Готові списки джерел за темами / Agile Scrum

Добірка наукової літератури з теми "Agile Scrum"

Автор: Grafiati
Опубліковано: 10 січня 2023
Оновлено: 28 січня 2023

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Зміст

  1. Статті в журналах
  2. Дисертації
  3. Книги
  4. Частини книг
  5. Тези доповідей конференцій

Статті в журналах з теми "Agile Scrum":

1

Moses, Joseph. "Agile Writing." International Journal of Sociotechnology and Knowledge Development 7, no. 2 (April 2015): 1–13. http://dx.doi.org/10.4018/ijskd.2015040101.

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Scrum methodologies that support cross-functional writing teams to develop polished increments of writing instead of lengthy drafts of documents stand to improve productivity and learning within organizations. Scrum methodologies may be deployed in higher education as well as in nonacademic settings to achieve purposeful knowledge transfer across disciplines and across academic/industry borders. Key to scrum is an emphasis on productivity within fixed time frames, with productivity facilitated by learning that emerges in cross-functional teams. Higher education is similarly a domain in which productivity in fixed time frames takes the measure of student learning. Across the disciplines, scrum methodologies show promise for improving the quality of collaborative problem-solving in writing projects in college and at work.
2

Kühn, Philipp M., and Nikolaus Ehlenz. "Agile Werkverträge mit Scrum." Computer und Recht 34, no. 3 (March 1, 2018): 139–51. http://dx.doi.org/10.9785/cr-2018-340303.

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3

., K. Selvi. "SCRUM: AN AGILE PROCESS." International Journal of Research in Engineering and Technology 02, no. 03 (March 25, 2013): 337–40. http://dx.doi.org/10.15623/ijret.2013.0203019.

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4

Pfeffer, Joachim, and Jean Pierre Berchez. "Agile Arbeitsweisen mit Scrum." ATZelektronik 12, no. 5 (September 27, 2017): 58–61. http://dx.doi.org/10.1007/s35658-017-0073-7.

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5

Scheller, Vibeke Kristine, Sidsel Lond Grosen, and Helge Hvid. "Scrum-baseret projektstyring — en standard for bedre psykisk arbejdsmiljø?" Tidsskrift for Arbejdsliv 15, no. 4 (December 1, 2013): 76–94. http://dx.doi.org/10.7146/tfa.v15i4.108949.

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Artiklen undersøger, hvorledes agil projektstyring og -ledelse påvirker det psykiske arbejdsmiljø i IT-sektoren. Scrum, en type agil projektstyring, er en procedurel standard, hvor tilrettelæggelsen af arbejdet foregår løbende med en høj grad af medarbejderinvolvering. Det er derfor nærliggende at antage, at der her er tale om en standard, som skaber løsninger på nogle af de psykosociale belastninger, der findes i IT-sektoren. Dette studeres i to sammenlignelige casevirksomheder. I den ene virksomhed bidrager den agile standard positivt til det psykiske arbejdsmiljø, i den anden virksomhed bidrager den agile standard til en udvikling, der forringer det psykiske arbejdsmiljø. Det konkluderes, at agile standarder har potentiale til at forbedre det psykiske arbejdsmiljø. Hvorvidt disse potentialer realiseres afhænger af samspillet med andre standarder i organisationen og implementeringens
6

Khalid, Ayesha, Shariq Aziz Butt, Tauseef Jamal, and Saikat Gochhait. "Agile Scrum Issues at Large-Scale Distributed Projects." International Journal of Software Innovation 8, no. 2 (April 2020): 85–94. http://dx.doi.org/10.4018/ijsi.2020040106.

