The scrum culture : introducing agile methods in organizations

Online-Ressource

Includes bibliographical references and index

Foreword by Gunther Verheyen; Foreword by Christiaan Verwijs; References; Introduction; Acknowledgments and Disclaimer; Contents; List of Figures; List of Tables; Part I: The Scrum Culture; 1: Why a Scrum Culture Is Important; 1.1 Problem Definition; 1.2 Goals of the Research Project; 1.3 Scientific Approach; 1.4 Expected Results; 2: Organizational Culture Models; 2.1 Different Approaches; 2.2 Model Selection; 2.3 A Broader View on Cultural Dimensions; 3: Cultural Characteristics of Scrum; 3.1 The Origins of Scrum; 3.2 General Cultural Characteristics of Scrum

3.3 Specific Cultural Aspects of Scrum4: Primary Research: The Nature of Scrum Survey; 4.1 Study Setup; 4.2 Findings from the Organizational Culture Assessment Instrument ; 4.3 Findings from the Open Questions; 5: Conclusions; 5.1 The Scrum Culture; 5.2 Consequences for Enterprises; 5.3 Limitations of This Study; 5.4 Opportunities for Further Research; Part II: The Theory of Introducing Scrum; 6: Different Shapes of Scrum in the Enterprise; 6.1 Scrum PRN; 6.2 Virtual Scrum Software Studio; 6.3 Scrum Software Studio; 6.4 Façade Scrum Organization; 6.5 Profound Scrum Organization

6.6 Sustainable Profound Scrum Organization6.7 Which Scrum Shape for Which Goal?; 7: Different Starting Points; 7.1 Top-Down Introductions; 7.2 Bottom-Up Introductions; 7.3 Submarines; 7.4 Choosing the Right Starting Point; 8: Considerations for Scrum Introductions; 8.1 Reasons for a Scrum Introduction; 8.2 Stakeholder Management; 8.3 Different Situations and Product Types; 9: Scrum Introduction Overview; 9.1 Introducing Scrum with Scrum; 9.2 Multi-Change Initiatives/Change Programs; Part III: The Practical Application of Kotter´s Principles; 10: Creating a Sense of Urgency

10.1 The Impediment-In-Depth-Analysis10.2 Velocity Extrapolation; 10.3 General Advice for Creating a Sense of Urgency; 10.4 Things You Should Remember; 11: The Guiding Coalition; 11.1 Composition; 11.2 Organization; 11.3 Tasks; 11.4 Things You Should Remember; 12: Vision and Strategy; 12.1 Vision and Strategy in the Context of Leadership and Management; 12.2 How to Create Vision and Strategy; 12.3 Things You Should Remember; 13: Communicating the Change Vision; 13.1 What You Always Wanted to Know About Communication; 13.2 Things You Should Remember; 14: Empower Your Employees on a Broad Basis

14.1 Transform Affected Parties into Involved Ones14.2 Typical Inhibitory Factors Regarding Scrum; 14.3 Things You Should Remember; 15: Generate Quick Wins; 15.1 Why Dreamers Need an Alarm Clock; 15.2 Characteristics of Quick Wins; 15.3 Pilots; 15.3.1 Identification; 15.3.2 Setting Up a Pilot Project; 15.3.3 Implementation; 15.3.3.1 Set Up Phase; 15.3.4 Sprint 1; 15.3.5 Sprint n; 15.4 Common Problems; 15.5 Measurement of Results and Reporting; 15.6 Things You Should Remember; 16: Consolidate Gains and Initiate Further Change; 16.1 Promotions and Other Felonies; 16.2 This Is Only the Beginning

16.3 Things You Should Remember

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