The scrum culture (Record no. 2438)
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| 000 -CABECERA | |
|---|---|
| campo de control de longitud fija | 07429nam a2200289Ia 4500 |
| 001 - NÚMERO DE CONTROL | |
| campo de control | 2524 |
| 008 - DATOS DE LONGITUD FIJA--INFORMACIÓN GENERAL | |
| campo de control de longitud fija | 230305s2018 xx 000 0 und d |
| 020 ## - NÚMERO INTERNACIONAL ESTÁNDAR DEL LIBRO | |
| Número Internacional Estándar del Libro | 9783319738413 |
| 041 ## - CÓDIGO DE LENGUA | |
| Código de lengua del texto/banda sonora o título independiente | eng |
| 245 #4 - MENCIÓN DE TÍTULO | |
| Título | The scrum culture |
| 260 ## - PUBLICACIÓN, DISTRIBUCIÓN, ETC. | |
| Lugar de publicación, distribución, etc. | |
| Nombre del editor, distribuidor, etc. | Springer Berlin Heidelberg, |
| Fecha de publicación, distribución, etc. | 2018 |
| 505 ## - NOTA DE CONTENIDO CON FORMATO | |
| Nota de contenido con formato | Machine generated contents note: pt. I Scrum Culture |
| Mención de responsabilidad | 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. Broader View on Cultural Dimensions-- |
| -- | 3. Cultural Characteristics of Scrum-- |
| -- | 3.1. Origins of Scrum-- |
| -- | 3.2. General Cultural Characteristics of Scrum-- |
| -- | 3.3. Specific Cultural Aspects of Scrum-- |
| -- | 4. 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. Scrum Culture-- |
| -- | 5.2. Consequences for Enterprises-- |
| -- | 5.3. Limitations of This Study-- |
| -- | 5.4. Opportunities for Further Research-- |
| -- | pt. II 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. Facade Scrum Organization-- |
| -- | 6.5. Profound Scrum Organization-- |
| -- | 6.6. Sustainable Profound Scrum Organization-- |
| -- | 6.7. 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-- |
| -- | pt. III Practical Application of Kotter's Principles-- |
| -- | 10. Creating a Sense of Urgency-- |
| -- | 10.1. Impediment-In-Depth-Analysis-- |
| -- | 10.2. Velocity Extrapolation-- |
| -- | 10.3. General Advice for Creating a Sense of Urgency-- |
| -- | 10.4. Things You Should Remember-- |
| -- | 11. 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 Ones-- |
| -- | 14.2. 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-- |
| -- | 15.3.4. 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-- |
| -- | 17. Anchor New Approaches into the Corporate Culture-- |
| -- | 17.1. Origins of Culture-- |
| -- | 17.2. Anchoring-- |
| -- | 17.3. Things You Should Remember-- |
| -- | 18. Introducing Scrum into Large Teams-- |
| -- | 18.1. Special Circumstances-- |
| -- | 18.2. Direct Comparison of Small and Large Introductions-- |
| -- | 18.3. Coordination-- |
| -- | 18.4. Right Time-- |
| -- | 18.5. Things You Should Remember-- |
| -- | pt. IV Case Study-- |
| -- | 19. Introducing Scrum-- |
| -- | 19.1. Hardest Part: Starting Out-- |
| -- | 19.2. Urgency-- |
| -- | 19.3. Guiding Coalition-- |
| -- | 19.4. Vision and Strategy-- |
| -- | 19.5. Communication-- |
| -- | 19.6. Empowering Broad-Based Action-- |
| -- | 19.7. Generate Short-Term Wins-- |
| -- | 19.8. Consolidating Achievements and Initiating Further Change-- |
| -- | 19.9. Embedding New Concepts in the Corporate Culture-- |
| -- | 19.10. Beyond the Case Study-- |
| -- | 19.11. Actors in Brief-- |
| -- | 20. Get Started!-- |
| -- | pt. V Additional Information-- |
| -- | 21. Appendix Is Why John Kotter's Model Was Chosen-- |
| -- | 21.1. How Mike Cohn ADAPTs to Scrum-- |
| -- | 21.2. Schwaber's Playbook from S?oftware in 30 Days'-- |
| -- | 21.3. Leading Change Like Kotter-- |
| -- | 21.4. How Cameron and Quinn Use the OCAI for Change-- |
| -- | 21.5. Why Kotter?-- |
| -- | 22. Appendix 2: Research Details-- |
| -- | 22.1. Nature of Scrum Survey Questions-- |
| -- | 22.2. Statistical Analysis: Descriptives-- |
| -- | 22.3. Statistical Analysis: Data Preparation-- |
| -- | 22.3.1. OCAI analyses follow from here-- |
| -- | 22.3.2. Now the analyses of the open questions follow-- |
