Scrum the Art of Doing Twice the Work in Half the Time Torrent
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1. Proficient squad size. 4-vi is optimal, 20 is way too many.
ii. Multitasking is a myth - people who retrieve they're good at it, actually are the worst. The truth is people are serial processing, not parallel, and it takes the brain longer to switch gears so all y'all're doing is slowing yourself downward.
1. Good team size. four-six is optimal, xx is way too many.
2. Multitasking is a myth - people who think they're practiced at information technology, really are the worst. The truth is people are serial processing, not parallel, and it takes the brain longer to switch gears so all you're doing is slowing yourself down.
3. Prioritize based on how much the action will affect your goal (whether that goal is $ or something else)
iv. Don't exist a D*ck: Managers need to have aught tolerance for incivility, disrespect, or abuse in the workplace – it actually sucks free energy and makes everyone ineffective
5. Don't waste your fourth dimension looking for Evil People, look instead for Evil Systems
6. Construct your to practise list as follows: To Do, Doing and Done
7. Don't create Master Plans. Create Micro plans which you can do in time-limited sprints and so iterate.
Things I plant a bit weird
- Given that what nosotros're substantially talking virtually are "human being systems" and anything human, by definition, is messy and non-standard, I find it hard to believe that this method applies to EVERY BUSINESS EVER. This is what the author seems to propose (and modestly, he also suggests that if it didn't piece of work for a business organisation they weren't doing it right). Hmmm…
- The writer as well fails to mention whatsoever examples of where scrum failed even when applied "properly" – I would have liked a few real world examples to take been less "awesome" and go through what the iteration and tweaking process looks like while a visitor or organization is veering off the path
- The writer also fails to talk well-nigh the negative aspects of scrum – destabilizing to accept plans change so oftentimes, difficult to redeploy assets to the right place. Information technology would have made for a much more fair read to go the negative along with the positive then that leaders can make a fully informed decision when they choose to prefer scrum.
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No heroics. If you lot need a hero to get things washed, you lot have a problem. Heroic effort should be viewed as a failure of planning.
While this is a good (and entertaining) book, I'thou not quite sure who to recommend it to. I got this as study fabric later on I had booked a Scrum course. But it was really more a companion book. Our coach told us on the start twenty-four hours that nosotros don't need to read it to bolster our chances of passing the assessment. I would go a little further and recommend not to read it s
No heroics. If you need a hero to go things done, you have a problem. Heroic endeavour should be viewed as a failure of planning.
While this is a good (and entertaining) book, I'm not quite sure who to recommend it to. I got this as study material afterward I had booked a Scrum course. But it was really more a companion book. Our bus told the states on the first twenty-four hour period that we don't demand to read it to eternalize our chances of passing the assessment. I would become a little further and recommend not to read it shortly earlier the cess because it occasionally contains contradictory information to the electric current Scrum Guide. But that's non a knock on the book. It has been published in 2014, and Scrum, existence and so much nearly adapting, has itself adjusted since then.
Is this volume outdated then? No, non at all. You come across, this isn't a textbook. It is a immediate account of how Scrum came to be. Or more precisely, about the ideas and the philosophy behind Scrum and how they drove the development of it. It is told by ane of its inventors, using real life examples of when and how Scrum helped to get projects over the line. A wide range of them, from the FBI'southward work on a program that was supposed to forestall another ix/eleven to a friend of the writer using Scrum to organize his wedding.
Sutherland tells the story of his baby in an entertaining, often funny, and sometimes a piddling self-congratulatory vocalization. He clearly doesn't think much of traditional project management and makes his antipathy for Waterfall known at various points in the book. He'southward a captivating storyteller, though.
On the first day of the class our motorcoach asked usa why we were here. I said something like, "You know, I've been working on a couple of projects and they turned out fine, but I don't really know what I'chiliad doing. It's fourth dimension I first filling my toolbox." He started laughing. "Dennis, to that I tin simply tell you this: Forget nearly the tools. This is the course of common sense."
And this is where this volume wildly succeeds. There are many moments where yous think, Of course. Why are nosotros non doing this? It'southward so much easier that way.
So, who to recommend this to? I tin can't respond that. I will answer the "when", though. Read this earlier you beginning your Scrum grade. I promise, it will brand you excited about the whole thing.
And call back, it's not just in concern that time is important. Time makes up your life, so wasting it is really a slow form of suicide....more than
Maybe I have business self-help book overload, I simply wasn't blown abroad past this.
The majority of the book got skimmed as I wasn't sucked into reading each word and looking for the gold nuggets, the magic bullet.
