Solving the Problem

The ScrumMaster, Ruth, was a solid project manager at MegaEnergy. She knew MegaEnergy culture inside and out, and she knew the senior executives who would be receiving reports on the Title project's progress. She had worked with the people in the program management office and knew exactly what they wanted and why. She knew that Gantt reports were the core of their reporting system. She was skilled in preparing and managing these reports with Microsoft Project, the standard project management...

New Project Reporting at the Mega Energy Title Project

Scrum was brought into MegaEnergy through a pilot project, the Title project, which was referred to in Chapter 2. This project had already been attempted twice and had failed both times. An IT director had learned about Scrum and had convinced his fellow IT managers that they should try Scrum on the Title project. They all felt that this was an opportunity to assess Scrum. If Scrum could turn around the Title project, it would be deemed worthy of further evaluation. Stakeholders are those who...