Sprint Planning Quotes

Some people can’t be in your life because they don’t have the power to help you improve it. That doesn’t mean you don’t wish them well, it just means that you are on Chapter ten of your life, when they are on Chapter five. Maybe, it is just enough to meet at the crossroads in life and agree to take separate paths, then with a cheshire grin you both look back and shout, “Beat you to the top of the mountain”, followed by the funnest sprint of both of your lives.

Dachshunds have their own agenda and can be stubborn about seeing their plans through to completion. What Rosie lacked in consistency, she made up for in enthusiasm. Most of the time when I called her name, she sprinted back, her long ears cocked and flying like a little girl's pigtails. Each encounter was a glorious reunion, even if we'd been parted for only a minute or two. I had never felt so loved.

Alex seemed near tears. "I'm very proud of you," he said to Jace. "You actually made a plan." "I'm good at plans!" Jace said. "You are, actually, good at plans," Magnus said. "it's just usually you're yelling them behind you as you sprint toward danger." "But you used your sumptuous brain and you're all okay!" Alec said, thumping Jace on the shoulder.

The true aim of personal change is to turn our minds away from miracle cures and quick fixes, and adopt a long-term strategy. Habit change isn’t a sprint; it’s a marathon. The right mindset is to wake up tomorrow almost exactly the same person, except for one small change—a small change that you can replicate every day until you don’t notice it anymore, at which point it’s time to plan another small change

If the first time your developers see an idea is at sprint planning, you have failed. We need to ensure the feasibility before we decide to build, not after. Not only does this end up saving a lot of wasted time, but it turns out that getting the engineer's perspective earlier also tends to improve the solution itself, and it's critical for shared learning.

their long snouts. “There’s no plan?” “Don’t die,” Tristan said, and with a yell, sprinted into the throng of demons.

the six of us are supposed to drive to the diner in Hastings for lunch. But the moment we enter the cavernous auditorium where the girls told us to meet them, my jaw drops and our plans change. “Holy shit—is that a red velvet chaise lounge?” The guys exchange a WTF look. “Um…sure?” Justin says. “Why—” I’m already sprinting toward the stage. The girls aren’t here yet, which means I have to act fast. “For fuck’s sake, get over here,” I call over my shoulder. Their footsteps echo behind me, and by the time they climb on the stage, I’ve already whipped my shirt off and am reaching for my belt buckle. I stop to fish my phone from my back pocket and toss it at Garrett, who catches it without missing a beat. “What is happening right now?” Justin bursts out. I drop trou, kick my jeans away, and dive onto the plush chair wearing nothing but my black boxer-briefs. “Quick. Take a picture.” Justin doesn’t stop shaking his head. Over and over again, and he’s blinking like an owl, as if he can’t fathom what he’s seeing. Garrett, on the other hand, knows better than to ask questions. Hell, he and Hannah spent two hours constructing origami hearts with me the other day. His lips twitch uncontrollably as he gets the phone in position. “Wait.” I pause in thought. “What do you think? Double guns, or double thumbs up?” “What is happening?” We both ignore Justin’s baffled exclamation. “Show me the thumbs up,” Garrett says. I give the camera a wolfish grin and stick up my thumbs. My best friend’s snort bounces off the auditorium walls. “Veto. Do the guns. Definitely the guns.” He takes two shots—one with flash, one without—and just like that, another romantic gesture is in the bag. As I hastily put my clothes back on, Justin rubs his temples with so much vigor it’s as if his brain has imploded. He gapes as I tug my jeans up to my hips. Gapes harder when I walk over to Garrett so I can study the pictures. I nod in approval. “Damn. I should go into modeling.” “You photograph really well,” Garrett agrees in a serious voice. “And dude, your package looks huge.” Fuck, it totally does. Justin drags both hands through his dark hair. “I swear on all that is holy—if one of you doesn’t tell me what the hell just went down here, I’m going to lose my shit.” I chuckle. “My girl wanted me to send her a boudoir shot of me on a red velvet chaise lounge, but you have no idea how hard it is to find a goddamn red velvet chaise lounge.” “You say this as if it’s an explanation. It is not.” Justin sighs like the weight of the world rests on his shoulders. “You hockey players are fucked up.” “Naah, we’re just not pussies like you and your football crowd,” Garrett says sweetly. “We own our sex appeal, dude.” “Sex appeal? That was the cheesiest thing I’ve ever—no, you know what? I’m not gonna engage,” Justin grumbles. “Let’s find the girls and grab some lunch

The conditions of writing change absolutely between the first novel and the second: the first is an adventure, the second is a duty. The first is like a sprint which leaves you exhausted and triumphant beside the track. With the second the writer has been transformed into a long-distance runner - the finishing tape is out of sight, at the end of life. He must guard his energies and plan ahead. A long endurance is more exhausting than a sprint, and less heroic.

