Scrum

“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…”

“At the beginning of the iteration, the team doing the work is going to make a commitment to have working product done by the end of that first sprint. So they make that commitment and then they build the working product. And at the end of the sprint, they shar…”

“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, …”

“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 …”

“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.”

“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.”

“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…”

“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.”

“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.”

“What Scrum is, is it's a framework for managing projects and other bodies of work, is how I'm going to describe it, such that you focus on delivering smaller bits of usable functionality, getting feedback on that, As in, are we building the right thing? Are th…”

“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.”

“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…”