Quotes from Chris Sims

Because that's the thing about Scooby-Doo: the bad guys in every episode aren't monsters, they're liars... The very first rule of Scooby-Doo, the single premise that sits at the heart of their adventures, is that the world is full of grown-ups who lie to kids, and that it's up to those kids to figure out what those lies are and call them on it, even if there are other adults who believe those lies with every fiber of their being.

So, why do we do development work in these short cycles? To learn. Experience is the best teacher, and the scrum cycle is designed to provide you with multiple opportunities to receive feedback—from customers, from the team, from the market—and to learn from it.

describes the role of the product owner: "You must recognize that through your actions—writing user stories and acceptance tests, prioritizing user stories by business value, deciding which user stories are developed next, providing rapid feedback, etc—you

Agile processes of all kinds share one thing: they embrace change, approaching it as an opportunity for growth, rather than an obstacle.

Scrum recognizes only three distinct roles: product owner, scrum master, and team member

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

Scrum is a lightweight framework designed to help small, close-knit teams of people develop complex products.

A scrum team typically consists of around seven people who work together in short, sustainable bursts of activity called sprints, with plenty of time for review and reflection built in.

A development team represents a significant investment on the part of the business.

One way that the product owner maximizes ROI is by directing the team toward the most valuable work, and away from less valuable work. That is, the product owner controls the order, sometimes called priority, of items in the team's backlog. In scrum, no-one but the product owner is authorized to ask the team to do work or to change the order of backlog items.

Another way that the product owner maximizes the value realized from the team's efforts is to make sure the team fully understands the requirements. If the team fully understands the requirements,

What we are describing is a mindset change from "doing my job" to "doing the job." It is also a change in focus from "what we are doing" (work) to what is getting done (results).

We have seen a few examples of teams trying to have one person serve as both scrum master and product owner. In all the cases we have seen, this has failed.

While a team's deliverable is the product, a scrum master's deliverable is a high-performing, self-organizing team.

The product owner is responsible for recording the requirements, often in the form of user stories

While a team's deliverable is the product, a scrum master's deliverable is a high-performing, self-organizing team. The

The product backlog is the cumulative list of desired deliverables for the product.

The best architectures, requirements, and designs emerge from self-organizing teams.

The Standish Group's 2002 "Chaos" study of software project success and failure rates states that in a typical software system, 45% of features are never used. Only 7% of features are always used, and another 13% are used often.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

What tasks I've completed since the last daily scrum. What tasks I expect to complete by the next daily scrum. What obstacles are slowing me down.

The theory is that the people who do the work are the highest authorities on how best to do it.

Another way that the product owner maximizes the value realized from the team's efforts is to make sure the team fully understands the requirements. If the team fully understands the requirements, then they will build the right thing, and not waste time building the wrong thing.

anyone who has worked on an enterprise-scale software project knows that the only thing you can count on is change.