The People's Scrum: Agile Ideas for Revolutionary Transformation

People are puzzles waiting to be solved, but mostly unsolvable. We selectively and cautiously share our stories, observing social mores and cultural etiquette; we distribute ourselves and hide behind masks. It is hard to gather all the pieces back into one place, to peel away the facades and see the core beauty of another. Though difficult, it shou

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.

When you remove a practice, you can safely do so if you retain the value that practice was providing. As an example, dropping ideal developer days as a measure and not estimating at all may be unwise, but replacing this technique with a relative measure, such as tee-shirt sizing, is smart; it retains the value that estimation provides and brings be

the people writing the software are, unsurprisingly, those who know best how to write the software.

Good self-organization does not exclude leadership. The need for a

“Never leave the ending until the end.”

Agile practice without self-organization is just another management-led process, and will stay rooted in the existing status quo.

When you adhere to the guidelines of scrum, and understand the underlying principles, a process will emerge that is suited to your own context.

Both scrum and kanban implementations can benefit from predictions of time-to-market. We know such predictions are never accurate, but for marketing and sales departments to do their job, we owe them our best guess.