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The agile model is a very vast and popular model in use in the software industry currently. It changes the way software is developed. It was introduced in 2001 to overcome deficiencies of software development in a workshop arranged by researchers and practitioners who were involved with the agile concept. They introduced the complete agile manifesto. The agile model has main components that make it more viable for use in well-organized software development. One of these is scrum methodology. The reason for the agile-scrum popularity is its use for small-scale projects, making small teams and allows change requests at any stage of a project from the client. It works for client satisfaction. Instead of so much popularity and distinctive features, agile-scrum also has some limitations when used for large scale projects development that makes it less efficient for development. This article discusses the agile-scrum methodology and its limitations when using for large-scale project organization.
7

Ittensohn, Mark, and Micha Rieser. "Agile Produktentwicklung an Bibliotheken: Ein Erfahrungsbericht aus der Zentralbibliothek Zürich." Bibliothek Forschung und Praxis 45, no. 3 (November 27, 2021): 509–16. http://dx.doi.org/10.1515/bfp-2021-0046.

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Zusammenfassung Der Bericht zeigt anhand einer Fallstudie aus der Zentralbibliothek Zürich auf, welche Vorteile und Herausforderungen die agile Produktentwicklung an Bibliotheken haben kann. Im Zentrum steht dabei das Rahmenwerk Scrum, welches zur Entwicklung des Fallbeispiels – eines Escape Games – genutzt wurde. Wie der Bericht nahelegt, hängt der Erfolg der agilen Produktentwicklung wesentlich vom Komplexitätsgrad des Produktes sowie vom gemeinsamen Verständnis von Scrum und seiner Einbettung in andere Projektmanagement-Verfahren ab.
8

Denning, Stephen. "Agile: it’s time to put it to use to manage business complexity." Strategy & Leadership 43, no. 5 (September 21, 2015): 10–17. http://dx.doi.org/10.1108/sl-07-2015-0057.

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Purpose – Once executives understand how Agile and Scrum can manage the extraordinary complexities of software development, they will realize they can use the same management expertise to manage the mounting complexity of the rest of their business. Design/methodology/approach – The author explains that although the ideology of Agile puts emphasis on collaboration and teams, particularly self-organizing teams, managers should not confuse Agile teams with the generally unsuccessful efforts throughout the 20th Century to make teams a central and permanent aspect of management. Findings – In effect, Agile and Scrum represent a major management discovery, a scalable system to produce continuous customer-focused innovation in a dynamic business environment. Practical implications – Agile and Scrum can deal directly with current business issues by giving an authoritative voice to the customer and giving business and technical competence a preeminent role over authority. Originality/value – Agile/Scrum is enjoying added attention from managers in collaborative work arrangements such as networks and ecosystems. These arrangements can be scaled without sclerosis and seemingly without limit.
9

Чуланова, Оксана, Oksana Chulanova, А. Меркулова, and A. Merkulova. "Methodical Instrumentation of Scrum Application as the Variety of the Methodology of Flexibility of Agile Manifesto Projects in the Management of Project Activity." Management of the Personnel and Intellectual Resources in Russia 7, no. 2 (June 13, 2018): 61–66. http://dx.doi.org/10.12737/article_5afedb6a7bdfa3.22810979.

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Project management includes many approaches and tools. The article presents the main principles of Agile as a methodology for flexible project management Agile manifesto. The main varieties of Agile manifesto are presented and the results of the author’s assessment of the possibilities and expediency of using each of the varieties are presented. More in detail in the article is considered Scrum. This methodology is popular in the development of complex projects. The essence of Scrum is to divide the entire process of the project into a lot of sprints, which require approximately the same amount of time to complete. Each sprint must combine an established number of specific tasks. The article notes that the ideological foundations of SCRUM are more clearly reflected in the Agile manifesto. This technology allows you to get the desired effect with minimal resources. Scrum allows you to correctly form resources and maximize the potential of the team. The article explores in detail the opportunities and risks that entail the use of one of the varieties of a flexible methodology for project management — Scrum. The author’s development of the methodological toolkit for implementing Scrum in project management of the organization is presented.
10

Amarta, Afrisco Ardytia Febrian, and Indra Gita Anugrah. "Implementasi Agile Scrum Dengan Menggunakan Trello Sebagai Manajemen Proyek Di PT Andromedia." Jurnal Nasional Komputasi dan Teknologi Informasi (JNKTI) 4, no. 6 (December 29, 2021): 528–34. http://dx.doi.org/10.32672/jnkti.v4i6.3702.

