Successful product development comes from happy, impassioned individuals and highly motivated, energized teams.

Anything that allows a developer to be free to create seems like a value-add. The responsibility for updating work is still there, the commitment to completion is still there, the process is just much simpler.

“Never leave the ending until the end.”

Distributed teams require coordination and management and thus can never be truly self-organizing.

work. I am a strong believer in business value and profit growing from a sense of love and satisfaction for what we do, from care and passion, not from being streamlined and made hyper- or ultra- anything. I want to see The People’s Scrum, not the VC’s Scrum, or the CEO’s Scrum, or the Consultant’s Scrum. I believe only The People’s Scrum is

Scrum is about whole people, not about skills. Scrum is not I, but We. It is about sharing, learning, continuous improvement, vibrant interaction, passionate collaboration, and personal growth.

These three roles constitute the scrum team; their tendency to pull in three different directions—profit, mastery and the greater good—is what generates the healthy conflict and tension required to reach previously unimagined levels of innovation and creativity, and allows scrum teams to deliver true value.

scrum makes one promise only: It will help you fail in thirty days or less. That’s it. Organizational dysfunction will begin to surface as the work plays out. Healing from that dysfunction is up to you.

leader, and more importantly the right type of leader, will emerge from the wisdom of the team, and should never be imposed ahead of time, or indeed at any time. People outside of the team are not the best positioned to know what the team requires. Well-functioning, self-organized teams will request leaders as needed. I have seen this, and it is