In The Scrum Fieldbook, he draws on his firm’s extensive experience in the field to take leaders, managers, and employees deeper into the specific challenges and new opportunities organizations face in an Agile transformation. He shows how the Scrum framework can be successfully applied to any project in any industry, from automobile manufacturers in the US and Europe to nonprofits in Africa, from home renovation contractors in Minnesota to gas exploration companies in South America, from fighter plane builders in Sweden to US Navy Special Forces teams.

The basics of being a ScrumMaster are fairly straightforward: At face value, all a ScrumMaster needs to do is facilitate the Scrum process and remove impediments. But being a great ScrumMaster, one who truly embodies the principles of servant-leadership and helps move a team to the high performance levels possible with Scrum, is much harder and much more elusive. In this audiobook, Geoff shares a collection of stories and practical guidance, drawn from over 10 years of coaching numerous Scrum teams that will guide you on your path to greatness.

In Coaching Agile Teams, Lyssa Adkins gives agile coaches the insights they need to adopt this new mind-set and to guide teams to extraordinary performance in a re-energized work environment. You’ll gain a deep view into the role of the agile coach, discover what works and what doesn’t, and learn how to adapt powerful skills from many allied disciplines, including the fields of professional coaching and mentoring. 

I know you will get value from this class, as its information has been successfully used by many students in order to pass the PSM 1 Exam. I will walk you step-by-step through agile scrum so that you have an excellent foundation. Following the explanation of each concept, I give you tips for passing the PSM 1 exam and even for using scrum in your team or business from the ground up. Along the way, I give you plenty of examples and finally I give you the links you can use to sit the practice open assessment.

Niemand könnte ein Praxisbuch schreiben, das anschaulicher erklärt, welche großen Herausforderungen Unternehmen mit Scrum bewältigen können, als die Erfinder der Methode selbst. Anhand zahlreicher Beispiele aus Branchen, die disruptiven Veränderungen ausgesetzt sind - wie Bosch, Saab oder der Ölförderer Schlumberger - verdeutlicht Sutherland die positive Kraft von Scrum. Denn diesen Unternehmen ist es gelungen, ihre Leistungsfähigkeit zu erhöhen, bessere Zahlen zu schreiben und ihre Zukunft selbst zu gestalten.

How can software engineers manage a living codebase that evolves and responds to changing requirements and demands over the length of its life? Based on their experience at Google, software engineers Titus Winters and Hyrum Wright, along with technical writer Tom Manshreck, present a candid and insightful look at how some of the world’s leading practitioners construct and maintain software. This book covers Google’s unique engineering culture, processes, and tools and how these aspects contribute to the effectiveness of an engineering organization. 

Organizational psychologist Adam Grant is an expert on opening other people's minds - and our own. As Wharton's top-rated professor and the best-selling author of Originals and Give and Take, he makes it one of his guiding principles to argue like he's right but listen like he's wrong. With bold ideas and rigorous evidence, he investigates how we can embrace the joy of being wrong, bring nuance to charged conversations, and build schools, workplaces, and communities of lifelong learners. 

Agile Selbstorganisation braucht Führung in ihrer besten Form Dieses Hörbuch räumt mit dem Klischee auf, dass Scrum und andere agile Managementmethoden funktionieren, wenn man Teams einfach sich selbst überlässt. Agilität befreit vor allem die mittleren Manager nicht von ihrer Verantwortung. Ganz im Gegenteil: Agile Selbstorganisation braucht Führung in ihrer besten Form - sie braucht Manager, die sich ihrem Menschsein stellen.

Most startups fail. But many of those failures are preventable. The Lean Startup is a new approach being adopted across the globe, changing the way companies are built and new products are launched.

In 1999, legendary venture capitalist John Doerr invested nearly $12 million in a startup that had amazing technology, entrepreneurial energy and sky-high ambitions, but no real business plan. Doerr introduced the founders to OKRs and with them at the foundation of their management, the startup grew from 40 employees to more than 70,000 with a market cap exceeding $600 billion. The startup was Google. 

Scrum is the most successful framework for agile product development, and much has been written about how to follow the Scrum process, but the key to success is in the leadership skills of the product owner. Product Mastery explores the traits of the best product owners, offering an insight into the difference between good and great product ownership and explaining how the best product owners are driven to be successful.

Developed by experienced professors and professionally narrated for easy listening, this crash course is a valuable tool when preparing for your Scrum Master Certification Exam.   

The missing link to long-term Lean success! Despite the fact that companies worldwide have adopted Lean production, none has sustained the same levels of excellence as Toyota. Why? Leadership. In The Toyota Way to Lean Leadership, Jeffrey Liker and Gary L. Convis, a former executive V.P. and managing officer of Toyota, help executives and senior managers get employees to refocus their efforts - from simply performing their singular function to continuously improving in collaboration across the organization.

Bill, an IT manager at Parts Unlimited, has been tasked with taking on a project critical to the future of the business, code named Phoenix Project. But the project is massively over budget and behind schedule. The CEO demands Bill must fix the mess in 90 days, or else Bill’s entire department will be outsourced. With the help of a prospective board member and his mysterious philosophy of the Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined.

Start with Why shows that the leaders who've had the greatest influence in the world all think, act, and communicate the same way - and it's the opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be led, and people can be inspired. And it all starts with why.