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Abstrak — Pengembangan software erat kaitannya dengan rangkaian proses SDLC (Software Development Lifecycle). Dalam penerapan SDLC ada beberapa metodologi yang bisa diterapkan seperti waterfall dan agile. Waterfall merupakan suatu metodologi yang tahapan-tahapannya dilakukan secara berurutan. Hal ini menjadi sebuah kendala di metode waterfall jika terdapat perubahan requirement atau kebutuhan di tengah proses pengembangan. Berbeda dengan agile dimana tahapan-tahapannya dilakukan secara iteratif atau berulang. Namun dalam penerapannya membutuhkan kerangka kerja yang mendukung konsep agile, salah satunya adalah scrum. Dalam penerapan agile scrum membutuhkan alat yang bisa berfungsi sebagai kolaborasi antar anggota tim serta pencatatan manajemen proyek. Salah satu alat yang bisa digunakan adalah trello. Abstract — Software development is closely related to the SDLC (Software Development Lifecycle) process chain. Several methodologies can be applied in implementing the SDLC, such as waterfall and agile. The waterfall is a methodology whose stages are carried out sequentially. This becomes an obstacle in the waterfall method if there is a change in needs or needs in the middle of the development process. In contrast to agile where the stages are carried out iteratively or repeatedly. However, its implementation requires a framework that supports agile concepts, one of which is scrum. In implementing agile scrum, you need a tool that can work as a collaboration between team members and project management records. One tool that can be used is Trello.
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Статті в журналах Дисертації Книги

Дисертації з теми "Agile Scrum":

1

Custódio, Pedro Miguel Caiado. "Scrum para lean : como tornar o scrum mais lean." Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10342.

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Mestrado em Gestão de Projetos
A aplicação do conceitos lean na gestão de projetos de desenvolvimento de software tem vindo a despertar cada vez mais o interesse dos gestores de projeto, dadas as evidências apresentadas na literatura de como estes conceitos conseguem aumentar o desempenho dos projetos, reduzindo custos, ao mesmo tempo que geram mais valor para os clientes. As experiências que reportam a aplicação destes conceitos, comparam a aplicação do lean com as metodologias ágeis de gestão de projetos de software, denominadas como agile, indicando as suas limitações e como o lean pode contribuir para a eliminação ou redução das mesmas. Este estudo trás uma abordagem diferente dado que a investigação foca-se em como a aplicação dos conceitos lean consegue contribuir para a evolução de uma metodologia ágil de gestão específica, o Scrum. Para tal, foram identificados quais os princípios e conceitos que atualmente os praticantes de Scrum já aplicam, e com que resultados. Com a análise dos resultados obtidos conclui-se que há conceitos lean que, quando corretamente aplicados, conseguem contribuir positivamente para a evolução do Scrum.
The application of lean concepts in software development project management has been increasingly arouse the interest of project managers, given the evidence presented in literature that show how these concepts can increase projects performance, reducing costs at the same time that generate more value for customers. The experiences that report on the application of these concepts, compare the application of lean with Agile project management, presenting their limitations and how lean can help to eliminate or reduce them. This study brings a different approach as the research focuses on how the application of lean concepts can contribute to the evolution of one specific agile methodology, Scrum. To do this, the principles and concepts that Scrum practitioners currently apply and with what results were identified. The results analysis shows that there are lean concepts that, when properly applied, can contribute positively to the evolution of Scrum.
2

Stenehall, Johan, and Solmaz Rahmani. "Mjukvaruprojekt och konsekvenserna av Scrum." Thesis, Linköping University, Department of Computer and Information Science, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-51828.

