Angela Druckman
President & Founder, The Druckman Company. On 1 show, 2 appearances. The Shows tab opens the full record on each.
founderexecutiveauthorotherLinkedIn ↗thedruckmancompany.com ↗
Angela Druckman is the founder and president of The Druckman Company, where she works as a Certified Scrum Trainer and Agile coach. A former traditional project manager, she is the author of 30 Days to Better Agile.
1shows
2appearances
29statements
3resolved
2supported
1contradicted
67%fully supported
Everything Angela Druckman said on any show that made the record, most notable first. Each card names its show and opens the statement there.
Druckman: Scrum engagements failed most often with excessively funded clients
“When I think about clients who I taught Scrum to Where I felt like it, they didn't get a lot of positive results from it, or at least not as much as I wanted them to. Very often they were clients that had the problem of having too much money.”
Druckman: Teams Cannot Gather All Project Requirements Upfront
“So kind of deprogramming them from this belief that somehow, giant air quotes, we can get all the requirements up front when the people who are asking for this thing to be built don't even know what they want.”
Druckman: A CEO Working Directly on Scrum Teams Disrupts Peer Equality
“The thing about a scrum team is everybody's equal, but this, you know, on his scrum teams, when he acts as a team member, he's like a unicorn and everybody else is a quarter horse. So that is, that doesn't feel that great to the quarter horses.”
Druckman: Small businesses cannot win competing on might against large rivals
“Because when you're small, And you're competing against companies that have hundreds of employees. It's not wise to try to compete on might because you're not going to win. You're just not. They can throw orders of magnitude, more dollars at advertising and th…”
Druckman: Maintain lower base salaries and flexible bonuses to avoid pay cuts
“I subscribe rather to the belief I I'd rather keep salaries a little lower. But give generous bonuses because I never want to have to cut someone's salary, but bonuses we can flex on.”
Druckman: Investors who panic during bear markets should stick to index funds
“I tell people if you're going to be the kind of person who
Every time, you know, there's a bear market, you're like,
oh my gosh, I guess I better sell everything.
It's all dropping just buy index funds or let someone else do it for you.
Cause you don't hav…”
Druckman: Procrastination in action-biased leaders signals missing information
“So when I find myself procrastinating or hesitating, what I've learned And I just learned this through experience is it's for good reason. It's because I don't have all of the information yet to make the decision I'm trying to make.”
Druckman: Emerging requirements are the most common sign to adopt Scrum
“And then the third flag to look for, I'm going to tell you right now, this is the most common, is you're on a project that is going to have emerging requirements. Meaning you cannot get all of the requirements up front for a very good reason. They don't exist …”
Druckman: Waterfall works only for short, well-understood, and repetitive projects
“There are projects that have these three characteristics, and tell me if yours had any of these. They are short. They are extremely well understood, and this last one's a big deal. It's something you've done a gazillion times before, and every time you do it, …”
Angela Druckman: Scrum Replaces RAG Statuses With Binary Done vs. Not Done
“And it was so different when I started doing Scrum, because all that stuff, red, yellow, green, made up colors, who knows what percentage complete. All of that went away, and here's all I wanted to know from my team. What's done, and what's not done.”
Druckman: Executives should track feature completion, not sprint-level minutiae
“Now, for somebody like you who leads a company, you don't need to get into that minutia. Not at all. You want to take it up higher and say, okay, there's a, let's call it a feature that we want to roll out to our customers. Where are we on getting that feature…”
Druckman: Small companies view Scrum as too rigid, large enterprises view it as too unstructured
“I find it very funny that when I go into a company of, let's say, 60 people, A lot of times if they have an argument with Scrum, they'll say, Scrum has so many rules, and so many restrictions, and so many things you have to do. I think it's way too restrictive…”
Druckman: Locking Budget, Schedule, and Scope Forces Teams to Compromise Quality
“When you take a technical team and you lock down all points of the iron triangle, kind of what you just did is you put them inside like a pressure cooker, and they're going to look for a place for that pressure to relieve. You've told them, I can't get you mor…”
Druckman: Technical Debt Is Architectural Weakness, Not Merely Software Bugs
“Technical debt is weakness built into your system because of decisions you made about how you put it together. And the reason I emphasize that is I'll have clients say to me, oh gosh, we have so much technical debt. We have like a million bugs in production. N…”
Druckman: Y2K was intentional architectural technical debt, not a bug
“That was not a bug, people. We knew exactly what we were doing. So here's the deal. Back in the day, computer memory used to be very expensive. And you are constantly pressured. Don't use so much of it. Don't use so much. Well, one way you can cut down on memo…”
Druckman: Compulsive hoarding illustrates how technical debt accumulates
“Hoarding is a technical debt problem. Think about the definition. It's a system that has weakness in it because of decisions that were made about how it was put together.”
Druckman: Scrum avoids months of wasted work through rapid customer feedback
“And immediately saw the difference and we were able to get things into people's hands quicker, which made them happier, but most importantly, we could get feedback from them. So we didn't go off in a direction for months and months just to discover, ah, that's…”
Druckman: Scrum is best for high-risk, resource-constrained projects with emerging requirements
“I think I just, I really believe in it, but I just honestly believe this is the best way to manage projects that are high risk. With limited resources and that are going to have emerging requirements.”
Druckman: Morning Sun Exposure Fails to Shift Circadian Rhythms Past Dawn
“Get outside and get natural light in your eyes, and it has to be in the morning. It will not work if it's too far away from dawn because you get into something. It's a real thing called the circadian dead zone. It sounds to me like a Star Trek thing, but it's …”
Druckman: Tim Ferriss's books contain 'mumbo jumbo' alongside valuable insights
“I am not a fan of all of his books. I'm gonna say that straight up. However, it is because of him That I finished my book and reading the four hour work week. So one of the, there's a lot of like mumbo jumbo in his books, in my opinion, but there are these gem…”
Druckman: Professional writers focus on word counts rather than waiting for inspiration
“I think that's the difference between a amateur writer and a professional writer is Amateurs sometimes have this idea that we're going to get inspiration. So I'm just going to sit here and wait for inspiration. Like it's going to be a ray coming down from the …”
Druckman: Bill Gates kept a year of payroll to protect early hires
“In the beginning, Bill Gates hired his friends. That was who worked for him pretty much his friends. And he would think about the prospect of not being able to make payroll to his friends who had given up other careers to come and work there. So he said he mad…”
Druckman: Technical Debt Accumulates Along a Hockey-Stick Curve
“It's a, it's something that accumulates over time in kind of a hockey stick curve, where in the beginning, you know, it's, you don't notice it probably, or you notice little things here or there, but once you're becoming very aware of it, it's usually a massiv…”
One line per show, most statements first. The link opens Angela's full record on that show: the calibration, argument clarity, speaking style and every statement made there.
| Show | Role there | Eps | Statements | Record | |
|---|---|---|---|---|---|
 WE LIVE TO BUILDLEDGER | President & Founder, The Druckman Company | 2 | 29 | 67% 2/3 | full record on We Live to Build → |