\nImplementation Questions

This section comprises common questions about how to implement certain aspects of project management or product development within the Scrum framework.

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\n \n
- \n Dedication\n
- \n Epigraph\n
- \n Introduction\n
- \n How to Read This Book\n
  - \n Pick Your Reading Style\n
  - \n Chapter Navigation\n
  \n
\n
\n Anti-Patterns\n
- \n Daily Scrum as Status Pulls\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Buy This Book\n
- \n Sequential Development and Testing\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Expecting Ever-Increasing Velocity\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Sprint Names as “Permalinks”\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Incomplete Work as “Failure”\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
\n
\n Implementation Questions\n
- \n How are Product Releases Scheduled?\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Why Define a Sprint Goal Each Sprint?\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Who Manages Project Budgets?\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n Must Sprint Backlogs Be Completed?\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
- \n What is Scrum’s Process Overhead?\n
  - \n Illustrative Example\n
  - \n Analysis and Advice\n
  \n
\n
\n Backmatter\n
- \n About the Author\n
\n
\n Notes\n

\nDedication

\n\n

\nFor my father Martin,
who never understood what I do for a living, but who was proud of me anyway.

\n\n

\nFor my wife Kim,
who supports everything I do.

\n\n

\nFor my son Avi,
whose enthusiasm for new things encouraged me to write this book.

\n\n\n

\nEpigraph

\n\n

Agility is the engine of modern business,
and automation is its fuel.

\n\n

— Todd A. Jacobs

\n\n

\n\n\n

\nIntroduction

\n\n

The Scrum Guide is only 19 printed pages long, including cover pages, indexes, and et cetera. It also omits any mention of the roles and responsibilities of line management and senior leadership, focusing instead on a little theory and some essential details about framework events. This brevity often leads people to believe that Scrum is simple, or that implementing it is easy, and that it can be done without being embraced across the entire organization.

\n\n

In the real world, I’ve seen non-agile organizations send a single representative of the team to collect a Scrum Master certification, rebrand a few line line managers as “Product Owners,” and then tell a bunch of individual contributors that they are now part of a self-sufficient Scrum Team. What could possibly go wrong with that?

\n\n

In these scenarios, the leadership team often sits back, confident that sprinkling the right agile buzzwords across the annual strategic plan has proactively fixed all the business problems they’re facing. Everything will stay the same, only better! Things will move faster; quality will improve; time to market will drop; executive bonuses will roll in!

\n\n

When adopting Lip-Service Agile™ or employing Buzzword Management℠ fails, the blame is often laid at the feet of:

\n\n

a “wrong-headed” (rather than simply misimplemented) framework like Scrum;
the “team” of random individual contributors who failed to become agile enough, fast enough;
the Scrum Master who failed to hold the team accountable to management targets.

\n\n

In almost all of these cases, improper application of framework principles, values, and roles is really the foundational problem. Failure to embrace Scrum at the senior leadership level (often called “tone at the top”) is a common comorbidity of a dead or dying Scrum implementation. In contrast, successful Scrum requires all hands on deck, all the way from the C-level down to the development team.

\n\n

This book addresses a cross-section of common Scrum problems. Each chapter starts with a real-world problem an organization has applying Scrum to a concrete problem. Once the underlying problem has been identified, each chapter then suggests process improvements that will get things back on track.

\n\n

As Fred Brooks famously argues in several publications, there is “no silver bullet.” Scrum is not a magic incantation that will fix organizational dysfunction, but it is a solid framework based on empirical control principles. This book will show you some concrete ways to apply those framework principles to the very real problems you face, and help teams and organizations struggling with Scrum to fix the process problems that are standing in the way of their success.

\n\n\n

\nHow to Read This Book

\n\n

\nPick Your Reading Style

\n\n

The format of this book is like a box of chocolates. You don’t have to eat the whole box all at once. While astute readers will find themes and core principles that run through the whole book, each chapter focuses on a single problem or set of circumstances that may apply to your situation.

\n\n

Flipping through the index to find situations close to yours, and then reviewing the associated recommendations, is a great way to start. It’s like having an agile coach in your pocket who can offer you advice on how others have solved similar problems.

\n\n

Reading the book cover-to-cover is a good option, too. If you read the book this way, look for common themes and principles that you can add to your agile toolbox. Thematic items are called out as tips throughout the book, but a more thorough reading will reward you with a broader agile perspective.