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Under sent 1990-tal började utvecklare att bli mer och mer missnöjda med rådande arbetsformer i projekt. Utvecklarna upplevde att modeller som vattenfallsmodellen inte längre speglade verkligheten för utvecklingen. Detta missnöje resulterade i att en mängd nya arbetsmodeller uppstod och 2001 samlades de under Agile Manifesto. Agile lägger tyngdpunkten på individfokus, fungerande mjukvara, kundsamarbete och föränderlighet. Scrum är just nu ett av de mest populära ramverken inom agile.Tieto har använt sig av agile och då främst Scrum i sina projekt sedan tidigt 2000-tal och haft lyckat resultat. Projekten som använt Scrum har levererat i tid och haft nöjda kunder. Dock har Tieto inte utrett vilka konsekvenser Scrum får för ett projekt. Denna studies fokus låg på att undersöka konsekvenserna av att använda Scrum i ett projekt. Detta gjordes med hjälp av intervjuer, observationer och en enkät där arbetet för ett antal Scrum-projekt studerades. Resultatet jämfördes sedan med rådande litteratur inom ämnet samt studier från The Standish group, VersionOne och Yahoo!.Rapportens slutsats är att Scrum påverkar mer än bara arbetssättet och att dessa effekter måste betänkas. Många positiva konsekvenser av användandet av Scrum kunde ses men även ett antal risker upptäcktes. För ett lyckat Scrum-projekt behövs en delaktig produktägare, en engagerad ScrumMaster och ett team som tycker om att ta eget ansvar.


During the late 1990s, developers became more and more dissatisfied with the current way of working in the projects. Developers felt that models such as the waterfall model did not reflect the reality of how software development works in practice. This dissatisfaction led to the development of new models and in 2001 they gathered under the same name in the Agile Manifesto. Agile focuses on working software, customer collaboration and variability. Scrum is currently one of the most popular frameworks in agile.Tieto has implemented agile and particularly Scrum in their projects since early 2000 and have had success. The projects that used Scrum delivered on time and had satisfied customers. However Tieto has not investigated the impact Scrum has on projects. This study focus was on examining the consequences of using Scrum in a project. This was done through interviews, observations and a survey in which the work of a number of Scrum projects were studied. The result was then compared with the current literature in the subject, and studies by The Standish Group, VersionOne and Yahoo!.The report concludes that Scrum affects more than just the way of working and that these effects must be taken under consideration. Many positive consequences of the use of Scrum could be seen but also a number of risks were detected. For a successful Scrum project one needs an involved product owner, a committed ScrumMaster and a team that likes to take responsibility.

3

Burzala, Matúš. "Nasazení metodiky SCRUM při vývoji software." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-444610.

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Diplomová práca sa zaoberá porovnaním metodiky použitej na projekte vývoja software a metodiky SCRUM. V rámci práce sú zmapované všetky role, udalosti a artefakty projektu u ktorých sú následne identifikované ich odlišnosti od definície metodiky SCRUM. Práca ďalej obsahuje návrh toho, čo je potrebné upraviť, alebo zmeniť, aby sa dosiahla správna aplikácia metodiky SCRUM a tým pádom aj optimalizácia vývojového procesu.
4

Tamari, Matteo. "Scrum e Kanban: framework e strumenti di supporto. Prospettive di applicazione nel progetto Agile methods for Agile working." Bachelor's thesis, Alma Mater Studiorum - Università di Bologna, 2020. http://amslaurea.unibo.it/22159/.

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Da anni ormai, specialmente nel campo dell'ingegneria del software, vengono utilizzati modelli e framework Agili per lo sviluppo software. Essi hanno cambiato radicalmente il concetto di produzione, portandola a un livello più alto sia in termini di velocità rispetto alla consegna sia di qualità del prodotto consegnato; inoltre, tali modelli e framework vengono oggigiorno applicati anche al di fuori dello sviluppo software e questo dimostra che il loro impiego non ha limiti e barriere. In questo elaborato vengono presentati due tra i più conosciuti: Scrum e Kanban. Lo studio approfondito di entrambi ha permesso di cogliere i campi nei quali uno si applica meglio dell'altro, a seconda del contesto (natura della committenza, numero dei membri e background del team, dimensione del progetto, etc.) nel quale il prodotto richiesto si trova e degli strumenti dei quali Scrum e Kanban dispongono, come la "board", sia fisica sia virtuale. In riferimento a tali strumenti viene trattato dettagliatamente il funzionamento di Jira Software, il quale consente di migliorare la produttività dei team che collaborano anche a distanza, integrando perfettamente i modelli e framework Agili al suo interno. Successivamente, viene illustrata un’applicazione dei modelli Agili al di fuori dello sviluppo software; tale applicazione si divide in tre principali fasi: inception, construction e validation. In particolare, viene descritta come è stata affrontata la fase di inception, che consiste di un’analisi approfondita allo scopo di comprendere lo stato attuale del team, ovvero gli strumenti utilizzati, le metodologie applicate, la gestione delle commesse e dei servizi esterni, con il fine ultimo di far comprendere i vantaggi dati dall'essere Agili e di trasmetterli nei processi lavorativi che ogni elemento svolge ogni giorno sul posto di lavoro.
5