I had loftier expectations for this book, but it left me feeling kinda blah nearly it.Mayhap I accept concern self-help volume overload, I just wasn't blown abroad by this.
The majority of the volume got skimmed as I wasn't sucked into reading each give-and-take and looking for the gold nuggets, the magic bullet.
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It was amazing.
All the components of the scrum framework are deeply rooted in well-established productivity principles eastward.m. feedback loop, focusing on one matter, the one affair has to bring the nigh value, accountability, etc.
Some of the interesting topics: The origins of Scrum, Squad principles, Waste product management, The importance of priorities and time management and how this fits with 'interpretation' and how to begin implementing Scrum in your team or org.
So it's strong
The book is basic for someone who already studies and practices Agile Methodologies for a long time. But the book deserves five stars considering goes on the Why of Scrum, Why Scrum works and how information technology is adapted to the new realities of work in the 21st century.Some of the interesting topics: The origins of Scrum, Team principles, Waste management, The importance of priorities and time management and how this fits with 'interpretation' and how to begin implementing Scrum in your team or org.
So it'south strongly recommended to beginner and intermediate users of Scrum. The book already have a Portuguese translation.
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1. Great teams are: transcendent (alignment with a higher purpose), cross-functional (have all skills to consummate the project), democratic (influence planning and decision-making process, liberty to make up one's mind "how" to deliver). Optimal size 7 (+-2)
2. Iterate fast. Plan => Do => Cheque => Act. Calendar week or two for each iteration (Dart). At the end of the iteration take some version of the production/feature that yous c A must read for people and teams who cares nigh their productivity. Key takeaways for me:
1. Peachy teams are: transcendent (alignment with a higher purpose), cross-functional (have all skills to complete the project), autonomous (influence planning and decision-making process, freedom to decide "how" to deliver). Optimal size 7 (+-2)
two. Iterate fast. Plan => Do => Check => Human activity. Calendar week or two for each iteration (Sprint). At the terminate of the iteration have some version of the product/characteristic that y'all can give to your customers to play with and interact.
3. Productivity:
Multitasking makes everybody slower. One-half-done things create a lot of waste product. Avert to have a lot "in process tasks". Working too hard/long hours makes you less productive in a long run. Focus is a fundamental (switching toll between projects is very high)
four. Scrum Process:
- don't plan a lot. Just have a vision (picture where you're heading)
- create a listing of everything that needs to be done on the project. Prioritize it (start with highest value and the lowest effort tasks)
- create a programme to continue your team decorated for the next iteration/Sprint (plan it together with team).
- visualize. have a board with: Priorities (Backlog/user stories), to exercise, doing, done columns.
- work is a Story: recall who you're doing it for, what is it, why the need it.
- estimate tasks (stories) complexity relatively (not absolutely), groupdecide on that, track team's velocity and set up ambitious goals;
- meet every twenty-four hours for 15 min at the aforementioned time to update a) what each member done yesterday and b) going to practice today to successfully consummate the Sprint, c) are at that place any obstacles?
- finish each Sprint with demo (involve stakeholders, customers)
- make a Sprint retrospective (what went right, what could have gone improve, how to improve the procedure and make everybody happier during the next Dart (kaizen))
- transparency in everything ...more than
I have been a Scrum Master for five years at present, and when I come across a book that presents the Scrum not simply as THE silver bullet, but also as the 1 and only truth (bow down blasphemers!) I desire to put this bullet into my ain head. Did I also mentioned the poor translations already? One more than "zespół wskroś funkcjonalny" and I will throw up my last month'south breakfast. In that location was even wrong course of Alfred Nobel's name ("z Nagrody Nobela").
Ok, emotions aside - there are three reasons why this book is rated past me every bit ii stars (barely), and non one:
- I salvage i star for the books I am not able to finish (it was a close miss)
- This book mentioned eduScrum
- If you accept absolutely no idea at all, what Scrum is, you may try it
Otherwise I recommend that you stay away and do something more productive instead. Count the grains of table salt in your kitchen, check how long y'all tin can run in circles, or bank check how many times Gandalf nods his head in the Gandalf Europop Nod video on famous video portal. ...more
was information technology that i didn't meet a named woman until page 153ish of a 230 folio book? maybe.
was it that it a repeated refrain was "observe the smartest guy in the room" (as though the give-and-take "people" is not available to you?) possible!
was it the fact that certain roles were always referred to as male roles! could be!
only probably most of all, it was that i walked abroad knowing a lot virtually Jeff Sutherland and his passions and piece of work due east
was it that i didn't meet a named woman until page 153ish of a 230 page volume? maybe.
was it that information technology a repeated refrain was "find the smartest guy in the room" (as though the word "people" is not bachelor to you?) possible!
was it the fact that certain roles were e'er referred to equally male person roles! could be!
but probably most of all, it was that i walked away knowing a lot about Jeff Sutherland and his passions and work experience, and left with only one, possibly two takeaways for my existent life task.