The criteria I use to evaluate if a team’s sprint works well: Team knows what they should be working on. Team knows why their work is valuable. Team can determine if their work is complete. Team knows how to figure out what to work on next. Stakeholders can learn what the team is working on. Stakeholders can learn what the team plans to work on next.

The true aim of personal change is to turn our minds away from miracle cures and quick fixes, and adopt a long-term strategy. Habit change isn’t a sprint; it’s a marathon. The right mindset is to wake up tomorrow almost exactly the same person, except for one small change—a small change that you can replicate every day until you don’t notice it anymore, at which point it’s time to plan another small change . . .

Are you guys going to fly?” “That’s the plan,” Sophie agreed, and Linh let out a giddy squeal. “Can I come too? I’m so over battle training. And Tam just left. And . . . okay, I just really really really want to fly with the pretty, sparkly horses!” Sophie laughed and glanced at Greyfell, transmitting Linh’s request. He sized Linh up for a second, then lowered into a crouch—his way of saying sure, climb aboard—causing a whole lot more squealing as Linh sprinted into the pasture and practically leaped onto Greyfell’s muscled back.

The Middengard Wyrm had arrived at last. Precisely according to Bryce’s plan. She’d been dripping blood for it all this way, leaving a trail, constantly scraping off her scabs to reopen her wounds—ones she’d intentionally inflicted on herself by “falling” into the stream. If the Wyrm relied on scent to hunt, then she’d left a veritable neon sign leading right to them. She hadn’t known when or how it would attack, but she’d been waiting. And she was ready. Bryce fell back as not only shadows, but blue light flared from Azriel—right alongside the ripple of silver flame from Nesta. Back-to-back, they faced the massive creature with razor-sharp focus. Ataraxia gleamed in Nesta’s hand. Truth-Teller pulsed with darkness in Azriel’s. Now or never. Her legs tensed, readying to sprint. Nesta’s eyes slid to Bryce’s for a heartbeat. As if understanding at last: Bryce’s “unhealing” hand. The blood she’d wiped on the walls. Her musing about the linked river system in these caves, sussing out what they knew regarding the terrain and the Wyrm. To unleash this thing—on them. “I’m sorry,” Bryce said to her. And ran.

So you haven't all been devoured yet, I see," said Ragnor. "No, they've got it all under control," Alec said, excited. He gestured at Jace. "Tell them!" Jace looked at him sideways. "I was about to. We've got it all under control," he went on. "I can't really fight right now, so Clary helped me up here so we could see as much of the battlefield as possible, since the paths are so irregular and confusing. But then we noticed that the demons had the same problem we did. They could really only get to us on a set number of paths, and three people could cover two paths each." Magnus raised his eyebrows. "So Simon, Tian, and Clary went down there to do that. We put Isabelle on the middle platform because she's the only one whose weapon has any reach, so she can handle the occasional flying dude." Alec seemed near tears. "I'm very proud of you," he said to Jace. "You actually made a plan." "I'm good at plans!" Jace said. "You are, actually, good at plans," Magnus said. "It's just usually you're yelling them behind you as you sprint towards danger." "But you used your sumptuous brain and you're all okay!" Alec said, thumping Jace on the shoulder. He looked over at Ragnor. "Take that, pessimism guy!" Ragnor furrowed his brow. "Well, obviously I'm glad everyone is still alive.

