Agile Scrum Quotes

We've searched our database for all the quotes and captions related to Agile Scrum. Here they are! All 100 of them:

We practice mastering ourselves in the moment so that we can better open ourselves to being a servant leader and to harness our emotions and choose what to do with our reactions.
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition (Addison-Wesley Signature Series (Cohn)))
If you don’t collect any metrics, you’re flying blind. If you collect and focus on too many, they may be obstructing your field of view.
Scott M. Graffius (Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions)
Leonardo da Vinci said, “Simplicity is the ultimate sophistication.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Over-seriousness is a warning sign for mediocrity and bureaucratic thinking. People who are seriously committed to mastery and high performance are secure enough to lighten up. —Michael J. Gelb
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
Alignment is a force multiplier.
Gereon Hermkes (Scaling Done Right: How to Achieve Business Agility with Scrum@Scale and Make the Competition Irrelevant)
Team performance is directly proportional to team stability. Focus on building and maintaining a stable team. Stability reduces friction and increases credibility and confidence.
Salil Jha
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.
Craig Larman (Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum)
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.
Jeff Sutherland (Scrum: The Art of Doing Twice the Work in Half the Time)
Strong executive commitment is a success factor for implementing Scrum, and management can best demonstrate their support of the transformation through their actions.
Scott M. Graffius (Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions)
If you have a problem and to solve it you need someone else to change, you don’t understand your problem yet
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
To be full of love and enthusiasm for your work is a prerequisite for collaboration, a professional obligation;
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
Potentially shippable is defined by a state of confidence or readiness, and shipping is a business decision.
Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
Un mal comienzo provoca un mal final” Eurípides
Antonio Martel (Gestión práctica de proyectos con Scrum: Desarrollo de Software Agil Para El Scrum Master)
every Scrum team needs a ScrumMaster.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Agile processes harness change for the customer's competitive advantage.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
The problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem. —Theodore Rubin
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
To focus on the visible at the expense of the essential is irresponsible.
Bertrand Meyer (Agile!: The Good, the Hype and the Ugly)
Another way of looking at it might be to say that scrum doesn’t actually do anything; people do things.
Tobias Mayer (The People's Scrum: Agile Ideas for Revolutionary Transformation)
when agile projects fail, it’s often because of cultural and philosophical differences between waterfall and agile methodologies.
Andrew Stellman (Learning Agile: Understanding Scrum, XP, Lean, and Kanban)
A ScrumMaster’s role on the team is compared to a sheepdog. They guide the team toward the goal by enforcing boundaries, chasing off predators, and giving the occasional bark.
Clinton Keith (Agile Game Development with Scrum)
But for those that have not already attained mastery, structure and doctrine are needed because formlessness is useless to the beginner.
Gereon Hermkes (Scaling Done Right: How to Achieve Business Agility with Scrum@Scale and Make the Competition Irrelevant)
If you focus on the strength of the team, you will begin to find work as a positive challenge.
Salil Jha
Thriving in today’s marketplace frequently depends on making a transformation to become more agile.
Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
Stubbornness pays! We tend to think that it doesn’t, we might be hesitant to be stubborn – however only the stubborn succeed.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.
Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
Frame your problem statements into actionable tasks and goals that lead to a solution. Problem statements incite procrastination and resistance whereas solution statements inspire hope and motivation.
Salil Jha
Situational leadership articulates that effective leaders are the ones able to change their behavior according to the situation at hand. It identifies leadership styles relevant to specific situations.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
Summary of Scrum vs Kanban Similarities: - Both are Lean and Agile - Both use pull scheduling - Both limit WIP - Both use transperency to drive process improvement - Both focus on delivering releasable software and often - Both are based on self-organizing teams - Both require breaking the work into pieces. - In both, the release plan is continuously optimized based on empirical data (velocity/lead time)
Henrik Kniberg
Doing scrum” is as meaningless (and impossible) as creating an instance of an abstract class. Scrum is a framework for surfacing organizational dysfunction. It is not a process and it is not prescriptive.
Tobias Mayer (The People's Scrum: Agile Ideas for Revolutionary Transformation)
The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.
Scott M. Graffius (Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions)
A maxim in the theater tells us this: On time is already late (Devin 2009). That is, if we arrive at work on time with our bodies only, having not groomed our minds to collaborate, we are simply late. Unprepared.