Alotaibi, Minahi. "Modelling security requirements through extending Scrum agile development framework." Thesis, De Montfort University, 2016. http://hdl.handle.net/2086/12491.

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Security is today considered as a basic foundation in software development and therefore, the modelling and implementation of security requirements is an essential part of the production of secure software systems. Information technology organisations are moving towards agile development methods in order to satisfy customers' changing requirements in light of accelerated evolution and time restrictions with their competitors in software production. Security engineering is considered difficult in these incremental and iterative methods due to the frequency of change, integration and refactoring. The objective of this work is to identify and implement practices to extend and improve agile methods to better address challenges presented by security requirements consideration and management. A major practices is security requirements capture mechanisms such as UMLsec for agile development processes. This thesis proposes an extension to the popular Scrum framework by adopting UMLsec security requirements modelling techniques with the introduction of a Security Owner role in the Scrum framework to facilitate such modelling and security requirements considerations generally. The methodology involved experimentation of the inclusion of UMLsec and the Security Owner role to determine their impact on security considerations in the software development process. The results showed that overall security requirements consideration improved and that there was a need for an additional role that has the skills and knowledge to facilitate and realise the benefits of the addition of UMLsec.
6

Fakih, Israa, and Christilinda Göstasson. "Upplevda problem med projektstyrningsmetoden Scrum i systemutvecklingsprojekt : En studie av Scrums-relaterade problem hos IT- företag i Borlängeregion." Thesis, Högskolan Dalarna, Informatik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:du-10209.

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Många projekt misslyckas och en av anledningarna är dålig styrning av projektet i allmänhet och inom IT branschen i synnerhet. Baserad på kritik av de traditionella metoderna under de senaste åren, så har det uppkommit flera lättrörliga metoder som kallas Agila metoder. Scrum är den mest kända Agila metoden som används idag. Metoden lovar goda resultat, men i en artikel ur tidningen Computer Sweden (feb 2009) står det ”siffror visar att nio av tio Scrumprojekt misslyckas”. Artikeln triggade vårt intresse av att ta reda på vilka problem specifika för Scrum som många har kritiserat och valde därför att rikta in vår studie mot detta. Uppsatsen syftar till att undersöka om lokala IT-företag i Borlänge, Headlight, Sogeti ochstatliga nätkapacitetleverantören Trafikverket ICT lider av det allmänna problem som de andra Scrumanvändarna upplever i samband med användningen av metoden. Denna uppsats har fokus på fyra problemområden: bristfällig dokumentation, sämre effektivitet i arbetsprocessen, sämre effektivitet i arbetsprocessen i stora projekt samt bristande stöd för utvärdering. För vår studie har litteraturstudier och intervjuer genomförts. Intervjuserier gjordes på elva personer hos våra fallföretag. Målgruppen för våra intervjuer är Product Owner (PO) ScrumMaster (SM) och utvecklare. Vi kan efter genomförd studie dra slutsatsen att de allmänna upplevda problem som de andra Scrumanvändaren upplever har vi även kunnat identifiera hos våra fallföretag. Resultaten har bekräftats med insamlade data och vår teoretiska ram. I diskussionen presenterar vi rekommendationer för att undvik relaterade problem med Scrum.
7

Chandraseharan, Narendhira Ram. "Improving Adherence to Agile Manifesto Principles in Agile Methodology – A Case Study." The Ohio State University, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=osu1366222792.

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8

Malone, Michael W. "Process subversion in Agile Scrum software development| A phenomenological approach." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632735.