…we encourage you to trust your coping plan over the long haul. It is useful to acknowledge your small and daily successes, such as facing things you would typically avoid. There will likely be daily examples of slipups, too, but, similar to looking at a garden, we encourage you to focus on the flowers as much, if not more so, than you do the weeds. As an aside, both of us have taken up bike riding in the past few years. In our appreciation of the multiday, grand stage races in Europe, such as the Tour de France, we have seen a metaphor that helps to illustrate the goal of coping with ADHD. These multiple stage bike races last from 3 or 4 days on up to 3 weeks. Different days are spent climbing steep mountain roads, traversing long flat stages of over a hundred miles that end in all out sprints to the finish line, and individual time trials where each rider goes out alone and covers the distance as quickly as possible, known as “the race of truth.” The grand champion of a multiday race, however, is the rider whose cumulative time for all the stages is the fastest. That is, if you ride well enough, day-in and day-out, you will be a champion even though you may not be the first rider to cross the finish line on any single day’s race. Similarly, managing ADHD is an endurance sport. You need not cope perfectly all day, every day. The goal is to make progress, cope well enough, handle setbacks without giving up, and over time you will recognize your victory. Just keep pedaling.

Well, I saved you today, didn’t I? Just like I saved you before. You walked out of the Bastion free, without a scratch, and if any Cokyrian but me had caught you with that dagger, you might be drawn and quartered by now.” “You didn’t save me from that butcher,” I said irritably. “But you’re right. About today, I mean.” I could sense his satisfaction, which irritated me all the more. “So accept my thanks, but stay away from me. We’re not friends, you know.” I was nearing my neighborhood and didn’t want anyone to see me with him. He stepped in front of me, forcing me to stop. “We’re not friends yet. But you’ve thought about it. And you just thanked me.” “Are you delusional?” “No. You just said thank you to the faceless Cokyrian soldier who arrested you.” “Don’t you ever stop?” I demanded, trying in vain to move around him. “I haven’t even started.” “What does that mean?” There was silence as Saadi glanced up and down the street. “I want to know where you got that dagger. Or at least what story you told.” “Why don’t you ask Commander Narian? The two of you seemed fairly close.” “Quit making jokes.” “I haven’t made a single one.” “Well?” “It was my father’s,” I said, clinging to the lie Queen Alera had provided, whether by mistake or not. “Oh.” This seemed to take Saadi aback. “And now, because of you, I don’t have it anymore.” I knew I was pressing my luck, but I wanted to make him feel bad. “I’m sorry,” he muttered, seeming sincere enough. Thinking I had maybe, finally, succeeded in getting him to leave me alone, I stepped around him. “Shaselle?” I stopped again, without the slightest idea why. “Your father--what was he like?” The question shocked me; I also wasn’t sure I could answer it without crying. But Saadi appeared so genuinely interested that I couldn’t disregard him. “You have no right to ask me that,” I answered out of principle. “But for your information, he was the strongest, bravest, kindest and best-humored man I ever knew. And none of it was because he took what was handed to him.” For the second time, I attempted a dramatic departure. “Shaselle?” “What now?” I incredulously exclaimed. “Do you have plans tomorrow?” “What?” “I have a day off duty. We could--” “No!” I shouted. “What is this? You expect me to spend a day with you, a Cokyrian--a Cokyrian I can’t stand?” “Yes,” he affirmed, despite my outburst. I laughed in disbelief. “I won’t. This is ridiculous. You’re ridiculous. Enjoy your time off duty with your own kind.” Turning, I sprinted down the street, and though he called after me yet again, I ignored him. As I neared my house, I glanced behind once or twice to assure myself he wasn’t following. He was nowhere in sight. I reached the security of my home just in time for dinner, and just in time to cut off Mother’s growing displeasure--the first step in her progression to anger. I smiled at her, hurried to wash, and was a perfect lady throughout the meal. Afterward I retired to my room, picking a book from my shelf to occupy me until my eyes drooped. Instead of words on pages, however, I kept seeing Saadi’s face--his clear blue eyes, that irritating hair, those freckles across his nose that made me lose willpower. What if I had offended him earlier? He had only asked to spend time with me, and I had mocked him. But he was Cokyrian. It was ludicrous for him to be pursuing my company. It was dangerous for me to be in his. And that, I suddenly realized, was part of the reason I very much wanted to be with him. Saadi aggravated me, confused me, scared me, and yet I could no longer deny that he intrigued me in a way no one else ever had.

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.