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
Large and small companies employed “agile” and “scrum” procedures that gave clueless managers a way to discipline and control engineers whose work they could neither reproduce independently nor competently evaluate.
Corey Pein (Live Work Work Work Die: A Journey into the Savage Heart of Silicon Valley)
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.
Chris Sims (Scrum: a Breathtakingly Brief and Agile Introduction)
Scrum is about whole people, not about skills. Scrum is not I, but We. It is about sharing, learning, continuous improvement, vibrant interaction, passionate collaboration, and personal growth. Scrum is about tribes, it is about building community. Each tribal member needs a sense of belonging, a personal quest.
Tobias Mayer (The People's Scrum: Agile Ideas for Revolutionary Transformation)
I noticed a bumper sticker that said, simply, "gravity works." yes it does. Rock climbers know this and plan for it. So do agile coaches. I use this metaphor to illustrate that, in our physical environment, somethings are simply taken as a given. Constant. Always present. Undeniable. So, too, in our work environment.
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition (Addison-Wesley Signature Series (Cohn)))
One of the kindest services a scrum master can do for his or her team and for the organization as a whole is to create transparency—to radiate information. Transparency allows us to see flaws, and when we see the flaws we can make the choice to do something about them. We can stop being victims of process and start being warriors of change.
Tobias Mayer (The People's Scrum: Agile Ideas for Revolutionary Transformation)
While it is not unheard of, most sane people would be embarrassed to take an introductory martial arts class and then develop their own “martial art” from it and teach it to unsuspecting students, exposing them to the danger of miscalculating their effectiveness at defending themselves in a critical situation. Yet agile practitioners do this every day ― some do not even feel any sense of shame for calling themselves “agile coaches” after a year of practical experience.
Gereon Hermkes (Scaling Done Right: How to Achieve Business Agility with Scrum@Scale and Make the Competition Irrelevant)
Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.
Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.
Scott M. Graffius (Agile Scrum: Your Quick Start Guide with Step-by-Step Instructions)
We’ve lost our way” is how another manifesto author, Andrew Hunt, put it in a 2015 essay titled “The Failure of Agile.” Hunt tells me the word agile has become “meaningless at best,” having been hijacked by “scads of vocal agile zealots” who had no idea what they were talking about. Agile has split into various camps and methodologies, with names like Large-Scale Scrum (LeSS) and Disciplined Agile Delivery (DAD). The worst flavor, Hunt tells me, is Scaled Agile Framework, or SAFe, which he and some other original manifesto authors jokingly call Shitty Agile for Enterprise. “It’s a disaster,” Hunt tells me. “I have a few consultant friends who are making big bucks cleaning up failed SAFe implementations.” SAFe is the hellspawn brainchild of a company called Scaled Agile Inc., a bunch of mad scientists whose approach consists of a nightmare world of rules and charts and configurations. SAFe itself comes in multiple configurations, which you can find on the Scaled Agile website. Each one is an abomination of corporate complexity and Rube Goldberg-esque interdependencies.
Dan Lyons (Lab Rats: Guardian's Best Non-Fiction, 2019)
Plan-driven development works well if you are applying it to problems that are well defined, predictable, and unlikely to undergo any significant change. The problem is that most product development efforts are anything but predictable, especially at the beginning. So, while a plan-driven process gives the impression of an orderly, accountable, and measurable approach, that impression can lead to a false sense of security. After all, developing a product rarely goes as planned. For many, a plan-driven, sequential process just makes sense, understand it, design it, code it, test it, and deploy it, all according to a well-defined, prescribed plan. There is a belief that it should work. If applying a plan-driven approach doesn’t work, the prevailing attitude is that we must have done something wrong. Even if a plan-driven process repeatedly produces disappointing results, many organizations continue to apply the same approach, sure that if they just do it better, their results will improve. The problem, however, is not with the execution. It’s that plan-driven approaches are based on a set of beliefs that do not match the uncertainty inherent in most product development efforts.
Kenneth S. Rubin (Essential Scrum: A Practical Guide to the Most Popular Agile Process)
Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.
Lyssa Adkins (Coaching Agile Teams: A Companion for ScrumMasters, Agile Coaches, and Project Managers in Transition)
While a team’s deliverable is the product, a scrum master’s deliverable is a high-performing, self-organizing team.
