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1 " People aren't happy because they're successful. They're successful because they're happy. "
― Jeff Sutherland
2 " Scrum doesn't solve your problems; it just makes them painfully visible. "
― Jeff Sutherland , The Power of Scrum
3 " No Heroics. If you need a hero to get things done, you have a problem. Heroic effort should be viewed as a failure of planning. "
― Jeff Sutherland , Scrum: The Art of Doing Twice the Work in Half the Time
4 " Multitasking Makes You Stupid. Doing more than one thing at a time makes you slower and worse at both tasks. Don’t do it. If you think this doesn’t apply to you, you’re wrong—it does. "
5 " The Scrum Master, the person in charge of running the process, asks each team member three questions: 1. What did you do yesterday to help the team finish the Sprint? 2. What will you do today to help the team finish the Sprint? 3. What obstacles are getting in the team’s way? That’s it. That’s the whole meeting. "
6 " Greatness can’t be imposed; it has to come from within. But it does live within all of us. "
7 " Doing half of something is, essentially, doing nothing. "
8 " 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?” Ideally, at the end of each iteration, each Sprint, the team would look closely at itself—at its interactions, practices, and processes—and ask two questions: “What can we change about how we work?” and “What is our biggest sticking point?” If those questions are answered forthrightly, a team can go faster than anyone ever imagined. "
9 " That absolute alignment of purpose and trust is something that creates greatness. "
10 " The human mind has limits. We can only remember so many things; we can really only concentrate on one thing at a time. This tendency—for the process of fixing things to get harder as more time elapses—represents a similar limitation. When you’re working on a project, there’s a whole mind space that you create around it. You know all the different reasons why something is being done. You’re holding a pretty complicated construct in your head. Re-creating that construct a week later is hard. You have to remember all the factors that you were considering when you made that choice. You have to re-create the thought process that led you to that decision. You have to become your past self again, put yourself back inside a mind that no longer exists. Doing that takes time. A long time. Twenty-four times as long as it would take if you had fixed the problem when you first discovered it. "
11 " 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. "
12 " 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. "
13 " Each cycle J.J. would talk to the team and ask three very simple questions: What did you do since the last time we talked? What are you going to do before we talk again? And what is getting in your way? "
14 " observar, orientarse, decidir y actuar. Asimilaba "
15 " In software development there’s a term called “Brooks’s Law” that Fred Brooks first coined back in 1975 in his seminal book The Mythical Man-Month. Put simply, Brooks’s Law says “adding manpower to a late software project makes it later.”8 This has been borne out in study after study. "
16 " 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 I built to put those values into practice. There is no methodology. "
17 " The thing that cripples communication saturation is specialization—the number of roles and titles in a group. If people have a special title, they tend to do only things that seem a match for that title. And to protect the power of that role, they tend to hold on to specific knowledge. "
18 " the people who multitask the most just can’t focus. "
19 " Blame Is Stupid. Don’t look for bad people; look for bad systems—ones that incentivize bad behavior and reward poor performance. "
20 " aunque planear el combate es importante, los planes se evaporan en cuanto suena el primer disparo. "