Some of the same forces have come to bear in the business world, where many companies in thriving talent-dependent industries embraced a new workplace ethos in which hierarchies were softened and office floor plans were reengineered to break down the walls that once kept management and talent separated. One emerging school of thought, popular among technology companies in Silicon Valley, is that organizations should adopt “flat” structures, in which management layers are thin or even nonexistent. Star employees are more productive, the theory goes, and more likely to stay, when they are given autonomy and offered a voice in decision-making. Some start-ups have done away with job titles entirely, organizing workers into leaderless “self-managing teams” that report directly to top executives. Proponents of flatness say it increases the speed of the feedback loop between the people at the top of the pyramid and the people who do the frontline work, allowing for a faster, more agile culture of continuous improvement. Whether that’s true or not, it has certainly cleared the way for top executives to communicate directly with star employees without having to muddle through an extra layer of management. As I watched all this happen, I started to wonder if I was really writing a eulogy. Just as I was building a case for the crucial value of quiet, unglamorous, team-oriented, workmanlike captains who inhabit the middle strata of a team, most of the world’s richest sports organizations, and even some of its most forward-thinking companies, seemed to be sprinting headlong in the opposite direction.

Jared ran for the cracked crate. He shot the closest soldier at point blank range and grabbed the bundle with his free hand. He raced ahead, pivoting on his foot as he placed his pistol directly into the chest of another stunned soldier and pulled the trigger, then he tossed the dynamite into the skyward-facing door of the derailed locomotive. Seeing Catherine and Tiago nearby at the edge of the woods, he shouted, “Run!” He didn’t look back as he sprinted away from the locomotive that fifteen seconds later exploded in a fireball illuminating the night sky, shredding the iron of the train engine and raining down an inferno of sparks and shrapnel. “Now that was a diversion!” he called to Tiago, laughing. “Next time,” the wind mage gasped, “let me know the plan and I will not exert myself as much.

A flash of light came from deep inside the trees and pulled me to the present. It was so bright the glow kissed the treetops. Within seconds, Torin screeched to a stop beside me. His eyes burned under the glowing runes. “What are you doing?” His voice whipped through the night, and I winced. “Trying to get your attention,” I said. “See, I fixed all the trees you destroyed. Cool, right?” “You do not want to be around me right now, Freckles.” “I disagree. I plan to be around you when you are happy, sad, pissed off, hurting, acting like a jackass, goofing off, or showing off. Whatever and whenever. You and I are a package deal, pal. Equal partners and all that jazz.” I pointed at a nearby tree and moved my finger left and right. The tree swayed. “Any time you want to destroy nature, get me first.” He leaned in until we were eye level. “Go home, Raine.” His voice was mean. “Only if you come with me. You want to stay out here, then I’m staying, too. You want pull a Flash move and sprint to Portland and back, then I’ll either run with you or wait out here until you come back. But I’m not going anywhere without you, Torin St. James.

Barack and I took Malia’s and Sasha’s hands and made our way across the still-dewy grass of the South Lawn. The animals were larger than I expected, languid and sinewy, their tails flicking as they monitored our approach. I’d never seen anything like it, four cats in a companionable line. The lion stirred slightly as we drew close. I saw the panther’s eyes tracking us, the tiger’s ears flattening just a little. Then, without warning, the cheetah shot out from the shade with blinding speed, rocketing right at us. I panicked, grabbing Sasha by the arm, sprinting with her back up the lawn toward the house, trusting that Barack and Malia were doing the same. Judging from the noise, I could tell that all the animals had leaped to their feet and were now coming after us. Lloyd stood in the doorway, looking unfazed. “I thought you said they were sedated!” I yelled. “Don’t worry, ma’am,” he called back. “We’ve got a contingency plan for exactly this scenario!” He stepped to one side as Secret Service agents swarmed past him through the door, carrying what looked to be guns loaded with tranquilizer darts. Just then, I felt Sasha slip out of my grasp. I turned back toward the lawn, horrified to see my family being chased by wild animals and the wild animals being chased by agents, who were firing their guns. “This is your plan?” I screamed. “Are you kidding me?” Just then, the cheetah let out a snarl and launched itself at Sasha, its claws extended, its body seeming to fly. An agent took a shot, missing the animal though scaring it enough that it veered off course and retreated back down the hill. I was relieved for a split second, but then I saw it—a white-and-orange tranquilizer dart lodged in Sasha’s right arm. I lurched upward in bed, heart hammering, my body soaked in sweat, only to find my husband curled in comfortable sleep beside me. I’d had a very bad dream.