\n\n

Regardless of how you approach the book, the primary goal is to frame-shift from “Scrum as a set of arbitrary practices” to a process-oriented view that leverages the agile values and principles built into the Scrum framework to continuously improve your organization’s processes.

\n\n

There’s no silver bullet. However, you’re likely to discover that reframing Scrum implementation problems as process improvement opportunities is the next best thing.

\n\n\n\n

This book is split into two main sections to help readers find the material they need most.

\n\n

Anti-Patterns\n
Each chapter in this section corresponds to a Scrum anti-pattern where practices are actively working against the success of the Scrum Team and the product development process.
\n
Implementation Questions\n
The chapters in this section address common questions about how Scrum works, and how to leverage the framework to best advantage.
\n

\n\n

Within each chapter, you will find a number of tips, ideas, and warnings. These are indicated as follows:

\n\n\n\n\n\n\n\n

You will also encounter footnotes, endnotes, and reference links throughout each chapter, formatted appropriately for your ebook reading device. These items are supporting information or clarifications that aren’t important enough to disrupt the narrative flow, but that are often interesting enough to click on. Endnotes are also used to cite sources.

\n\n\n\n\n

\nAnti-Patterns

\n\n

This section will address common Scrum anti-patterns. Each chapter corresponds to a Scrum implementation where practices are actively working against the success of the Scrum Team and the product development process.

\n\n\n

\nDaily Scrum as Status Pulls

\n\n

\nIllustrative Example

\n\n

For many teams new to Scrum, the Daily Scrum is a core event that seems straightforward, but often presents numerous implementation problems when transitioning from a more traditional command-and-control process. An almost-universal challenge is differentiating between the Daily Scrum and a status report meeting. Here’s a typical example.¹

\n\n

I’m a developer, and my team started using Scrum last year. It has been rough to say the least. I was always taught that the Daily Scrum was to discuss the following:

\n\n

What you did yesterday.
What you are going to do today.
Any issues, challenges, or roadblocks that might be in the way at the moment.

\n\n

My understanding is that this meeting is for developers, but Product Owners should be there to answer any questions that may be directed toward them. Otherwise, this is a meeting to go over developer needs and issues in a manner that is relaxed, and for the benefit of the developers (no one else).

\n\n

In our version, each developer is required give what is tantamount to some kind of regimented status report. We stand up and report in the following format:

\n\n

Story number and story name.
Each task number in the story that we worked on.
The original time estimate for the currently-discussed task.
The actual time estimate for the currently-discussed task.
An explanation of why we were over or under the original estimate.

\n\n

We repeat this for each story and task in the current Sprint. Is this Scrum? Heck, is this even agile?

\n\n

\nAnalysis and Advice

\n\n

\nWhen Daily Scrums Become Status Pulls

\n\n

What is happening here is not an effective Scrum stand-up meeting; it’s just a traditional status pull. In fact, it’s probably worth dissecting this particular status pull to see why this particular “Scrum” process is failing. Two key elements that the project manager (not Scrum Master, evidently) is asking are:

\n\n

\n
\n
The original time estimate for the currently-discussed task.
\n
The actual time estimate for the currently-discussed task.
\n
\n

\n\n

The only practical utility for this information is to determine whether estimates were on-target or not, or whether there are hidden process impediments that were not planned for in the original estimate. However, gathering this information in this particular way is not very agile because:

\n\n

This information should already be transparent through the use of a Kanban board² or other framework process. Having to ask for it explicitly is a “project smell” that indicates a fundamentally broken project process or an undocumented objective.
Estimates are estimates, not commitments. As long as all stories that the team has voluntarily committed to perform during the Sprint are completed by the end of the Sprint, the individual story estimates (as opposed to the aggregate estimate) are not intrinsically useful except as part of a retrospective.
If the process is based on 100% utilization, rather than a throughput-based pull queue, then it’s neither Scrum nor agile. All agile frameworks require slack in the process; asking for daily deltas at such a granular level certainly implies an intolerance for the slack required by agile frameworks.

\n\n

Now, the last item is particularly telling. The project manager wants:

\n\n

\n
\n
An explanation of why we were over or under the original estimate.
\n
\n

\n\n

Getting better at estimating is a useful goal for any agile framework. However, one goal of Scrum is to ensure that the team does not over-commit; if there is extra capacity within the Sprint once all stories are completed, then the team can and should pull additional stories into the Sprint from the Product Backlog.

