Strategy, discovery, metrics, growth, pricing, design, delivery and leadership. Each entry says when it is the right one to pick up.
Cohn treats estimation and planning as separate activities at several horizons. Story points and ideal days, planning poker, velocity, and the mathematics of buffering all get detailed treatment, as do release planning, iteration planning, and the reasons traditional estimates fail.
Pichler's early and still useful book on the Product Owner role. Covers what the role actually involves, envisioning the product, working with the product backlog, planning releases, and collaborating in sprint meetings.
Derby and Larsen give a five stage structure for retrospectives covering set the stage, gather data, generate insights, decide what to do, and close. The bulk of the book is a catalogue of activities for each stage, with timings, materials and the situations each suits.
A comprehensive reference on Scrum covering roles, activities, artefacts and the principles beneath them, written for people who need the whole picture rather than a quick start.
Two short books in one, the first comparing Scrum and Kanban as tools rather than as rival methods, the second a set of case studies from teams that used them.
Larman and Vodde's condensed account of LeSS after two earlier volumes of experiments and practices. LeSS keeps one Product Owner, one Product Backlog and one shippable increment across many teams, and the book explains the …
Watts applies the same good to great structure to product ownership, using the acronym DRIVEN for the characteristics of a great Product Owner. Covers decisiveness, ruthlessness about scope, informed decision making, value focus, empowerment and negotiation skill.
Larman and Vodde's first book on large scale agile, focused on thinking tools rather than practices. Covers systems thinking, lean thinking, queueing theory, false dichotomies, and organisational design for multiple teams on one product.
Kniberg's field report on how one team ran Scrum and Extreme Programming together, written up as a set of decisions with the reasoning behind each. It covers how they wrote product backlogs, ran sprint planning, sized stories …
Watts contrasts a good Scrum Master with a great one across a series of behaviours, using the acronym RETRAINED for the characteristics involved. Covers building the team, the servant leader stance, running the events well …
Verheyen's compact guide to Scrum, written by a Professional Scrum Trainer and closely aligned to the Scrum Guide. Covers the origins in agile thinking, the framework itself in precise terms, and the tactics that sit outside the framework but are commonly confused with it.
Sutherland's account of where Scrum came from and why it works, aimed at a general reader rather than a practitioner. He draws on the Toyota Production System, OODA loops and his own fighter pilot and research background to …
Schwaber and Sutherland wrote this for managers and executives rather than teams. Covers why software projects fail on the traditional model, what Scrum changes about that, and how a manager should think about funding, governance and risk under an empirical approach.
Cohn's book on adoption at organisational scale rather than team practice. Covers the ADAPT model for change, choosing whether to start with a pilot or go broad, the patterns of spreading practice across teams, and the specific …
Šochová's book built around the ScrumMaster State of Mind model, moving through teaching, removing impediments, facilitation and coaching. The other central model is the Ĝ System of levels, showing a Scrum Master working with the …