Disaster-preparation planning is more like training for a marathon than training for a high-jump competition or sprinting event. Marathon runners do not practice by running the full course of twenty-sex miles; rather, they get into shape by running shorter distances and building up their endurance with cross-training. If they have prepared successfully, then they are in optimal condition to run the marathon over its predetermined course and length, assuming a range of weather conditions, predicted or not. This is normal marathon preparation. But imagine preparing for a mystery marathon on undisclosed terrain, of an unspecified length, which could begin at any time.

Scrum involves experimenting, discovering, learning, being flexible, and adjusting your plans as necessary. It is about working with what you do know to discover what you don’t know. Scrum, in a single word, is about learning.

It is important to realize there is no magic recipe that guarantees success when you build products. There are no exact steps for you to follow. Every step you take helps shape the way. You must go where there is no path and leave a trail.

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.

Leah Buley The User Experience Team of One: A Research and Design Survival Guide William Albert and Thomas Tullis Measuring the User Experience: Collecting, Analyzing, and Presenting Usability Metrics Braden Kowitz, et.al. Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days Dana Chisnell and Jeffrey Rubin Handbook of Usability Testing: How to Plan, Design and Conduct Effective Test

If you are planning to homeschool indefinitely, one of the first things you need to understand is that homeschooling is not a sprint but a marathon. You need to pace yourself, because if homeschooling becomes too stressful for too long, chances are you won’t make it through to the end—or you and your kids will hate it most of the time, which could damage your relationship with one another.

Huey Long had a plan to pay for this too, simply by taking the money from where it was stashed. He'd been pointing at it since he first sprinted into public life as a loud, brash, preternaturally talented twenty-four-year-old Louisiana attorney back in 1918. Less than 2 percent of the American citizenry was hoarding more than 60 percent of the total wealth in the country back then, he said, and their share had only grown in the years since

The strategy gets better as you grow. Anyone can sprint, but elegant strategies are something that you can maintain. •  Systemic advantage defeats heroic effort. Heroic effort is thrilling, but long-term elegant strategies rarely require miracles on a daily basis. •  They’re simple to explain and difficult to stick to. Over time, the pressures to vary from the elegant strategy increases—a thousand little compromises that eventually lead to mediocrity.

Scrum doesn’t have project managers. Instead, the team is empowered. They’re responsible for the outcome, and they can manage themselves. The classic project manager ‘boss’ of the team isn’t needed in Scrum. The team plans each Sprint based on the priorities of the Product Owner. They divide the work among themselves, make progress transparent and monitor themselves.

Well, for a century, our takeover of your kingdom has been inevitable. You should have acclimated yourselves to the idea by now.” “You’re right. This is our fault, really. We’ve never been superb at preparation here in Hytanica.” Saadi shrugged, and I thought for one stunned moment that he had taken my statements to be sincere. Then his expression changed, and he looked at me with what appeared to be sympathy, perhaps even regret. “I do understand it, Shaselle. Being second tier, overrun, overlooked. Not having influence.” It disturbed me that he not only remembered my relation to Cannan and Steldor, but also my name. Yet I did not flee. “You have to take what you’re handed and make what you can of it,” he finished. “That’s the sorry truth.” “I plan to make them pay,” I snarled, hating his words and how similar they were to the message Queen Alera had been trying to send for weeks. “Them? What about me?” “Stop it!” I stamped my foot, not even sure what was upsetting me. “You killed my father!” “And you want revenge. Naturally. Just like the butcher in there. But the problem is, Shaselle, revenge isn’t a very satisfying goal. It eats away at you, destroys you from the inside out. You end up bitter and empty just like that butcher. And that’s not a pretty sight.” “What is wrong with you? You think you know everything about me! You don’t. Stay out of my way and out of my business.” I spun on my heel and began to stride away, but he called me back. “Don’t you want this?” I turned to see that he was still holding my canvas bag filled with fruit. I breathed in and out heavily, my stomach complaining, my pride aching just as much. “So far, it’s been you who’s getting in my way.” He chuckled. “If you don’t like it, let that uncle of yours catch up with you.” I warily returned to him to reclaim my bag, but he held it away from me for a moment longer. “There is the matter of the damages for the door,” he said, and my heart sank, for lack of money was what had gotten me into this mess in the first place. But before I could speak, he added, “I’ll cover the cost for now. But you’ll owe me.” Annoyed that I would be in his debt, I snatched my bag from his hand, then sprinted in the other direction, his laughter nipping at my heels.

