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How to Teach This Book

The book 'Agile Scrum: Improving Practices for Business Gains' by Rama Bedarkar is designed for a wide audience, including students and agile practitioners, covering scrum practices, management comparisons with waterfall methods, and case studies. It emphasizes understanding scrum processes, effective practices, and the importance of metrics for performance assessment. The case studies highlight common challenges and solutions in corporate environments, encouraging individual learning rather than standardized solutions.

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MOHD Salman
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Download as DOCX, PDF, TXT or read online on Scribd
4 views

How to Teach This Book

The book 'Agile Scrum: Improving Practices for Business Gains' by Rama Bedarkar is designed for a wide audience, including students and agile practitioners, covering scrum practices, management comparisons with waterfall methods, and case studies. It emphasizes understanding scrum processes, effective practices, and the importance of metrics for performance assessment. The case studies highlight common challenges and solutions in corporate environments, encouraging individual learning rather than standardized solutions.

Uploaded by

MOHD Salman
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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AGILE SCRUM: IMPROVING PRACTICES FOR BUSINESS GAINS

(by Rama Bedarkar)

How to Teach This Book?

This is book Agile Scrum: Improving Practices for Business Gains is for everyone to read.

Students of Engineering and Computer Science faculty along with generic Science faculty and the agile
scrum practitioners – beginners and even experts and consultants should read this book. Everyone will
find some takeaways for them. The learning varies.

The book covers process and practices, management aspects and the case studies. One would be able to
understand different practices and how they can be deployed in practice. Management aspects are
compared with the waterfall mode to understand the difference. Case studies shall expose readers some
learning from the deployment of scrum with specific challenges in operations.

Section A is focused on all scrum practices and making them effective. Hence the instructors
should cover this section in sequential manner.
I have discussed basic agility and agile transformation concepts in Chapter 1 “Introduction to Agile
Concepts”; followed by this; I have explained the basic concept of scrum as a framework in Chapter 2
“All about scrum”. I have given high level view of the scrum process in Chapter 3. All the subsequent
chapters from 4 to 9 are dedicated to all scrum practices. They are “Product Backlog Management”,
“Sprint Planning”, “Writing Effective User Stories”, “Sprint Execution”, “Sprint Review” and “Sprint
Retrospective”.

Each of the above chapters is dedicated for one single practice and ceremony. Each ceremony is
described with its objectives, practical aspects of making it effective by giving operational guidelines,
what are the different challenges faced by the practitioners and how these challenges can be handled,
how different roles are played during this ceremony etc. are covered.

The last chapter of the section A is all about “Measurement and Metrics” in scrum. Right from what
metrics can be selected to track sprint performance and release performance to what business value
addition is done during sprint and release execution are covered.

The teaching should be focused on learning theoretical concepts first; then followed by practices’
deployment in operations. Once the sprint execution stability with consistency is achieved in operations,
metrics can be tracked for performance assessment.

Copyright © 2020 by Wiley India Pvt. Ltd.


AGILE SCRUM: IMPROVING PRACTICES FOR BUSINESS GAINS
(by Rama Bedarkar)

Section B talks about comparison of the management aspects of waterfall and scrum. This
also is advised to go through sequentially.
All the management aspects under project management covering basic concepts and then the
‘difference’ in waterfall and scrum are covered in this section.

The objective is to compare these managerial aspects and see how they are handy and can be better
handled in scrum. How scrum framework meticulously takes care of these managerial aspects with
wisely thought and built-in ceremonies and practices is the focus!

The last section C is dedicated to case studies. You may NOT go through this section
sequentially.
These are the themes, which are commonly faced challenges across multiple corporate environments.
Each organization described in the case study, is a virtual entity for handling these challenges. The
solutions cannot be generalized.

The case studies can be used for additional learning covering:

1. Challenges
 What are generic challenges
 What are specific challenges based on teams’ strengths and weaknesses
 What are specific to leadership mindsets and management practices
 What are organization culture and work environment based challenges
2. Solutions applied
 What solutions worked partially
 What solutions failed
 What can we learn from the situations of failures
3. What we learn even if scrum fails
 What tangible and intangible gains are still there even if scrum fails

The case studies are not suggesting any standard solutions with specific challenges. We can never
deploy any standard solution. The solutions may not solve the problems fully but may demonstrate few
success stories. Hence this perspective should be noticed by the readers.

Hence it is up to an individual, what would be their takeaways. Case studies are for individuals to learn
and not for the instructors to teach.

Copyright © 2020 by Wiley India Pvt. Ltd.

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