Scrum: The Art of Doing Twice the Work in Half the Time

by Jeff Sutherland

It’s often what the customer said they wanted at the beginning of the process, but in reality people don’t know what they really want until they can try something out.

prefer to think about delivering fast.

The call wasn’t based on theoretical constructs.

They’ve built something cool, but they can’t sell it for enough to actually make a profit. A

is by overpaying to acquire customers.

while people loved your product, they didn’t love it enough to pay for what it cost to make it.

The alternative is that we don’t give them a better way for months … we’re robbing them of value.”

DeAngelo says that one thing they’ve realized is that in some cases the Waterfall method is actually written into state

“We want X number of people to be able to travel over this waterway in Y amount of time with Z cost. How you do that is up to you.”

Valve ethos. “I figured out

many people simultaneously who weren’t acclimated

organisms attacking foreign invaders to protect the whole.

Cynicism is perhaps a rational response to despair, but it is one of the most corrosive of human states.

Don’t listen to cynics who tell you what can’t be done. Amaze them with what can.

and evolves over the lifetime of the product; it

are

At the same time, people have to have the fortitude to bring up the issues that are really bothering them in a way that is solution oriented rather than accusatory.

And the rest of the team has to have the maturity to hear the feedback, take it in, and look for a solution rather than getting defensive.

the end of the meeting the team and the Scrum Master should agree on one process improvement that they wil...