BAH.
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Some parts of scrum are obvious. Spend time doing things that are valuable to the customer. Delivery that value quickly and incrementally. Don't get bogged down in monumental efforts tied to thousands of pages of documentation that no 1 has actually read, or actually understands. The basic u
Good direction is good management. Cargo cult gibberish is cargo cult gibberish. And the intersection of the two is Scrum, a management philosophy that promises orders of magnitude improvements everywhere.Some parts of scrum are obvious. Spend time doing things that are valuable to the customer. Delivery that value quickly and incrementally. Don't get bogged downward in monumental efforts tied to thousands of pages of documentation that no one has actually read, or really understands. The basic unit of action is a small, 5-7 person, cross-functional squad, capable of moving a project from conception to done. Happy is contagious, and happy teams are constructive teams.
Merely the cargo cult elements of scrum are in the jargon, which obscure the hard points of writing code. Story points, daily-stand ups, and sprint cycles are all well and skilful, but if y'all haven't figured out what you lot're doing and why, it doesn't matter. Small teams can self-organize, but what about analogous large organizations and big projects? And while cantankerous-functionality seems very important, most conventional businesses are organized in summit-down, 'disciplinary' silos (sales, IT, evolution, finance, etc), so how practise product owners and scrum masters interact with the conventional management hierarchy. And of grade the large questions remain largely unanswered. How does a team figure out what objectives and capabilities are important, and how practice you practise a proper sprint retrospective to capture what went right?
And finally, some of the examples Sutherland uses are non quite right. At that place'southward a lot of pointing to Boyd'south OODA loop, which Sutherland says he learned every bit a RF-4 pilot in Vietnam, except John Boyd only adult the OODA loop after his stint as Commander of 56th Combat Support Group in 1973. And Sutherland points to Valve as a company which has successfully implemented scrum, which may be true, except that despite sitting on a literal neverending pile of money in the form the Steam store, Valve hasn't released a significant game of its ain since 2013. Rich Geldritch, a disgruntled former manager, alleges Valve is a morass of abusive direction and inefficiency.
This book is enthusiastic, only cheering 'hip hip hooray being great!' is a far cry from actually being great.
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The book itself is pretty well written - for a popular "science" management book, with some cool
While nigh of the principles of Scrum are definitely sensible, especially its accent on whole-project-capable teams working collaboratively in an egalitarian manner, encouragement of work-life rest, or planning of work based on bodily functioning, I could non stop feeling like this is a New Age white-neckband Taylorism, engraving moralistic neoliberal social norms into the minds of common workers.The book itself is pretty well written - for a popular "science" management book, with some cool stories and examples, although with a lot of simplistic orientalisation of direction practices in Japan and martial arts (well, information technology is a production of the 90s) that are largely taken out of the context.
Sutherland is a very interesting person and Scum was created for software development, where it makes a lot of sense. Just a lot of the premises it is based on -and the motivational linguistic communication it veils them into - are painful to read. For a lot of people, work is merely working and that is just okay - not everyone strives to change the world every mean solar day, especially if they become into a field where an accent on social value is really just self-deceit.
The discouragement of overtime and piece of work-life remainder sounds peachy (or one could come across them as convenient for firms as they are trying to avoid having to pay for overtime), but the whole concept of Scrum is created to drain every single 2d of employee'due south energy for ticking a box that has been created to demonstrate action. Sure, many or probably almost of the teams volition work on projects/tasks/'stories' that make sense and are noun, merely the whole concept of "velocity" turns a thinking and living organism into a high-performing erect inside a automobile.
On the other hand, the whole ideology of its brusk-termness and avoidance of multitasking discourages circuitous and exploratory thinking, developing skills inside a team that exercise not fit into the immediate need for the adjacent release at the end of the current dart. When yous aggregate this thinking and the whole 'lean' ideology, you lot go the present-twenty-four hours global economy, with its extreme fragility of supply chains, slow productivity growth, and lack of long-term investment. I definitely exercise non blame Scrum for information technology, but information technology is a articulate symptom of a larger crisis we alive in.
From my own experiences with scrum, the benefits it provides can outweigh its costs, if 1 manages to somehow avoid death past a thousand meetings.
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It is not a book for beginners and it is not a book for experts (are at that place any books for experts at all?)