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This qualitative study examined the ways in which process subversion, defined as any attempt, conscious or unconscious, to work around, ignore, or turn to one's own purposes an established process, occurs in Scrum software development. Scrum is a software development methodology that uses self-managing teams and a well-defined process but does not dictate developer practices. It has been shown in previous research that problems with Scrum can cause issues with productivity and software quality. This descriptive phenomenological study specifically examined the ways in which process subversion was experienced by Scrum Masters. The Scrum Master is a coach and facilitator to the development team in Scrum. The study revealed a wide variety of perceptions of the Scrum Master's role as well as sources of subversion ranging from individuals on the development team to the structure of the organization. The study also revealed the creativity used by some Scrum Master in responding to such subversion. This study is important because it fills a gap in the extant literature in dealing with the problems that occur when an organization attempts to use Scrum as its development process, and provides insights that may be helpful in either mitigating the effects of such subversion or preventing it outright.

9

Kessing, David, and Manuel Löwer. "Vergleich der Motivationsprofile von Scrum-Teammitgliedern mit dem Agilen Manifest zur Entwicklung von Gamification-Strategien." Thelem Universitätsverlag & Buchhandlung GmbH & Co. KG, 2021. https://tud.qucosa.de/id/qucosa%3A75929.

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Agile Methoden sind in der industriellen Anwendung Stand der Technik, wobei Scrum das am häufigsten verwendete Prozess-Framework zur effektiven Entwicklung komplexer Produkte ist. Entworfen wurde Scrum von Ken Schwaber und Jeff Sutherland, die ebenfalls 2001 das agile Manifest mitentwickelten, welches die vier Werte und zwölf Prinzipien für die Arbeit mit agilen Methoden definiert. Scrum zeichnet sich unter anderem durch flache Hierarchien aus. Hierdurch erhalten Mitarbeitende zunehmend Verantwortung und es entsteht aufgrund der vermehrt stattfindenden Kommunikation eine erhöhte Transparenz in allen Prozessen. Diese Eigenschaften bringen viele Vorteile aber auch Herausforderungen mit sich. Einerseits kann hohe Transparenz durch Offenlegung der Arbeit zu Unsicherheit seitens der Mitarbeitenden führen, andererseits sorgt die erhöhte Verantwortung auch für einen größeren Einfluss der einzelnen Team-Mitglieder auf das Ergebnis der Arbeitsprozesse. Die Motivation und Leistungsbereitschaft der Mitarbeitenden sind demzufolge ausschlaggebend für die erfolgreiche Produktentwicklung mit Scrum. Gamification ist ein neuer, vielversprechender Ansatz zur Steigerung der Motivation und wird dabei definiert als „die Verwendung von Spiel-Designelementen in Nicht-Spielkontexten“. Die dieser Veröffentlichung zugrundeliegende Forschung bildet die Grundlage zur Entwicklung von dedizierten Gamification-Strategien mit dem Ziel der Optimierung von Motivation und folglich der Leistung der Mitarbeitenden im Scrum-Entwicklungsprozess.
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Azarkerdar, Samira. "Agile Testing in Scrum : - A Study of Major Factors for Successful Agile Testing Implementations in the View of Agile Testers." Thesis, Uppsala universitet, Institutionen för informatik och media, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-418140.

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Книги з теми "Agile Scrum":

1

Keith, Clinton. Agile game development with Scrum. Upper Saddle River, NJ: Addison-Wesley, 2010.

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2

Schwaber, Ken, and Mike Beedle. Agile Software Development with SCRUM. Upper Saddle River, USA: Prentice Hall, 2001.

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Schwaber, Ken. Agile Project Management with Scrum. Redmond: Microsoft Press, 2007.

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Keith, Clinton. Agile game development with Scrum. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Blankenship, Jerrel. Pro Agile .NET development with Scrum. [New York]: Apress, 2011.

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Blankenship, Jerrel, Matthew Bussa, and Scott Millett. Pro Agile .NET Development with Scrum. Berkeley, CA: Apress, 2011. http://dx.doi.org/10.1007/978-1-4302-3534-7.

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Sims, Chris. The elements of scrum. Foster City, CA: Dymaxicon, 2011.

