What will I learn about: how the Scrum framework helps organizations keep pace with rapidly changing markets by breaking monumental tasks into smaller, adaptable modules?

Discover how the Scrum framework helps organizations keep pace with rapidly changing markets by breaking monumental tasks into smaller, adaptable modules.

What will I learn about: the three essential roles of a Scrum Team—Product Owner, Team Members, and Scrum Master—and how they collaborate to remove obstacles and prioritize work?

Understand the three essential roles of a Scrum Team—Product Owner, Team Members, and Scrum Master—and how they collaborate to remove obstacles and prioritize work.

What will I learn about: organize complex projects into short, focused Sprints that utilize daily stand-ups and retrospective reviews to continuously adapt to new challenges?

Learn how to organize complex projects into short, focused Sprints that utilize daily stand-ups and retrospective reviews to continuously adapt to new challenges.

What will I learn about: why traditional, slow decision-making can increase project failure rates by 40 percent and how excessive deliberation waters down great ideas?

Find out why traditional, slow decision-making can increase project failure rates by 40 percent and how excessive deliberation waters down great ideas.

What will I learn about: the art of speeding up innovation by empowering your teams to act independently, ensuring that the people closest to a problem are the ones making the decisions to solve it?

Master the art of speeding up innovation by empowering your teams to act independently, ensuring that the people closest to a problem are the ones making the decisions to solve it.

The Scrum Fieldbook

A Master Class on Accelerating Performance, Getting Results, and Defining the Future

J.J. Sutherland

★ 4.5 / 5(145 ratings)

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Management & Leadership

If You're Curious About These Questions...

You should listen to this audiobook

💡Did you know that the same framework used to build world-class software is now being used to revolutionize everything from home renovations to military operations?
💡What’s the secret to dramatically increasing your team's velocity while ensuring every project delivers the exact impact your business needs?
💡Have you ever wondered how small, agile teams manage to consistently outperform massive corporations with significantly more resources?

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Key Takeaways from The Scrum Fieldbook

✓Discover how the Scrum framework helps organizations keep pace with rapidly changing markets by breaking monumental tasks into smaller, adaptable modules.
✓Understand the three essential roles of a Scrum Team—Product Owner, Team Members, and Scrum Master—and how they collaborate to remove obstacles and prioritize work.
✓Learn how to organize complex projects into short, focused Sprints that utilize daily stand-ups and retrospective reviews to continuously adapt to new challenges.
✓Find out why traditional, slow decision-making can increase project failure rates by 40 percent and how excessive deliberation waters down great ideas.
✓Master the art of speeding up innovation by empowering your teams to act independently, ensuring that the people closest to a problem are the ones making the decisions to solve it.

Learning Tools

Reinforce what you learned from The Scrum Fieldbook

Mind Map

The Scrum Fieldbook

Core Philosophy+

The Scrum Framework+

Accelerating Innovation+

Proven Strategies+

Organizational Adoption+

Common Pitfalls+

Quiz — Test Your Understanding

Question 1 of 9

How did the Swedish engineering firm Saab successfully design the complex Gripen 39C fighter jet using Scrum?

A. By completing all the design phases sequentially before starting any manufacturing.
B. By breaking the plane's design into independent modules worked on by different teams.
C. By assigning one large, centralized committee to oversee every detail of the plane.
D. By outsourcing the complex radar and computer systems to external Agile specialists.

Question 2 of 9

In the Scrum framework, what is the primary responsibility of the Scrum Master?

A. To prioritize the work and oversee the final product.
B. To execute the daily tasks outlined in the Sprint Planning session.
C. To report the team's progress to the company's executive board.
D. To facilitate the process and remove obstacles so the team can work quickly.

Question 3 of 9

Why does the Scrum framework advocate for giving teams independent control over their decision-making process?

A. Because excessive deliberation in traditional hierarchies waters down ideas and increases failure rates.
B. Because it guarantees that teams will never make mistakes during a Sprint.
C. Because it allows managers to completely step away from the project development cycle.
D. Because independent teams require less budget and fewer resources to complete their tasks.

Question 4 of 9

What is the crucial difference between "output" and "outcome" in the context of Scrum?

A. Output is the amount of time spent working, while outcome is the number of tasks completed.
B. Output refers to software development, while outcome refers to physical product manufacturing.
C. Output is what workers produce, while outcome is the actual positive impact on the business.
D. Output is measured during the Daily Scrum, while outcome is measured during the Sprint Planning session.

Question 5 of 9

What does the story about the NPR radio show's outdated interview rule illustrate about adopting Scrum?

A. Technology is the most important factor in determining a team's Agile velocity.
B. Organizations must be willing to rethink and abandon old, rigid structures to reap the benefits of Scrum.
C. Scrum can only be applied to software engineering, not creative fields like radio production.
D. Rules established in the past usually contain hidden wisdom that Scrum teams should follow.

Question 6 of 9

What is the Scrum technique known as "Swarming"?

A. Assigning multiple experts to different teams to spread knowledge across the company.
B. Reshuffling team members after every project to keep ideas fresh.
C. Holding a massive company-wide meeting at the beginning of each Sprint.
D. Concentrating everyone's effort on a single item from the Backlog to complete it quickly and efficiently.

Question 7 of 9

What is a common mistake companies make when they take an "à la carte" approach to implementing Scrum?

A. They allow teams to choose their own working hours and locations.
B. They focus too heavily on the market assessment and forget to run Daily Scrums.
C. Management implements Scrum for workers but fails to change their own behavior, such as tossing teams extra assignments mid-Sprint.
D. They spend too much budget on Scrum training and neglect product development.

Question 8 of 9

When adopting Scrum across an entire organization, what is the purpose of an Executive Action Team?

A. To dictate the specific daily tasks for every Scrum Team in the company.
B. To oversee the implementation of Scrum, coordinate communication, and remove systemic roadblocks.
C. To punish teams that fail to meet their Sprint goals.
D. To act as the sole Product Owner for all company projects.

Question 9 of 9

How does the concept of "kaizen" apply to the Scrum framework?

A. It is a commitment to making an incremental, concrete improvement to the process during each Sprint Retrospective.
B. It is a technique for managing the project budget during the Sprint Review.
C. It is the Japanese term for the Product Backlog used by manufacturing teams.
D. It is a strategy for outsourcing non-essential tasks to external vendors.