\n\n

The question, as described, sounds a lot like stories are being assigned to the team for each Sprint, which is an epic fail from a Scrum standpoint. Even if that’s not actually the case, it’s another project smell³ that indicates that individuals are being “held accountable” (presumably by the PM) for the accuracy of individual story estimates, rather than for the team’s overall progress in meeting the Sprint Goal for that iteration.

\n\n

Misestimating is an issue that should always be communicated clearly during Sprint Reviews, and used as a learning process during the Sprint Retrospective. However, the tone of the question implies that accountability for estimates is more important than the work itself, and diverts the Scrum Team’s focus from feature delivery to “C.Y.A. delivery.”

\n\n

\nUsing the Stand-Up to Coordinate Status

\n\n

The following is partially correct, but misses the essence of what the
Daily Scrum is for.

\n\n

\n
[The Daily Scrum] is a meeting to go over developer needs and issues in a manner that is relaxed, and for the benefit of the developers (no one else).
\n

\n\n

The Daily Scrum is a commitment and coordination meeting between members of the Development Team, but as an information radiator it can benefit the entire team. It’s designed to ensure that the entire team is aware of impediments, what stories are done or not-done, and what tasks are ready to be pulled from one team member’s to-do list into someone else’s.

\n\n

Despite being a meeting primarily for the developers, a Scrum Master or Product Owner can also gain value from the meeting. A well-run daily stand-up will give the Scrum Master a clear picture of any process issues that need attention, and whether individual stories are done or not-done. The Product Owner gains a sense of whether there are risks to the current Sprint Goal, timely insight into Backlog Refinement tasks for the next Sprint, and advance notice of when a Sprint might need to be terminated early.

\n\n

It is often important that the Scrum Master and the Product Owner be present at the Daily Scrum, but primarily as passive participants. However, if the team is reporting to either of them, then the team is neither self-organized nor empowered to efficiently deliver value. Status-reporting to an authority figure during the Daily Scrum is definitely a framework anti-pattern, and one that deserves immediate attention.

\n\n\n\n

\nYour Process Might Be Broken If…

\n\n

Here is a short list of “project smells” related to status-reporting issues. If any seem applicable, address them at the next Sprint Retrospective.

\n\n

If the team has so many stories on the board at once that a verbal report needs to identify the story by number, then the process is broken.
If the team has so many stories that a glance at the board doesn’t make it clear that things are moving from not-done to done in a timely manner, then the process is broken.
If the team is so large that a glance at the board doesn’t indicate who is working on what—or worse yet, requires cross-referencing with a separate spreadsheet—then the process is broken.
If the Product Owner’s only communication about the project or with the team is at the daily stand-up, then the process is broken.
If the Scrum Master can’t construct a burn-down chart from some combination of the story board, the daily stand-up, and ongoing communication with team members, then the process is broken.
If the Daily Scrum is not serving the needs of the team, then the process is broken.
If estimates encourage excuses or justifications rather than improved Sprint Planning techniques, then the process is broken.
If the team is reporting to any one individual during the Daily Scrum rather than cooperatively coordinating with one another, then the process is broken.
If your process is broken, but team members don’t feel free to directly address the broken process during a Sprint Retrospective, then your organizational culture is broken.
If your organizational culture is broken, and figuring out Who do we blame for breaking it? is more important than figuring out How do we collectively fix it?, then it’s time to dust off your resume.

\n\n\n

\nBuy This Book

\n\n

Did you enjoy the preview? If so, please support the continued development of this book by purchasing an advance copy on Leanpub. Here are a few reasons to buy now:

\n\n

When you purchase a copy, you’ll continue to get updated versions (including the final release) as they appear, at no additional cost!
Buying a copy also gets you preferred access to the book’s reader forum, where you can ask questions about the book or suggest improvements for future versions.
Leanpub’s industry-leading 100% Happiness Guarantee gives you a full 45 days to return the book if you’re unsatisfied for any reason—no questions asked!

\n\n

If you’ve decided not to buy this book, I encourage you to leave constructive feedback so that I can continue to improve the experience for you and other readers. Your opinion matters!