Most sprint planning meetings I have attended were fun. The ones that weren’t involved a poorly groomed product backlog. When the backlog isn’t groomed prior to the meeting, the product owner and team often try to carry out impromptu grooming activities, which consume valuable planning time and result in poor requirements and weak commitments. Plus, everyone is exhausted by the end of the meeting.

The key [regarding sprinting] is to focus on the brief, intense, all-out aspect and refrain from a prolonged session that leads to exhaustion.

Then, we started running sprints and long distances with heavy equipment on us. Next, we did core exercises and pull-ups and push-up. Then, we lifted weights. Afterwards the break was announced and we had a nutritious, energizing lunch. For lunch they served some weird food, it was very colorful like blue, green, purple, red, but had no texture and no different taste or aroma, it was like chewing gum, but according to them it helped us gain muscle and give us energy. After lunch, we had no rest time: we did fighting with weapons and without. We learned how to maneuver the ships and how to read maps and make battle plans. At the end of the training day, I got some free time, but I was exhausted, so all I could do was lie in bed thinking of my folks, parents, siblings and friends…I

With a loaded backlog, no planning meetings are necessary. There are no milestones, no sprints, and no retrospectives. Kanban flows continuously, so long as there is work to do. Naturally,

Controls are the mechanisms that you use to align with other leaders you work with, and they can range from defining metrics to sprint planning (although I wouldn’t recommend the latter). There is no universal set of controls—depending on the size of team and your relationships with its leaders, you’ll want to mix and match—but the controls structure itself is universally applicable. Some of the most common controls that I’ve seen and used: Metrics26 align on outcomes while leaving flexibility around how the outcomes are achieved. Visions27 ensure that you agree on long-term direction while preserving short-term flexibility. Strategies28 confirm you have a shared understanding of the current constraints and how to address them. Organization design allows you to coordinate the evolution of a wider organization within the context of sub-organizations. Head count and transfers are the ultimate form of prioritization, and a good forum for validating how organizational priorities align across individual teams. Roadmaps align on problem selection and solution validation. Performance reviews coordinate culture and recognition. Etc. There are an infinite number of other possibilities, many of which are specific to your company’s particular meetings and forums. Start with this list, but don’t stick to it!

The world rushes to and fro Running, sprinting, competing To where? For what? Until when? There is no time for those questions And I sit, silently observing, assessing What needs to be done? Where do I want to end up? How long can I continue? Being deliberate and measured I move less and accomplish more

It’s Thanksgiving, and you’ve eaten with porcine abandon. Your bloodstream is teeming with amino acids, fatty acids, glucose. It’s far more than you need to power you over to the couch in a postprandial daze. What does your body do with the excess? This is crucial to understand because, basically, the process gets reversed when you’re later sprinting for your life. To answer this question, it’s time we talked finances, the works—savings accounts, change for a dollar, stocks and bonds, negative amortization of interest rates, shaking coins out of piggy banks—because the process of transporting energy through the body bears some striking similarities to the movement of money. It is rare today for the grotesquely wealthy to walk around with their fortunes in their pockets, or to hoard their wealth as cash stuffed inside mattresses. Instead, surplus wealth is stored elsewhere, in forms more complex than cash: mutual funds, tax-free government bonds, Swiss bank accounts. In the same way, surplus energy is not kept in the body’s form of cash—circulating amino acids, glucose, and fatty acids—but stored in more complex forms. Enzymes in fat cells can combine fatty acids and glycerol to form triglycerides (table). Accumulate enough of these in the fat cells and you grow plump. Meanwhile, your cells can stick series of glucose molecules together. These long chains, sometimes thousands of glucose molecules long, are called glycogen. Most glycogen formation occurs in your muscles and liver. Similarly, enzymes in cells throughout the body can combine long strings of amino acids, forming them into proteins. The hormone that stimulates the transport and storage of these building blocks into target cells is insulin. Insulin is this optimistic hormone that plans for your metabolic future. Eat

But my self-control wins over as I know there are steps to my plan. I can’t win if I rush to the finish line. A marathon of lust and debauchery is ahead of me. Not a sprint of quick fucking.