Chris Sims (Scrum: a Breathtakingly Brief and Agile Introduction)
Agile is quite simple. The most popular Agile approach, Scrum, has just three roles, a handful of activities, and one major artifact: running tested software. That doesn’t mean Agile is easy. It’s still hard to decide what product would be desirable, and it’s still hard to write software that does what is asked for. It is, however, quite simple. Simplicity is the essence of what makes up Agility, as we described in our chapter on Value. So if Agile is simple, what about “Scaled Agile”?
Anonymous
Sprint planning is not about planning new work for each two-week cycle. Most of the time, we are planning tasks for projects that are currently underway. For example, we may have planned a webinar four weeks ago and during this meeting, we are planning to make more progress on the webinar. When a task, like a webinar, will take longer than one sprint to complete, we use an epic issue type.
Bill Cushard (The Art of Agile Marketing: A Practical Roadmap for Implementing Kanban and Scrum in Jira and Confluence)
Certified Scrum Developers have demonstrated through a combination of formal training and a technical skills assessment that they have a working understanding of Scrum principles and have learned specialized Agile engineering skills. This 3-5 day course provides hands-on instruction in the agile engineering practices. Engineering practices include agile architecture and design, test first approach, paired programming and behavior driven development.
Delight Learning
It has been said that because we have been given two ears and only one mouth, we should listen twice as much as we talk. Listening is an art form, and asking questions is a tool to active listening.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
que diecisiete líderes de desarrollo de software escribimos lo que hoy se conoce como el Agile Manifesto. En ese documento proclamamos estos valores: personas antes que procesos, productos que funcionen antes que documentar lo que se supone que deben hacer, colaborar
Jeff Sutherland (Scrum: El arte de hacer el doble de trabajo en la mitad de tiempo)
The Scrum Master’s job is to help the organization and the Scrum Team use Scrum properly to improve their ability to deliver value.
Stephanie Ockerman (Mastering Professional Scrum: A Practitioners Guide to Overcoming Challenges and Maximizing the Benefits of Agility (The Professional Scrum Series))
Scrum does not tell you what to do; it helps to show what is going on. An intentionally incomplete framework like Scrum can never answer all your problems. How you enrich Scrum and make it your own is what matters. As you master Scrum, all the talk about Scrum should move to the background.
Maarten Dalmijn (Driving Value with Sprint Goals: Humble Plans, Exceptional Results (Addison-Wesley Signature Series (Cohn)))
less. All the work to create value happens within a sprint.
Paul Larney (Scrum and Agile Study Guide: Become an Agile Professional, team member, product owner, or scrum master. Covers 100% of PSM, CSM, PSPO certifications (SAM9000 Academy))
A daily stand-up can get frustrating — it can seem like nothing’s moving. Teams usually do better with a Status Event two or three times per week instead of a daily scrum.
Katherine Radeka (When Agile Gets Physical: How to Use Agile Principles to Accelerate Hardware Development)
These scrums provide opportunities for problems to surface and for a team member who’s overloaded to get help from another team member. Software teams benefit from meeting every day because their batches (user stories) are small enough to require daily coordination.
Katherine Radeka (When Agile Gets Physical: How to Use Agile Principles to Accelerate Hardware Development)
Los roles en Scrum Dentro del marco de referencia Scrum,  existen tres roles principales: el dueño del producto, el maestro Scrum y los miembros del equipo.
Troy Dimes (Conceptos Básicos De Scrum: Desarrollo De Software Agile Y Manejo De Proyectos Agile (Spanish Edition))
What do you miss, no longer working at Toyota?” He replied, “No longer discussing perfection with people.
Craig Larman (Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum)
Agile project management revolves around empirical control.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
Agile teams are required to make sure that all of the customer’s expectations are met.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
The main dysfunctions of agile team are absence of trust, inattention to results, lack of commitment,
Thiyagarajan Perumal (CSM® - EXAM PREP: CSM® EXAM FREQUENTLY ASKED QUESTIONS, ANSWERS & EXPLANATIONS (CERTIFIED SCRUM MASTER EXAM PREPARATION Book 2))
The best architectures, requirements, and designs emerge from self-organizing teams.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
Customers Have the Highest Priority
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
Scrum embraces the fact that in product development, some level of variability is required in order to build something new.
Kenneth S. Rubin (Essential Scrum: A Practical Guide to the Most Popular Agile Process)
Simplicity--the art of maximizing the amount of work not done--is essential.
