by Michael O'Neill | Nov 19, 2013 | Agile, Flow, Scrum
From
Essential Scrum by Kenneth S. Rubin:
It is usually far less expensive to start fast and learn fast that we were wrong than to spend a substantial amount of time and money up front to ensure that we make the “right” decision, only to find out eventually that we were wrong.
by Michael O'Neill | Nov 18, 2013 | Agile, Flow, Scrum
From
Essential Scrum by Kenneth S. Rubin:
[…]the ScrumMaster observes how the team is using Scrum and does anything possible to help it get to the next level of performance. When problems arise that the team can and should be able to solve, the ScrumMaster’s attitude, like that of any good coach, is “I’m not here to solve your problems for you; instead, I’m here to help you solve your own problems.”
by Michael O'Neill | Nov 16, 2013 | Agile, Flow, Scrum
From
Essential Scrum by Kenneth S. Rubin:
The ScrumMaster doesn’t hire and fire and cannot dictate to the team what tasks it should do or how to do them. The ScrumMaster is also not responsible for making sure the work gets done.
by Michael O'Neill | Nov 15, 2013 | Content Marketing, Flow, Writing
Talk about the hard stuff. People already know the easy stuff.
by Michael O'Neill | Nov 15, 2013 | Agile, Flow, Scrum
From
Essential Scrum by Kenneth S. Rubin:
Managers need to foster an environment where people are constantly learning and adding to their skill sets. They need to make it clear that learning is not only encouraged, but is in fact a priority at the individual, team and organizational levels.