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8

Cohn, Mike. Succeeding with agile: Software development using Scrum. Upper Saddle River, NJ: Addison-Wesley, 2009.

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Steinbrecher, Wolf, ed. Agile Einführung der E-Akte mit Scrum. Berlin, Heidelberg: Springer Berlin Heidelberg, 2020. http://dx.doi.org/10.1007/978-3-662-59705-7.

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Cohn, Mike. Succeeding with agile: Software development using Scrum. Upper Saddle River, NJ: Addison-Wesley, 2010.

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Частини книг з теми "Agile Scrum":

1

Dalton, Jeff. "Scrum of Scrums." In Great Big Agile, 227–28. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4206-3_53.

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Schröder, Axel. "Scrum." In Agile Produktentwicklung, 34–39. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446458154.002.

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3

Schröder, Axel. "Scrum." In Agile Produktentwicklung, 31–37. München: Carl Hanser Verlag GmbH & Co. KG, 2017. http://dx.doi.org/10.3139/9783446452459.002.

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Dalton, Jeff. "Scrum Wall/Scrum Board." In Great Big Agile, 229–30. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4206-3_54.

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5

Peripolli Souza, Jamila, André Ricardo Zavan, and Daniela Eloise Flôr. "Scrum Hero: Gamifying the Scrum Framework." In Agile Methods, 131–35. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-55907-0_12.

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Scherm, Michael J. "Epilogue: Agile Is Dead—Long Live Agile." In Scrum for Sales, 243–44. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-82978-0_7.

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Antochin, Gregor, and Silke Keller. "Agile Organisationsentwicklung mit Scrum." In Agile Verwaltung, 209–19. Berlin, Heidelberg: Springer Berlin Heidelberg, 2018. http://dx.doi.org/10.1007/978-3-662-57699-1_19.

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8

Wirdemann, Ralf, and Johannes Mainusch. "Agile Releaseplanung." In Scrum mit User Stories, 221–30. München: Carl Hanser Verlag GmbH & Co. KG, 2017. http://dx.doi.org/10.3139/9783446450776.013.

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Brandstäter, Jonathan. "Scrum – Status quo: Risikomanagement in Scrum." In Agile IT-Projekte erfolgreich gestalten, 33–58. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-04430-5_4.

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Hanser, Eckhart. "Scrum." In Agile Prozesse: Von XP über Scrum bis MAP, 61–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12313-9_5.

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Тези доповідей конференцій з теми "Agile Scrum":

1

Marchi, Michael. "Weaponized Scrum." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.33.

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2

Sheth, Bhaven. "Scrum 911! Using Scrum to Overhaul a Support Organization." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.23.

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3

Figueiredo, Alexandre Magno. "An Executive Scrum Team." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.56.

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4

Pries-Heje, Lene, Jan Pries-Heje, and Bente Dalgaard. ""Scrum Code Camps"." In 2013 Agile Conference (AGILE). IEEE, 2013. http://dx.doi.org/10.1109/agile.2013.29.

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5

Moore, Richard, Kelly Reff, James Graham, and Brian Hackerson. "Scrum at a Fortune 500 Manufacturing Company." In AGILE 2007 (AGILE 2007). IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.53.

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6

Yi, Lv. "Manager as Scrum Master." In 2011 AGILE Conference. IEEE, 2011. http://dx.doi.org/10.1109/agile.2011.8.

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Jakobsen, Carsten Ruseng, and Jeff Sutherland. "Scrum and CMMI Going from Good to Great." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.31.

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8

Smits, Hubert, and Guy Pshigoda. "Implementing Scrum in a Distributed Software Development Organization." In AGILE 2007 (AGILE 2007). IEEE, 2007. http://dx.doi.org/10.1109/agile.2007.34.

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Atlas, Alan. "Accidental Adoption: The Story of Scrum at Amazon.com." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.10.

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Sutherland, Jeff, Scott Downey, and Björn Granvik. "Shock Therapy: A Bootstrap for Hyper-Productive Scrum." In 2009 Agile Conference (AGILE). IEEE, 2009. http://dx.doi.org/10.1109/agile.2009.28.

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