We were crunching along the gravel drive now and a set of motion-sensor lights lit up. I ground to a halt, realizing Meabh was trapped with Mrs. Something. She couldn't run. But then in a blur, like a sprinting knight in shining armor, Kavi appeared, racing around the other corner of the house towards Meabh. He didn't slow down as he barreled towards her and threw her over his shoulder. 'Keep going,' he shouted at me. Mrs. Something began chasing after us, shouting. 'GET BACK HERE, DANIEL.' into the dark night air Daniel shouted back. 'BYE, MAM, I LOVE YOU. I'LL SEE YOU AROUND THREE.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

Agile Software Development constructs that are not helpful when there are dependencies, long lead times, and resources from a variety of specific disciplines to manage with high cost-of-change. They don’t start over with a new plan every sprint or program increment.

but for now, i will overcome the lingering thoughts of not chasing my dreams. because right now i am sprinting towards them, and i don't plan to slow down anytime soon.

Complete With A Container Word The container word denotes that this offer is a bundle of lots of things put together. It’s a system. It’s something that can’t be held up to a commoditized alternative. Examples: Challenge, Blueprint, Bootcamp, Intensive, Incubator, Masterclass, Program, Detox, Experience, Summit, Accelerator, Fast Track, Shortcut, Sprint, Launch, Slingshot, Catapult, Explosion, System, Getaway, Meetup, Transformation, Mastermind, Launch, Game Plan, Deep Dive, Workshop, Comeback, Rebirth, Attack, Assault, Reset, Solution, Hack, Cheatcode, Liftoff,

Sprint more in your life: Stop multi-tasking, do something thats focused and with intent. Don’t scatter your energy into a few little things, where you ultimately get very little done. Develop the habit to put all your energy and effort into one thing at any given moment. That one thing should be really important in your life right now. Than plan to recover after you work on it for a bit. It’s a simple cycle of sprint (laser-beam focused work) followed by recovery. Recovery can be as simple as taking a 20-minute nap or taking a walk outside on a nice day.

One problem for the student of color is the feeling that if she is silent about a piece of writing that is racially problematic or insensitive or simply racist , she will be condoning such writing. Moreover, the student may believe that to be silent is to be a coward. At the same time, if the student of color persists in her critiques she will be increasingly attacked and begin to feel isolated and powerless. The student may feel then that to persist with her critiques is an attempt to maintain or regain power. But Sun Tzu teaches that to retreat or lay low in times when one does not have power or sufficient number is not weakness; it is wisdom. Sun Tzu teaches that taking time to build allies and gather forces is not weakness, but wisdom. ... Or as I wrote to one such student, being an activist artist is not a sprint. It is a marathon. Artists need to plan and strategize and build their forces for the larger battles to come, to fight from strength not weakness.

There are bubbles of agile in a sea of Gantt charts with predetermined solutions, dates, and spending predicted at the point of knowing the least, an annual, bottom-up financial planning process that takes six months of the year to plan and re-plan and focuses on output over outcomes. There are “drop dead dates” and “deadlines” (in most cases it’s not life or death); RAG (red, amber, green) statuses and change control processes; a change lifecycle with twenty mandatory artifacts, most with their own stage-gate governance committee; a traditional waterfall Project Management Office; sixty-page Steering Committee decks; project plans with the word “sprint” ten times in the middle; a lack of psychological safety; a performance appraisal model that incentivizes mediocrity (underpromise to overdeliver) and uses a Think Big, Start Big, Learn Slow approach. The good news, with a charitable intent, is that the organization wants to improve.

In the agile model, every sprint lasts for about 2 to 4 weeks where the developer has to spend 20% time on design, 40% on development and 40% on testing, which includes daily stand up call and other sprint meetings such as planning, review and retrospective.

Think of it like you are on an isolated island for so long and you woke up one day and saw an empty boat is leaving the island by the force of the wind. It is pushed away so fast by the wind. It is your only and last chance ever to leave this island. You know there are no more chances because you have been so long already on the island. You definitely will sprint toward it. You will use your full potentials swimming to catch it. Even if you do not know how to swim, you still will go for it if you want to leave this island. You will never think of a plan B. Your mind may tell you, "You either catch the boat or die". Finally, when you catch the boat you say to yourself "How did I do this! I never exhausted this amount of energy before! I never imagined this power comes out of me! In addition to many following wondrous questions, you ask yourself after. The answer to all these questions is simple. You focused ALL of what you HAVE on ONE goal. ONLY one GOAl. Only plan, A

