goals at TechCore How Scrum Helped TechCore Lessons Learned Company Goals at MegaBank Funds Transfer System How Scrum Helped FIS Lessons Learned 6 Planning a Scrum Project Managing Cash at MegaBank The Two-Day Sprint Planning Meeting Lessons Learned Certified ScrumMasters Take on Return on Investment(ROI) MLBTix How the Teams Respond to This Exercise Lessons Learned 7 Project Reporting—Keeping Everything Visible New Project Reporting at the MegaEnergy Title Project Solving the Problem Lessons Learned Getting More Information at MegaBank Solving the Problem Lessons Learned Not Everything Is Visible at Service 1st The Reality Lessons Learned 8 The Team Team Formation at Service 1st Learning Who's the Boss：The Transition Learning to Engineer Better：The Transition Learning to Self-Organize：The Transition Estimating Workload：The Transition Learning to Have Fun While Working：The Transition Giving the Team a Chance at WebNewSite Background Lessons Learned 9 Scaling Projects Using Scrum Scaling at MegaFund Approach Lessons Learned Scrum Scaling Scaling at Medcinsoft Approach Bug Fixing Lessons Learned A Rules Sprint Planning Meeting Daily Scrum Meeting Sprint Sprint Review Meeting Sprint Retrospective Meeting B Definitions C Resources D Fixed-Price，Fixed-Date Contracts How to Gain Competitive Advantage How to Ignore Competitive Advantage E Capability Maturity Model(CMM) CMM at MegaFund SEI，CMM，and Scrum Index