If you are in the HA state of using/implementing agile, you lot or team members tend to enquire things like "Can nosotros skip this?" or "Can we change this to that?".
This book explains the answer to these questions by stating why something is divers like it it is now.
All in all a great and amusing audio book which I highly recommend.
Well, a book about Scrum from the father of Scrum.It is not a book for beginners and it is not a book for experts (are there any books for experts at all?)
If you lot are in the HA state of using/implementing agile, you or squad members tend to inquire things like "Tin we skip this?" or "Can we change this to that?".
This book explains the reply to these questions past stating why something is divers like it it is now.
All in all a great and amusing audio book which I highly recommend.
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The book is a flake overpromising, though, and doesn't mention challenges or overcoming them. Information technology's mostly virtually selling the idea than nearly any advanced implementation. I already knew quite a lot virtually Scrum, but information technology was an interesting curt read nonetheless. I forgot some things I learned years ago, and this book served both equally reminder and gave me a few new ideas to effort. I was surprised to learn Scrum was inspired by Lean, including waste elimination, reducing WIP, all that.
The volume is a bit overpromising, though, and doesn't mention challenges or overcoming them. It's mostly nearly selling the idea than about any advanced implementation. ...more
I LOVED THIS Book! Once once more, I did the audio / kindle split up. However, this time, I utilized Overdrive, the complimentary online public library app - it is AMAZING. I signed up for iii local libraries online; got my library cards and was off to the races. If you lot have not tried Overdrive, check information technology out.
There were and then many take aways in this volume that I absolutely loved. I should probably go back through the book before writing this, but historically, if I do non write now, it won't get done.
Past
Go 'er Washed!I LOVED THIS BOOK! One time once more, I did the audio / kindle split. All the same, this time, I utilized Overdrive, the complimentary online public library app - it is AMAZING. I signed up for three local libraries online; got my library cards and was off to the races. If you accept not tried Overdrive, bank check it out.
There were then many take aways in this volume that I admittedly loved. I should probably get back through the book earlier writing this, but historically, if I do not write now, it won't get washed.
By far, my favorite affiliate was affiliate three Teaming. On and so many levels, this chapter hit and so many points that I actually believe.
Overall, in reading this book, information technology made me reflect on the organizations where I have worked - at our all-time, we had like "business practices" - transparency, KNOWN priorities, a cadence to re-address work that needed to exist done, etc. This volume provides a framework to systemized this, or not get out it to chance.
I do intend to go back through the book and draft my notes to operationalize the concepts. I believe this book could be a GAME-CHANGER for any organizations.
**Almost forgot, I really loved chapter nine and the stories of how teachers in Denmark are using Scrum as a teach tool - or said differently, a co-creative / collaborative teaching surroundings where Everyone is involved in the Teaching.
Whoever is doing the nearly talking, is as well doing the nearly learning.
I recommend this book to leaders and practitioners at EVERY level.
Enjoy - Share - Learn
TEAMS!
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The premise of SCRUM is to share everything with your coworkers. Secrecy is the model that will lead to the downfall of companies. As long as people work together and attempt to make the "squad" win instead of "I", the company and people inside it will prosper. I found lots of similarities between Lea
You could learn a lot from this book. The positive bespeak is that the author is the bodily person who made the SCRUM system. So he knows the core principles and explains them in a very understandable way.The premise of SCRUM is to share everything with your coworkers. Secrecy is the model that will lead to the downfall of companies. As long every bit people work together and try to make the "squad" win instead of "I", the visitor and people within information technology will prosper. I found lots of similarities between Lean UX and SCRUM in this way.
Lots of examples are provided on how the SCRUM works, the bulk of which is related to the authur's war machine feel. While this is not off putting, it more often than not focuses on setting a mindset rather than providing specific actions. This is the trouble I found with most of the examples in the text.
I recommend this book to anyone who has little to no cognition of SCRUM and Agile methodologies and to those who would like to acquire a new style to work.
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Dr.
Sutherland is a Graduate of the The states Military Academy, a Top Gun of his USAF RF-4C Shipping Commander class[commendation needed]. He flew more than one hundred missions over Due north Vietnam[citation needed]. After 11 years in the military, he became a doc at the University of Colorado School of Medicine[commendation needed]. Here he got involved in data collection and It systems development.Dr. Jeff Sutherland is ane of the inventors of the Scrum software development process. Together with Ken Schwaber, he created Scrum every bit a formal process at OOPSLA'95. Sutherland helped to write the Active Manifesto in 2001. He is the author of The Scrum Guide.
by https://en.wikipedia.org/wiki/Jeff_Su...
It's professional profile on LinkedIn is :
linkedin.com/in/jeffsutherland
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