The practices and artifacts of Scrum –backlogs, sprints, stand ups, increments, burn charts –reflect an understanding of the need to strike a balance between planning and improvisation, and the value of engaging the entire team in both. As we’ll see later, Agile and Lean ideas can be useful beyond their original ecosystems, but translation must be done mindfully. The history of planning from Taylor to Agile reflects a shift in the zeitgeist –the spirit of the age –from manufacturing to software that affects all aspects of work and life. In business strategy, attention has shifted from formal strategic planning to more collaborative, agile methods. In part, this is due to the clear weakness of static plans as noted by Henry Mintzberg. Plans by their very nature are designed to promote inflexibility. They are meant to establish clear direction, to impose stability on an organization… planning is built around the categories that already exist in the organization.[ 43] But the resistance to plans is also fueled by fashion. In many organizations, the aversion to anything old is palpable. Project managers have burned their Gantt charts. Everything happens emergently in Trello and Slack. And this is not all good. As the pendulum swings out of control, chaos inevitably strikes. In organizations of all shapes and sizes, the failure to fit process to context hurts people and bottom lines. It’s time to realize we can’t not plan, and there is no one best way. Defining and embracing a process is planning, and it’s vital to find your fit. That’s why I believe in planning by design. As a professional practice, design exists across contexts. People design all sorts of objects, systems, services, and experiences. While each type of design has unique tools and methods, the creative process is inspired by commonalities. Designers make ideas tangible so we can see what we think. And as Steve Jobs noted, “It’s not just what it looks like and feels like.

Most of the times we are mere spectators in the stadium, watching us run the race of our life. This race is not a defined format either; it could be a combination of short exhilarating sprints, strategic middle distance running, high hurdles, low hurdles or grueling marathons. The biggest challenge is the element of mystery in the format; each lap may require us to get into a rhythm to run a different kind of race and the number of laps assigned to us in the format is never known to us. We have to put our best performance irrespective of the outcome; we might blaze away to glory or we might pale into the oblivion, the race has to be run. We also share the track with fellow runners and each of them is engrossed in running their own race as per the format prescribed to them. Do not ever get intimidated by runners who zoom past us; we must plan to run our race at our own pace. Remember, the beauty of this format is that there is no competition among runners; the key is to concentrate on our own race and wish others well.

Turning a Vicious Cycle into a Virtuous Cycle Sketching out feedback loops is very useful when approaching a systems thinking model. For example, I often see the cycle occurring in Figure 20.1. Figure 20.1 The vicious cycle of distrust This vicious cycle increases distrust between management and development as each side games the other to protect itself. Less work gets done, and quality suffers. A significant role of leadership is to identify these vicious cycles and find ways to turn them into virtuous cycles. We do this by changing the vicious cycle of distrust into a virtuous cycle of trust. The greatest opportunity to begin this is in the Sprint Planning and Review meetings and to reinforce it during the Sprint.

As the agile coach, make sure the product owner knows how to prioritize the backlog and when to have it done. Offer to coach him through the thinking needed to prioritize it, but if he declines your offer and shows up to sprint planning with the backlog unprepared, then let the consequences be what they will be. In other words, let the product owner fail.

Dispersed teams must have the ability to adjust their practices and working agreements to meet their challenges and needs. No two dispersed teams are alike, so their Sprint practices cannot be entirely standardized. Areas of team self-organization include: Deciding core hours where communication is assured among every team member. Determining which online tools to use to plan, track, share, and communicate Sprint work. Deciding what to share and what not to share with stakeholders within a Sprint (see “Transparency” above).

I was about to rush out the door when I realized that I’d be stealing his clothes. Frantically thinking of some quick way to repay him, I spotted his kitchen trashcan and decided to take his trash out as a way of thanking him. It wasn’t a fair payback-He’d saved my life after all – but at least it was better than nothing. To appease my guilty conscience, I ended up taking his recyclables as well. “I couldn’t help myself. Your mom’s a MILF,” the TV blared. It was the last thing I heard before I opened the front door and stepped outside. I planned on looking for the dumpster around his apartment but when I reached the bottom of his stairs, I heard his door open. Panicking that he’d catch me, I slung the garbage bags over my shoulder and sprinted in the direction of my dorm. Running across campus in an oversized shirt and jeans, wet, dirty clothes in hand, and two trash bags jangling over my shoulder, I probably looked like a deranged homeless person. A homeless person who saw imaginary cats.