Scrum: A revolutionary approach to building teams, beating deadlines and boosting productivity
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- Create Date：2021-04-22 14:55:05
- Update Date：2025-09-07
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- Author：Jeff Sutherland
- ISBN：1847941109
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Summary
The definitive account of the Scrum methodology from its co-creator and the CEO of Scrum， Inc。， Jeff Sutherland。 Scrum is the revolutionary approach to project management and team building that has helped to transform everything from software companies to the US military to healthcare in major American hospitals。 In this major new book its originator， Jeff Sutherland， explains precisely and step by step how it operates - and how it can be made to work for anyone， anywhere。
Reviews
Oleksandra Ovcharenko
，
Так как сама работаю с командой по методологии Scrum， хотелось узнать об и стоках и идеях， лежащих в основе фреймворка。И с этой задачей книга справилась на отлично。 Если же вы ранее не сталкивались со Scrum， книга не даст практических советов по внедрению подхода в вашей команде。 Она поможет понять основные принципы， но не то КАК имплементировать их в работу。 “Конечным результатом применения методологии Scrum являются команды， наглядно увеличивающие свою производительность。”Самое интересное， что Так как сама работаю с командой по методологии Scrum， хотелось узнать об и стоках и идеях， лежащих в основе фреймворка。И с этой задачей книга справилась на отлично。 Если же вы ранее не сталкивались со Scrum， книга не даст практических советов по внедрению подхода в вашей команде。 Она поможет понять основные принципы， но не то КАК имплементировать их в работу。 “Конечным результатом применения методологии Scrum являются команды， наглядно увеличивающие свою производительность。”Самое интересное， что детально вникнув в основы Scrum， становится очевидно， что этот подход полезен не только в разработке ПО， но и во многих других отраслях。 。。。more
Murillo Proença
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The content is good， it has good stories， but I expected something with practice。 It is only in theory。
Ksrugel
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Best book I have read so far about getting work done。 Am definitely going to use sprints to reach all my goals work related and personal。
Amanda Bento
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Esse livro ensina o SCRUM desde sua criação。 Existe um viés militarista muito forte， que eu não conhecia e me surpreendeu， mas nada muito absurdo - só é bem norte americano mesmo。 No mais é um guia prático que contem resumos nos final dos capítulos e a leitura flui rápida。
Ben Carpenter
，
A great morning commute read， gives you a great energy boost for tackling the day ahead with some sound ideas and supported management theories to improve your team effort and productive output to push toward a common goal， together。 Enjoyed learning about Scrum as a management technique， coming from a waterfall background it was somewhat painful to read how much better things can be with some of J Sutherlands approaches。One could say that J Sutherland has simply and sneakily rebranded the ‘To D A great morning commute read， gives you a great energy boost for tackling the day ahead with some sound ideas and supported management theories to improve your team effort and productive output to push toward a common goal， together。 Enjoyed learning about Scrum as a management technique， coming from a waterfall background it was somewhat painful to read how much better things can be with some of J Sutherlands approaches。One could say that J Sutherland has simply and sneakily rebranded the ‘To Do List’ with a few extras thrown in。。。 though there is definitely a lot of food for thought and I can see how it would thrive in the software development industry。 In Construction where I work， I found at times it seemed difficult to be able to apply some of the methods of Scrum， though I would genuinely be excited to try it to improve some of the inefficiencies and hugely wasteful formalities of constructions current processes。 I have convinced one colleague to pick up the book， maybe a Scrum Construction Revolution is possible？ 。。。more
Shagufta
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Too many militaristic examples but overall had some useful project management tips。
Bonnie Jo
