TY  - BOOK
AU  - Nicolaas,Dion
TI  - Scrum for teams: a guide by practical example 
T2  - Portfolio and project management collection,
SN  - 9781948198448
AV  - QA76.76.D47 
PY  - 2018///.]
CY  - New York, New York (222 East 46th Street, New York, NY 10017)
PB  - Business Expert Press
KW  - Scrum (Computer software development)
KW  - Agile software development
KW  - Teams in the workplace
KW  - agile
KW  - change management
KW  - complex projects
KW  - management
KW  - practical guide
KW  - scrum
KW  - self-organization
KW  - software development
KW  - teamwork
KW  - tips and tools
KW  - [genre]
N1  - Includes bibliographical references (pages 123-124) and index; 1. Introduction --; 2. What is scrum? --; 3. Make the most of stand-ups --; 4. Everything on the board --; 5. Planning is half the work --; 6. Practices make perfect --; 7. Demo, demo --; 8. Look back! --; 9. Done, done, done, done, done --; 10. Power to the team --; Bibliography --; Index; Access restricted to authorized users and institutions; 2; b; Also available in printing
N2  - Scrum is an agile framework for completing complex projects. This book gives examples, tools, and tricks to do Scrum well. For each trick it is explained why it helps. The practices themselves may be worth trying, but by understanding why it works the readers will be able to come up with their own ideas that work better in their organization and situation. All the practical examples in this book have helped someone, somewhere to become a part of a better Scrum team. Scrum's motto is: "Inspect and Adapt"; change small things one at a time and see what works. Scrum is not done by project leaders or managers, but really by the teams--to succeed in an organization, the teams must do Scrum well. If the teams do Scrum well, the whole organization will benefit from it. Scrum helps teams self-organize, which fits in well with developers, who usually don't like to be micromanaged. At the same time, Scrum can scale: Self-organized teams work together well, and one manager doesn't have to manage all the people. The lessons from this book help Scrum teams develop into autonomous, proud, and independent teams. Often teams fail to become powerful enough to change the organization, so they cannot perform to their full potential. A good team can lead the stakeholders into trusting them. They will then make plans based on the team's release planning instead of making roadmaps out of thin air, and thus make the organization much more predictable
UR  - https://go.openathens.net/redirector/ciu.edu?url=https://portal.igpublish.com/iglibrary/search/BEPB0000795.html
ER  -