Quotes About Scrum

Greenhopper for Jira

I estimate that 75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it.

There was no way I was going to end up in the scrum when I came to rugby - you know, waste my pretty looks.

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In Scrum, we make everything visible. We air our dirty laundry. We are honest about the state of our code because code is never perfect. We become more fully human, more worthy of the divine, and closer to that greatness in the details.

Dave West of Forrester Research came up with a term for this: "Water-Scrum-Fall."6) In other words, they've become the most efficient waterfall team that they can be.

If you find that your organization can't make the hard decisions that Scrum demands, then high-risk, uncertain projects have very little probability of success in your organization.

The Scrum idea of a separated Scrum Master is good for Scrum, but not appropriate for most projects. Good development requires not just talkers but doers.

Someone broke from the scrum and, punching and kicking, staggered towards the Klatchian goal. Isn't that man your butler? said Ahmed. Yes. One of your soldiers said he bit a man's nose off. Vimes shrugged. He's got a very pointed look if I don't use the sugar tongs, I know that.

many software companies now deploy the Scrum project management methodology, which replaces a lot of this ad hoc messaging with regular, highly structured, and ruthlessly efficient status meetings (often held standing up to minimize the urge to bloviate).

The scrum and the tackle are the two really contentious areas of the game. If you get those two aspects right, most rugby matches will work in your favour.

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.

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

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.

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.

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.

One of the Scrum rules is that work cannot be pushed onto a team; the Product Owner offers items for the iteration, and the team pulls as many as they decide they can do at a sustainable pace with good quality.

A key tenet of agile estimating and planning is that we estimate size but derive duration.