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Great read！ He uses solid examples to help illustrate。 I will say that this book is more of a convincing piece to convince you to use scrum。 It's more of the principles and values that are the foundation of how scrum works rather than the actual how-to of scrum。 If you actually want to learn and implement scrum， I'd recommend a different read。 But this is a great way to convert your team to the methodology！ Great read！ He uses solid examples to help illustrate。 I will say that this book is more of a convincing piece to convince you to use scrum。 It's more of the principles and values that are the foundation of how scrum works rather than the actual how-to of scrum。 If you actually want to learn and implement scrum， I'd recommend a different read。 But this is a great way to convert your team to the methodology！ 。。。more
Tarun Rattan
，
Humans are thought to be social animals but of a special kind。 We love to meet people， talk to them， have fun with them but somehow， we don’t get along and work together as a group。 It doesn’t matter whether it’s an extended family， a commune， a small firm or a big corporation， most of the times we fail to deliver together as a team。 Jeff Sutherland spent his life understanding this conundrum and trying to find a way to make teams work more productively。 In his research he found out that it wasn Humans are thought to be social animals but of a special kind。 We love to meet people， talk to them， have fun with them but somehow， we don’t get along and work together as a group。 It doesn’t matter whether it’s an extended family， a commune， a small firm or a big corporation， most of the times we fail to deliver together as a team。 Jeff Sutherland spent his life understanding this conundrum and trying to find a way to make teams work more productively。 In his research he found out that it wasn’t that these weren’t smart people。 It wasn’t that the team didn’t have the right personnel in place， or even the right technology。 It wasn’t about a work ethic or the right supply of competitive juices。 It was because of the way people were working。 The way most people work。 The way we all think work has to be done， because that’s the way we were taught to do it。 Jeff Sutherland had worked on number of these big waterfall projects that inevitably failed to deliver and started looking for an alternative framework to manage teams。 And through tons of research and experimentation and looking over past data Jeff realized that we all needed a new way of organizing human endeavour。 Around 20 years back he came up with a new approach called Scrum。 None of it is rocket science; it’s all been talked about before。 There are studies going back to World War II that lay out some of the better ways that people work。 But for some reason people never really put together all the pieces。 Over the past two decades Jeff tried to do just that， and now this methodology has become ubiquitous in the software development。 At giants such as Google， Amazon， and Salesforce。com， and at small start-ups you haven’t heard of yet， this framework has radically shifted how people get things done。 At its root， Scrum is based 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 ways to improve how you’re doing what you’re doing， any ways of doing it better and faster， and what might be keeping you from doing that。 Scrum has its roots in Japanese thought and practice。 In Japan Scrum isn’t seen as the latest work fad。 They regard it as a way of doing， a way of being， a way of life。Scrum， like the Tango， is something that you can only really learn by doing。 Your body and your mind and your spirit become aligned through constant practice and improvement。 In the Japanese martial arts， there is a concept called Shu Ha Ri， which points to different levels of mastery。 In the Shu state you know all the rules and the forms。 You repeat them， like the steps in a dance， so your body absorbs them。 You don’t deviate at all。 In the Ha state， once you’ve mastered the forms， you can make innovations。 Put an extra swing in your step down the dance floor。 In the Ri state you’re able to discard the forms， you’ve truly mastered the practice， and you’re able to be creative in an unhindered way， because the knowledge of the meaning of the tango is so deeply embedded in you， your every step expresses its essence。 Scrum is a lot like that。 It requires practice and attention， but also a continuous effort to reach a new state—a state where things just flow and happen。 If you’ve ever watched great dancers or gymnasts， you know that their motion can almost seem effortless， as if they’re doing nothing but simply being。 They seem as if they couldn’t be anything else but what they are in that moment。 In Japan this approach to work was widely used in production lines of multiple conglomerates。 Work doesn’t have to suck。 It can be an expression of joy， an alignment toward a higher purpose。 We can be better。 We can be great！ We just have to practice。 Toyota was an early pioneer of this approach and Taichi Ohno detailed this philosophy in his classic book Toyota Production System。One of the key concepts that Ohno introduced is the idea of “flow”。 That is， production should flow swiftly and calmly throughout the process， and， he said， one of management’s key tasks is to identify and remove “impediments” to that flow。 Everything that stands in the way is waste。 Eliminating waste must be a business’s first objective。 For Scrum to really take off， someone in senior management needs to understand in his bones that impediments are nearly criminal。 Another thing management needs to keep focus is on “value”。 In software development there is a rule， borne out by decades of research， that 80 percent of the value in any piece of software is in 20 percent of the features。 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。 The most important component of the Scrum is the “team"。 Teams are what get things done in the world of work。 There are teams that make cars， answer phones， do surgery， program computers， put the news on， and burst through the doors of apartments occupied by terrorists。 Certainly， there are artisans or artists who do work by themselves， but teams are what make the world go ’round。 And they’re what Scrum is based on。 Everyone knows this， but in business we all too often focus solely on individuals， even if production is a team effort。 Think of performance bonuses or promotions or hiring。 Everything is focused on the individual actor， rather than the team。 And that， it turns out， is a big mistake。 Managers tend to focus on the individual because it makes intuitive sense。 You want the best people， and people are different， so focus on getting the best performers， and you’ll get better results， right？ Well， it’s not quite that simple。 Somehow there are only a very few great teams， some examples are the Celtics of the 1980s or the New England Patriots of the Tom Brady era or Barcelona of early Messi era。 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。 We’ve all seen those teams。 Some of us have been lucky to be on one—or more than one—over the course of our lives。 Some teams change the world， and others are mired in mediocrity？ What are the common elements that truly great teams have？ And， most important， can we reproduce them？ These are the questions that kept Jeff awake at night， in his ongoing research he came across a seminal paper “The New Product Development Game，” by Professors Takeuchi and Nonaka where they described the characteristics of the teams they saw at the best companies in the world: Transcendent: They have a sense of purpose beyond the ordinary。 This self-realized goal allows them to move beyond the ordinary into the extraordinary。 In a very real way the very decision to not be average， but to be great， changes the way they view themselves， and what they’re capable of。 Autonomous: The teams are self-organizing and self-managing， they have the power to make their own decisions about how they do their jobs， and are empowered to make those decisions stick。 Cross-Functional: The teams have all the skills needed to complete the project。 Planning， design， production， sales， distribution。 And those skills feed and reinforce each other。 As one team member that designed a revolutionary new camera for Canon described it: “When all the team members are located in one large room， someone’s information becomes yours， without even trying。 You then start thinking in terms of what’s best or second best for the group at large and not only where you stand。” The Japanese professors compared the teams’ work to that of a rugby team and said the best teams acted as though they were in a scrum: “… the ball gets passed within the team as it moves as a unit up the field。” Jeff spent a lot of time pondering over the paper and went on to create a framework to form such high performing teams that aims for a higher goal， organizes itself， and constantly feeds off each member’s skills？ After all， you can’t just yell at people to be more self-organized and transcendent; the motivation has to come from within。 Imposing it will kill what you’re trying to do。 Might there be a simple set of rules that encourage the formation of magic？ Jeff worked with other like-minded individuals and then in 2001 conclave， Jeff and sixteen other leaders in software development wrote up what has become known as the “Agile Manifesto。” It declared the following values: people over processes; products that actually work over documenting what that product is supposed to do; collaborating with customers over negotiating with them; and responding to change over following a plan。 