| -- | 22.4. Summary of Scrum's Cultural Characteristics According to Literature-- |
| -- | 22.4.1. Summary of Survey Findings-- |
| -- | 22.5. Findings Comparison-- |
| -- | 23. Appendix 3: A Brief Scrum Overview-- |
| -- | 23.1. Scrum Roles-- |
| -- | 23.1.1. Product Owner-- |
| -- | 23.1.2. Scrum Master-- |
| -- | 23.1.3. Development Team-- |
| -- | 23.1.4. Management-- |
| -- | 23.1.5. You as Change Manager-- |
| -- | 23.1.6. Scrum Consultant-- |
| -- | 23.1.7. Approach to Fill the Roles-- |
| -- | 23.2. Artifacts-- |
| -- | 23.2.1. Product Increment-- |
| -- | 23.2.2. Product Backlog-- |
| -- | 23.2.3. Sprint Backlog-- |
| -- | 23.2.4. Definition of Done-- |
| -- | 23.3. Events-- |
| -- | 23.3.1. Sprint Itself-- |
| -- | 23.3.2. Sprint Planning-- |
| -- | 23.3.3. Daily Scrum-- |
| -- | 23.3.4. Sprint Review-- |
| -- | 23.3.5. Sprint Retrospective-- |
| -- | 24. Appendix 4: Methods-- |
| -- | 24.1. Planning Poker-- |
| -- | 24.2. Planning Poker for Absolute Numbers-- |
| -- | 24.3. Estimation Meeting-- |
| -- | 24.4. Timebox-- |
| -- | 24.5. Velocity.-- |
| 520 ## - SUMARIO, ETC. | |
| Sumario, etc. | This book is a guide for managers, Scrum Masters and agile coaches who are interested in agile organizational methods and who are planning to introduce Scrum at their own company. Scrum is not only a product development framework but can also be used to structure activities for agile and lean organizational development. ; ; Divided into six major parts, the book first introduces and defines the Scrum Culture briefly. It explains its relevance, highlights a number of pain points typical for first encounters with Scrum, and embeds it in an introduction to organizational change. This is complemented with many real-life examples that help to apply the concepts to readers' own specific contexts. The second part describes the principles of introducing Scrum in detail, while the third part embarks on the practical application of these principles, drawing on a wealth of experience gathered in many successful introduction projects. Part four focuses on a detailed case study of a Scrum transformation before part five provides the scientific background information and study details that led to the findings in part one. In closing, part six offers a number of appendices with extensive information on Scrum and its principles. ; ; The second edition of this book has been updated throughout and fundamentally re-organized for better readability. |
| 590 ## - NOTA LOCAL (RLIN) | |
| Procedencia (VM) [OBSOLETO] | Includes bibliographical references and index. ; Description based on: Description based on online resource; title from PDF title page (EBSCO, viewed January 19, 2015). |
| 630 ## - PUNTO DE ACCESO ADICIONAL DE MATERIA--TÍTULO UNIFORME | |
| Título uniforme | HD INDUSTRIES. LAND USE. LABOR |
| 9 (RLIN) | 37 |
| 650 #0 - PUNTO DE ACCESO ADICIONAL DE MATERIA--TÉRMINO DE MATERIA | |
| Término de materia o nombre geográfico como elemento de entrada | Organizational change |
| 9 (RLIN) | 2599 |
| 650 #0 - PUNTO DE ACCESO ADICIONAL DE MATERIA--TÉRMINO DE MATERIA | |
| Término de materia o nombre geográfico como elemento de entrada | Management |
| 9 (RLIN) | 319 |
| 650 #0 - PUNTO DE ACCESO ADICIONAL DE MATERIA--TÉRMINO DE MATERIA | |
| Término de materia o nombre geográfico como elemento de entrada | Corporate culture |
| 9 (RLIN) | 5314 |
| 650 ## - PUNTO DE ACCESO ADICIONAL DE MATERIA--TÉRMINO DE MATERIA | |
| Término de materia o nombre geográfico como elemento de entrada | |
| 9 (RLIN) | 12 |
| 700 ## - ENTRADA AGREGADA--NOMBRE PERSONAL | |
| Nombre de persona | Maximini, Dominik |
| Término indicativo de función/relación | Author |
| 9 (RLIN) | 11094 |
| 902 ## - ELEMENTOS DE DATOS B LOCAL, LDB (RLIN) | |
| a | 424 |
| 905 ## - ELEMENTOS DE DATOS E LOCAL, LDE (RLIN) | |
| a | m |
| 912 ## - | |
| -- | 2018-01-01 |
| 942 ## - ELEMENTOS DE ENTRADA AGREGADA (KOHA) | |
| Código de la institución [OBSOLETO] | 1 |
| 953 ## - | |
| -- | 2019-04-23 18:50:05 |
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