When you’re working on a project, there’s a whole mind space that you create around it. You know all the different reasons why something is being done. You’re holding a pretty complicated construct in your head. Re-creating that construct a week later is hard. You have to remember all the factors that you were considering […]
Often at companies you’ll see managers who want to run their own area without transparency, and without collaboration. They create an “us versus them” dynamic. Turf lines are drawn, and you can almost see the different divisions plotting against one another like something out of a Machiavellian medieval court.
Scrum asks those who engage in it to break from the mind-set of measuring merely hours. Hours themselves represent a cost. Instead, measure output. Who cares how many hours someone worked on something? All that matters is how fast it’s delivered and how good it is.
If something is half done at the end of the spring, you’re worse off than if you hadn’t started at all. You’ve expended resources, effort, and time and gotten nothing to a deliverable state.
The ability to juggle seams so attractive — especially in an age in which information is flowing through a thousand different pipelines and “must do nows” are proliferating. We want to be that guy — the Super-Juggler, we tell ourselves we can. Unfortunately we can’t. And the more we think we can, the worse we […]
If people have a special title, they tend to do only things that seem a match for that title. And to protect the power of that role, they tend to hold on to specific knowledge.
While I have nothing against promotions, sales, or projects, it’s just a fact that humans are absolutely terrible at working that way. We’re lousy focusers, we spend far more hours at the office than needed, and we’re horrible estimators of how long things will take. This is all people I’m talking about — it’s how […]
Making people prioritize by value forces them to produce that 20 percent first. Often by the time they’re done, they realize they don’t really need the other 80 percent, or that what seemed important at the outset actually isn’t.
At it’s root, Scrum is basked on a simple idea: Whenever you start a project, why not regularly check in, see if what you’re doing is heading in the right direction, and if it’s actually what people want? And question whether there are any easy to improve how you’re doing what you’re doing, any ways […]
This is a book to take Scrum methods out of software and hardware projects and into general business practice.