Scrum is the framework Jeff built to put those values into practice。 There is no methodology。 Scrum works by setting sequential goals that must be completed in a fixed length of time。 In Scrum we call these cycles “Sprints。” At the beginning of each cycle there is a meeting to plan the Sprint。 The team decides how much work they think they can accomplish during the next two weeks。 They’ll take the work items off that prioritized list of things that need to be done and often just write them out on sticky notes and put them on the wall。 The team decides how many of those work items they can get done during this Sprint。 What Scrum does is bring teams together to create great things， and that requires everyone not only to see the end goal， but to deliver incrementally toward that goal。 It’s management’s responsibility to set the strategic goals， but it’s the team’s job to decide how to reach those goals。 Management didn’t even have to manage。 Instead， team members managed themselves。 Best teams are unselfish， autonomous and also cross-functional， they can get the whole project done。 In Scrum there are no handoffs， Jeff had realised early on that whenever there are handoffs between teams， there is the opportunity for disaster。 Also Scrum teams are self-managed but in practice Jeff noted that all teams needed someone whose job it was to make sure the process itself was effective。 Not a manager—more of a servant-leader， something between a team captain and a coach and is formally known as “Scrum Master。” He or she would facilitate all the meetings， make sure there was transparency， and， most important， help the team discover what was getting in their way。 The key part of that was to realize that often the impediments aren’t simply that the machine doesn’t work or that a team member is a jerk—it’s the process itself。 It was the Scrum Master’s job to guide the team toward continuous improvement—to ask with regularity， “How can we do what we do better？” Time is the ultimate limiter of human endeavour， affecting everything from how much we work， to how long things take， to how successful we are。 The relentless one-way flow of time fundamentally shapes how we view the world and ourselves。 And so， in Scrum framework a Scrum Master embarks on what we call “Sprints。” These are called Sprints because the name evokes a quality of intensity。 The idea is that team is going to work all out for a short period of time and then stop to see where they were。 Scrum Master will facilitate task tracking through a board divided into a few columns: Backlog … Doing … Done。 Each Sprint， team members put into the Backlog column as many Post-its as they think can get done that week。 As the week goes by， a member of the team will take up one of those tasks and move the sticky to Doing。 When it’s finished， it’ll get moved to Done。 Everyone on the team can see what everyone else is working on at every moment。 An important point: nothing gets moved to Done unless it can be used by the customer。 Sprints are what are often called “time boxes。” They’re of a set duration。 You don’t do a one-week Sprint and then a three-week Sprint。 You have to be consistent。 You want to establish a work rhythm where people know how much they can get done in a set period of time。 Often that quantity surprises them。 One crucial element of an individual Sprint， though， is that once the team commits to what they’re going to accomplish， the tasks are locked in。 Nothing else can be added by anyone outside the team。 The Scrum Master， the person in charge of running the process gathers the team every morning into what is known as “Daily Stand-Ups” and asks each team member three questions: 1。tWhat did you do yesterday to help the team finish the Sprint？ 2。tWhat will you do today to help the team finish the Sprint？ 3。tWhat obstacles are getting in the team’s way？That’s it。 That’s the whole meeting。 If it takes more than fifteen minutes， you’re doing it wrong。 What this does is help the whole team know exactly where everything is in the Sprint。 Are all the tasks going to be completed on time？ Are there opportunities to help other team members overcome obstacles？ There’s no assigning of tasks from above—the team is autonomous; they do that。 There’s no detailed reporting to management。 Anyone in management or on another team can walk by and look at the Scrum board and know exactly where everything stands。 When Jeff started the first Scrum team in 1993， he didn’t have a Product Owner。 Jeff was part of the leadership team and had a bunch of other responsibilities besides figuring out exactly what the team should do in each Sprint。 The problem was， after the second Sprint Velocity went up 400 percent in the next Sprint， and the team finished in a week what they thought would take them a month。 