Chris Sims (Scrum: a Breathtakingly Brief and Agile Introduction)
Relationships are of keen interest to successful team managers
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
Through collaborative problem-solving approaches, human capital is turned into an individual sense of ownership.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
The Product Owner plans, composes, distributes, and tracks work from his or her level down....
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
The decision to go agile at Salesforce.com grew out of a desire to create shorter more predictable releases.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Salesforce.com experienced an amazing 97% increase in the number of features delivered by establishing short, steady release cycles.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Create a product road map once the product has been successfully introduced into the marketplace.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Las iteraciones de Scrum se asemejan a las iteraciones en Agile ya que estas iteraciones también requieren tener un prototipo listo para entregar.  En pocas palabras, Agile es un conjunto de guías y directrices que facilitan el desarrollo de software, mientras que Scrum es la implementación de esas guías, que ayudan específicamente a la gestión de proyectos.
Troy Dimes (Conceptos Básicos De Scrum: Desarrollo De Software Agile Y Manejo De Proyectos Agile (Spanish Edition))
¿Qué es Scrum? Scrum es como un salvavidas para aquellas empresas que enfrentan dificultades al seguir la metodología de Cascada o que ni siquiera están usando metodología alguna para desarrollar su software.  Scrum es un marco de referencia para crear software complejo y entregarlo a tiempo de una forma mucho más sencilla.
Troy Dimes (Conceptos Básicos De Scrum: Desarrollo De Software Agile Y Manejo De Proyectos Agile (Spanish Edition))
one client who went out of their way to regularly thank the team when they said ‘no’—as this client had suffered the effects of wishful thinking all too often.
Craig Larman (Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum)
Planning ... is a quest for value,
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Customer needs and product attributes are at the heart of the vision and deserve close attention.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
inspect and adapt.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
leaders are also representatives of company policies, processes, and procedures.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
the product vision was lost amid the many handoffs.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
The Product Owner is the one and only person responsible for managing the Product Backlog
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
As an entrepreneur, the product owner facilitates creativity;
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
you give a mediocre idea to a great team, they will either fix it or throw it away and come up with something that works.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Do your products follow shared goals?
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
software development is full of unknowns; uncertainty and risk go hand in hand with innovation.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
global virtual high performance teams revolve around four concepts: (1) relationships, (2) accountability, (3) networking, and (4) leadership.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
The product owner must have enough authority and the right level of management sponsorship
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Scrum allocates up to 10% of the team’s capacity in every sprint for supporting the product owner
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Cohesiveness is defined as a strong sense of connectedness among team members that causes them to work together to attain an objective.
Michael Nir (Agile scrum leadership : Influence and Lead ! Fundamentals for Personal and Professional Growth (Leadership Influence Project and Team Book 2))
Keep your eyes on the results, not the technologies
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Plan, Do, Check, and Act
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Plans are nothing; planning is everything,
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Agile processes of all kinds share one thing: they embrace change, approaching it as an opportunity for growth, rather than an obstacle.
Chris Sims (The Elements of Scrum)
The product owner is a visionary who can envision the final product and communicate the vision.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Using feature teams rather than component teams whenever possible will reduce the need for pipelining.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Avoid a big-bang release—shipping
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
the team working using the Waterfall finishes each phase before moving to the next one.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
One of the key components that Agile has brought to the table was project dynamism.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
to be able to achieve flexibility, all people involved in the project must perform continuous inspections and evaluations.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
Abandonware are orphaned software that might have resulted from failed and halted projects.
Adam Vardy (Agile Project Management for Beginners: The Ultimate Beginners Crash Course to Learn Agile Scrum Quickly and Easily)
Scrum is particularly well suited for operating in a complex domain. In such situations our ability to probe (explore), sense (inspect), and respond (adapt) is critical.
Kenneth S. Rubin (Essential Scrum: A Practical Guide to the Most Popular Agile Process)
The sweet spots for Kanban are the software maintenance and support areas.
Kenneth S. Rubin (Essential Scrum: A Practical Guide to the Most Popular Agile Process)
product owners felt more confident, more able to influence, more visible, better organized, and better motivated in the new role
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))
Product owners should spend at least one hour per day with their teams in the team room.
Roman Pichler (Agile Product Management with Scrum: Creating Products that Customers Love (Addison-Wesley Signature Series (Cohn)))