\n\n

Todd A. Jacobs
November, 2020

\n\n\n

\nSequential Development and Testing

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\n“Teams” That Aren’t Cohesive, Cross-Functional Teams

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nQA Must be Embedded, Not a Separate Process Track

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nThe Test-First Mindset

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nDevelopers and QA Should Partner for Testing

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWhen All Else Fails, Shine a Light on Dysfunctional Process

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nExpecting Ever-Increasing Velocity

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nVelocity Measures/Forecasts Capacity

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprint Names as “Permalinks”

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprints Are Ephemeral

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprints Aren’t Milestones

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nProjects Evolve; Sprint Labels Shouldn’t

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nThe Value of Ordinal Information

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIncomplete Work as “Failure”

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprint Failure Conditions

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprint Goals and Increments

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nSprint Goal

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIncrement

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nEducational Opportunities

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nImplementation Questions

\n\n

This section comprises common questions about how to implement certain aspects of project management or product development within the Scrum framework.

\n\n\n

\nHow are Product Releases Scheduled?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nHow to Perform Agile Release Planning

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nA Worked Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAdjust Scope During Inspect-and-Adapt Inflection Points

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWhy Define a Sprint Goal Each Sprint?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWhy the Sprint Goal is Needed

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nReasons People Skip Sprint Goals

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWhat Next?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWho Manages Project Budgets?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nFunding a Project

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nManaging Resources via Product Backlog

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAdditional Resources

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nMust Sprint Backlogs Be Completed?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nWhat is Scrum’s Process Overhead?

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nIllustrative Example

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAnalysis and Advice

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nCalculating Overhead

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nDon’t Panic!

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nBackmatter

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nAbout the Author

\n\n\n

This content is not available in the sample book. The book can be purchased on Leanpub at http://leanpub.com/scrum-first-aid.

\n\n\n

\nNotes

Anti-Patterns

Daily Scrum as Status Pulls

\n\n

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\nImplementation Questions

Table of Contents

\nDedication

\nEpigraph

\nIntroduction

\nHow to Read This Book

\nPick Your Reading Style

\nChapter Navigation

\nAnti-Patterns

\nDaily Scrum as Status Pulls

\nIllustrative Example

\nAnalysis and Advice

\nWhen Daily Scrums Become Status Pulls

\nUsing the Stand-Up to Coordinate Status

\nYour Process Might Be Broken If…

\nBuy This Book

\nSequential Development and Testing

\nIllustrative Example

\nAnalysis and Advice

\n“Teams” That Aren’t Cohesive, Cross-Functional Teams

\nQA Must be Embedded, Not a Separate Process Track

\nThe Test-First Mindset

\nDevelopers and QA Should Partner for Testing

\nWhen All Else Fails, Shine a Light on Dysfunctional Process

\nExpecting Ever-Increasing Velocity

\nIllustrative Example

\nAnalysis and Advice

\nVelocity Measures/Forecasts Capacity

\nSprint Names as “Permalinks”

\nIllustrative Example

\nAnalysis and Advice

\nSprints Are Ephemeral

\nSprints Aren’t Milestones

\nProjects Evolve; Sprint Labels Shouldn’t

\nThe Value of Ordinal Information

\nIncomplete Work as “Failure”

\nIllustrative Example

\nAnalysis and Advice

\nSprint Failure Conditions

\nSprint Goals and Increments

\nSprint Goal

\nIncrement

\nEducational Opportunities

\nImplementation Questions

\nHow are Product Releases Scheduled?

\nIllustrative Example

\nAnalysis and Advice

\nHow to Perform Agile Release Planning

\nA Worked Example

\nAdjust Scope During Inspect-and-Adapt Inflection Points

\nWhy Define a Sprint Goal Each Sprint?

\nIllustrative Example

\nAnalysis and Advice

\nWhy the Sprint Goal is Needed

\nReasons People Skip Sprint Goals

\nWhat Next?

\nWho Manages Project Budgets?

\nIllustrative Example

\nAnalysis and Advice

\nFunding a Project

\nManaging Resources via Product Backlog

\nAdditional Resources

\nMust Sprint Backlogs Be Completed?

\nIllustrative Example

\nAnalysis and Advice

\nWhat is Scrum’s Process Overhead?

\nIllustrative Example

\nAnalysis and Advice

\nCalculating Overhead

\nDon’t Panic!

\nBackmatter

\nAbout the Author

\nNotes

Anti-Patterns

Daily Scrum as Status Pulls