There was no more Backlog for them to work on！ Jeff thought he’d have a month to create more “stories。” A great problem to have， admittedly， but one that had to be addressed。 The difficult part isn’t figuring out what you want to accomplish; it’s figuring out what you can accomplish。 The key is prioritizing the work。 Jeff needed someone who can figure out both what the vision is， and where the value lies。 In Scrum we call that person the Product Owner。 The Product Owner decides what the work should be。 He or she owns the Backlog， what’s on it， and， most important， what order it’s in。 The Scrum Master is the how and the Product Owner is the what of Scrum。Scrum is not only about refining the team processes but also about changing the team mindset。 Psychologists， including Harvard’s Ben-Shahar， say that one way to analyse how people approach the world is by asking whether what they’re doing makes them happy today， and whether it will make them happier tomorrow。 Scrum accelerates human effort—it doesn’t matter what that effort is。 It does so because it’s an effective way to work but more so because it’s a happier way to work。 。。。more
Alen Belavić
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Excellent book to get you interested in the Art of Scrum， a revolutionary method of project management and team building from the co-creator of Scrum。
Kseniia
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This book is useful if you don't know anything about scrum at all。 In fact， only the last chapters are useful。 There is a lot of history and water that I don't need。 This book is useful if you don't know anything about scrum at all。 In fact， only the last chapters are useful。 There is a lot of history and water that I don't need。 。。。more
Argjend Haxhiu
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very useful
Karan Navani
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I read this book because I wanted to understand the “why” and founding principles behind Scrum， it definitely delivers at that。 It’s been useful for me to understand why everything is the way it is in Scrum because I am able to guide my team better and understand the goals of each element in practice。 The author uses examples well to drive the point home， although sometimes the anecdotes are superfluous and repetitive。 Some of the stories could have been condensed or been avoided all together。 W I read this book because I wanted to understand the “why” and founding principles behind Scrum， it definitely delivers at that。 It’s been useful for me to understand why everything is the way it is in Scrum because I am able to guide my team better and understand the goals of each element in practice。 The author uses examples well to drive the point home， although sometimes the anecdotes are superfluous and repetitive。 Some of the stories could have been condensed or been avoided all together。 While I understand that the author is proud of inventing Scrum， the boastful nature of his writing can be annoying at times。 。。。more
Luiza
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Acredito que o livro tenha sido inovador quando foi lançado em 2014， porém a leitura hoje não trouxe grandes novidades ou complementos a tudo o que já vi rodando na prática。 Me propus a ler esse título pois considerava como uma leitura obrigatória para quem trabalha ou pretende trabalhar com Agile， porém agora não vejo exatamente isso， teria sobrevivido bem sem ele também， pois muito já foi evoluído nos últimos anos;）
Claudine Suor
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Great theory， not always able to able to practical usage。 Love expanding my knowledge base
Kıvanç Oktaş
，
Kitabın clickbait bir adı var ve gerçekten itici。 Ancak fayda olarak tam tersi; işin pazarlamasından çok her ihtiyacın çıkış mantığını anlatan faydalı bir referans。 Yazarı scrum’ın yaratıcılarından olduğu için konuyu araştıranların karşısına kitap ilk sıralarda çıkacaktır， gönül rahatlığıyla okunabilir。Kitap scrum’la bir proje nasıl yönetilirin detayına çok girmiyor， daha çok neyi neden yaptığımızı anlatıyor ki bu da bence piyasada eksik olan nokta。
Sebastian Hoffmann
，
As the author claimed， it is an introduction into Scrum and gives the reader the why behind it。 In this case the book is a big success。 The method itself is not explained in big detail， so if you want more infos on how to specificely implement it you need to get other resources。
Ricardo Diz
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Livro de leitura simples e que permite aprender os conceitos básicos do Scrum， tentando vender mais o Scrum do que explicar o conceito de Scrum nos seus pormenores。 Há quem planei casamentos com Kanban ou com WBS。 Este livro diz que também pode-se usar o Scrum。
