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October 30, 2019 - February 9, 2021
car company in the world.
“...
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(the American term for using the concepts of the Toyota P...
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Change or Die
Projects were almost always late, over budget, and often simply didn’t work.
That’s just insane on the face of it.
They executed Waterfall perfectly.
The problem was, at that point the customer no longer wanted what they’d said they wanted. Circumstances had changed.
Business cycles were getting shorter, and customers were demanding more responsive services.
I soon realized it was the entire way they were working.
more customer-responsive model,
“Change or die.” As you may have noticed, BellSouth isn’t around anymore.
Shu Ha Ri
Scrum has its roots in Japanese thought and practice.
They regard it as a way of doing, a way of being, a way of life.
Scrum, like aikido, or, heck, like the tango, is something that you can only really learn by doing.
Shu Ha Ri,
Shu
Ha
Ri
Scrum is a lot like that.
a state where things just flow and happen.
That’s what you want to get to with Scrum.
For the rest of this book I’m going to spend each chapter focusing on one particular aspect of Scrum. These deep dives are meant to give you the reasoning behind the concepts and why Scrum is structured the way it is.
“Implementing Scrum”
what
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why.
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THE TAKEAWAY
Hesitation Is Death.
Look Outward for Answers.
Great Teams Are.
Don’t Guess. Plan, Do, Check, Act.
Shu Ha Ri.
Teams
Teams are what get things done in the world of work.
And they’re what Scrum is based on.
Everything is focused on the individual actor, rather than the team. And that, it turns out, is a big mistake.
Well, it’s not quite that simple.
When students began complaining about how long each assignment took, the professor didn’t make his assignments easier, but he did start tracking how long each student needed to complete them.
The only difference is the amount of time spent.
Well, if you’re a manager, it seems that you want to hire not just the workers who earn A’s, but those who earn them in the shortest amount of time.
That sounds like the best approach to increasing productivity, but other factors can be even more crucial.
The analysts didn’t look at individual performance data, but rather team performance data.
10:1
The actual answer, though, is that there is a much larger difference in team performance than there is in individual performance.
Rather, it took them two thousand weeks.
But what if you could make all your teams great?
When those teams were on, it seemed as if they were playing a different game than everyone else.
That absolute alignment of purpose and trust is something that creates greatness.
The answer, it turns out, is yes.