Pedro Barroca
，
O Scrum é um framework para gestão de projetos desenvolvido por Jeff Sutherland （que também é o autor do livro） a partir de suas experiências gerenciando equipes。 Em uma estrutura bem didática， o autor apresenta os princípios do Scrum （e do movimento ágil como um todo） em oposição ao antigo modo “cascata" de produção， fruto da revolução industrial。 Os princípios do Scrum visam o constante exercício de transparência e autonomia no time para que possam descobrir juntos a forma mais rápida， eficien O Scrum é um framework para gestão de projetos desenvolvido por Jeff Sutherland （que também é o autor do livro） a partir de suas experiências gerenciando equipes。 Em uma estrutura bem didática， o autor apresenta os princípios do Scrum （e do movimento ágil como um todo） em oposição ao antigo modo “cascata" de produção， fruto da revolução industrial。 Os princípios do Scrum visam o constante exercício de transparência e autonomia no time para que possam descobrir juntos a forma mais rápida， eficiente， e menos desgastante， de entregar o produto。 Um time que usa esse framework passa por vários ciclos antes de concluir um projeto。 A cada ciclo o time: decide junto o que acreditam ser capazes de entregar; Expõe o resultado entre si（ou a um cliente）; e por ultimo， discute como podem trabalhar melhor juntos no próximo ciclo。 Cada time vai desenvolver uma forma única de trabalhar em equipe。 O autor também aponta alguns agentes que são importantes para que esse desenvolvimento possa acontecer。Recomendo fortemente pra quem tem interesse em gerenciamento de projetos， ou pra quem， como eu， gosta de aprender formas de trabalhar melhor em equipe。 。。。more
Alex
，
LOVE。 Amazing—chapter by chapter you can make real impactful changes right away the very same day。
Kaiser
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he may be the daddy of scrum but this book has nothing to do with it;it is a self-help book I couldn't force myself to finish;comparing scrum to tango - this is the level you have to expect in this brochure;not recommended for PMs and tech people， only if you lack self-esteem or you need something to cheer your up。I always wanna clean my hands after books like this one - there is something dirty in writing books like this - shallow， narrow-minded， about everything and nothing at the same time， f he may be the daddy of scrum but this book has nothing to do with it;it is a self-help book I couldn't force myself to finish;comparing scrum to tango - this is the level you have to expect in this brochure;not recommended for PMs and tech people， only if you lack self-esteem or you need something to cheer your up。I always wanna clean my hands after books like this one - there is something dirty in writing books like this - shallow， narrow-minded， about everything and nothing at the same time， far from reality and operating with abstract constructs。 These constructs are so generic that you can take a random process fo the universe - this metaphor would be able to describe it。That's bad， guys。Avoid it by all means 。。。more
Haas
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Finished the second half of this book this weekend。 Book was in my desk drawer at work and hadn’t been seen or touched since February 2020 😂 （#covid）
Daniel Porto Carreiro Paes de Lira
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O Pai do método explicando o FilhoDivertido e inspirador。 Leitura boa antes de passar para literatura mais técnica sobre SCRUM。 Para implementar necessita de mais literatura formal， mas se quer conhecer o SCRUM， nem pense duas vezes e pegue este livro。
Noemi
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An easy read that made me appreciate Scrum's usefulness， not just in the tech and corporate setting， but in other aspects of life as well。 Such a simple framework that can help teams deliver value within a shorter amount of time。 An easy read that made me appreciate Scrum's usefulness， not just in the tech and corporate setting， but in other aspects of life as well。 Such a simple framework that can help teams deliver value within a shorter amount of time。 。。。more
Luís Dias
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Good for the ones looking to invest more time in the core principals of SCRUM and its roots。 It's always good to know where it all started。 Really well chapter paced book。 Good for the ones looking to invest more time in the core principals of SCRUM and its roots。 It's always good to know where it all started。 Really well chapter paced book。 。。。more
Adrienn
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Initially， I thought this book would be a waste of my precious time but felt compelled to read it， given it's from the father of Scrum。 To be honest， I found that the first hundred pages is kind of waste of paper。。。 full of anectdotes for the sake of name-dropping and not so humble bragging at all。Later， I kind of understood why the author may have started off like that - at some point he comments 'people love stories' and I also know many people need social 'proof' before accepting someone's au Initially， I thought this book would be a waste of my precious time but felt compelled to read it， given it's from the father of Scrum。 To be honest， I found that the first hundred pages is kind of waste of paper。。。 full of anectdotes for the sake of name-dropping and not so humble bragging at all。Later， I kind of understood why the author may have started off like that - at some point he comments 'people love stories' and I also know many people need social 'proof' before accepting someone's authority on a matter。Anyhow， after having read the book， I have trouble understanding why people do not understand Scrum。 。。。more
Patrick Fabricio
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I really enjoy the book， was a nice walk into the history of the scrum with good insights， simple and direct directions to get out the teoric and start to make it happened。
Mafalda Vaz Teixeira
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Devorei este livro em 2/3 dias。Não é um livro técnico， de todo， é um livro muito fácil de ler， com uma linguagem acessível a qualquer um e acima de tudo muito apelativo porque nos dá a conhecer inúmeras histórias verídicas em que o Scrum é/foi aplicado e desta forma ficamos a conhecer onde， como e porquê surgiu aquilo a que hoje em dia ouvimos chamar de gestão de projetos ágeis。 Portanto para quem nunca ouviu falar é um excelente livro para começar esta viagem no mundo agile。O Scrum é um modelo Devorei este livro em 2/3 dias。Não é um livro técnico， de todo， é um livro muito fácil de ler， com uma linguagem acessível a qualquer um e acima de tudo muito apelativo porque nos dá a conhecer inúmeras histórias verídicas em que o Scrum é/foi aplicado e desta forma ficamos a conhecer onde， como e porquê surgiu aquilo a que hoje em dia ouvimos chamar de gestão de projetos ágeis。 Portanto para quem nunca ouviu falar é um excelente livro para começar esta viagem no mundo agile。O Scrum é um modelo ágil， que aceita a mudança como algo inevitável， que define objetivos de curto prazo e que nos diz que é importante o feedback constante e continuo。 Os resultados são notórios traduzindo-se numa produtividade ascendente （mais rapidez， mais eficiência） sem descurar a qualidade。Gostei muito， foi muito interessante conhecer melhor este conceito e perceber como pode ser aplicado a tudo！ 。。。more
Irshad
，
Whether you have a business， job or homemaker。 This improves your management skills。 Not recommended if you know what is scrum and how it is carried out。
Sergey Dudko
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Focus on team performance rather than on the individual performanceBest teams: 1。 Have transcendental goal 2。Indepenednent 3。Have cross functional skillsIdeal team size is 7 +/-2 peopleHave 15 minutes daily team meetings at the same timeChunk tasks into smaller piecesHave the protoptype by the end of the sprintThree types of waste: 1。Muri （waste from unreasonable planning） 2。Mura （waste from inconsistency） 3。Muda （waste from wrong outcomes）Focus on one thing。 Switchin time losses when focusing o Focus on team performance rather than on the individual performanceBest teams: 1。 Have transcendental goal 2。Indepenednent 3。Have cross functional skillsIdeal team size is 7 +/-2 peopleHave 15 minutes daily team meetings at the same timeChunk tasks into smaller piecesHave the protoptype by the end of the sprintThree types of waste: 1。Muri （waste from unreasonable planning） 2。Mura （waste from inconsistency） 3。Muda （waste from wrong outcomes）Focus on one thing。 Switchin time losses when focusing on multiple projects。 1 project: 0; 2 projects: 20%; 3 projected: 40%; 4 projects: 60; 5 projects: 75%Long working hours are counterproductive as they increase the mistakes probabilitySet up the transparent team environment in all aspects as transparency increases happinessGet satisfaction from the process and not from the resultUse ODAA: observe， orient， decide， actFail earlyDon't listen for cynics。 Constantly look for gradua limprovemenAsk three questions on a daily shor tmeetings: 1。What did we do to achieve sprint goals yesterday？ 2。What will we do today to achieve the spring goals？ 3。What are the obstacles 。。。more
Lucy Zheng
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