Scrum

1. Scrum: A Revolutionary Framework for Faster, Better Work

Scrum embraces uncertainty and creativity. It places a structure around the learning process, enabling teams to assess both what they've created and, just as important, how they created it.

Origins and core principles. Scrum, developed by Jeff Sutherland in 1993, is a framework for project management that emphasizes flexibility, adaptation, and rapid delivery of value. It draws inspiration from various sources:

• Japanese manufacturing techniques, particularly Toyota's production system
• The OODA (Observe, Orient, Decide, Act) loop from military strategy
• Agile software development principles

Key elements of Scrum include:

• Self-organizing, cross-functional teams
• Work divided into short "Sprints" (typically 1-4 weeks)
• Daily stand-up meetings for coordination
• Regular review and adaptation of processes

Revolutionary impact. Scrum has demonstrated remarkable results across industries:

• Productivity increases of 300-400%, with some teams achieving up to 800%
• Significant improvements in product quality and customer satisfaction
• Faster time-to-market and ability to adapt to changing requirements

2. The Power of Small, Cross-Functional Teams

Great teams have a purpose that is greater than the individual; e.g., burying General MacArthur, winning the NBA championship.

Optimal team size. Research consistently shows that smaller teams are more effective:

• Ideal size: 7 people (plus or minus 2)
• Teams larger than 9 people experience diminishing returns due to increased communication complexity

Cross-functionality. Effective Scrum teams possess all skills necessary to complete a project:

• Eliminates handoffs between specialized departments
• Promotes shared responsibility and rapid problem-solving
• Enhances creativity and innovation through diverse perspectives

Team dynamics. Successful Scrum teams exhibit:

• Transcendent purpose: A shared goal beyond individual interests
• Autonomy: Freedom to make decisions and self-organize
• Mastery: Continuous improvement of skills and processes

3. Time Management: Sprints and Daily Stand-ups

Do It Right the First Time. When you make a mistake, fix it right away. Stop everything else and address it. Fixing it later can take you more than twenty times longer than if you fix it now.

Sprints. Short, focused work cycles (typically 1-4 weeks) that:

• Create a sense of urgency and focus
• Allow for regular feedback and course correction
• Deliver tangible, working results at the end of each cycle

Daily Stand-up Meetings. Brief (15-minute) daily team check-ins that:

• Enhance communication and coordination
• Quickly identify and address obstacles
• Maintain team alignment and momentum

Time-boxing. Scrum emphasizes fixed time periods for work and meetings:

• Improves focus and efficiency
• Reduces wasted time and unnecessary meetings
• Encourages prioritization of high-value tasks

4. Eliminating Waste and Maximizing Efficiency

Doing more than one thing at a time makes you slower and worse at both tasks. Don't do it. If you think this doesn't apply to you, you're wrong—it does.

Multitasking myth. Research consistently shows that multitasking reduces productivity:

• Cognitive switching costs lead to a 20-40% reduction in efficiency
• Quality of work decreases across all tasks attempted simultaneously

Work in progress (WIP) limits. Scrum encourages focusing on fewer tasks at a time:

• Reduces context switching and cognitive load
• Increases flow and productivity
• Improves quality by allowing full focus on each task

Continuous improvement. Regular retrospectives help teams identify and eliminate waste:

• Process inefficiencies
• Unnecessary meetings or documentation
• Impediments to productivity

5. Planning for Reality, Not Fantasy

The Map Is Not the Terrain. Don't fall in love with your plan. It's almost certainly wrong.

Adaptive planning. Scrum replaces detailed upfront planning with iterative, reality-based approaches:

• Regular re-prioritization based on new information and feedback
• Emphasis on delivering working products/features early and often
• Acceptance of uncertainty and change as normal parts of the process

Estimation techniques. Scrum uses relative sizing instead of absolute time estimates:

• Planning Poker: Team-based estimation using Fibonacci numbers
• T-shirt sizes: Simple small/medium/large categorization of tasks

Transparency. Visual management tools keep everyone informed of progress:

• Scrum boards: Physical or digital representations of work in progress
• Burndown charts: Visual tracking of work completed vs. remaining

6. Happiness as a Key Performance Indicator

It's the Journey, Not the Destination. True happiness is found in the process, not the result. Often we only reward results, but what we really want to reward is people striving toward greatness.

Happiness metric. Regularly measuring team happiness can:

• Predict future performance and productivity
• Identify issues before they become critical problems
• Improve team morale and retention

Components of workplace happiness:

• Autonomy: Control over one's work and decisions
• Mastery: Opportunity to improve skills and grow
• Purpose: Connection to a larger, meaningful goal

Creating a positive work environment:

• Transparent communication and decision-making
• Regular feedback and recognition
• Opportunities for learning and growth

7. Prioritizing Value and Continuous Improvement

The idea is to deliver those 20 percent of features that hold 80 percent of the value as quickly as possible.

Value-driven prioritization. Scrum focuses on delivering the highest-value features first:

• Product Backlog: Prioritized list of all potential features/work items
• Regular re-evaluation of priorities based on new information and feedback
• Emphasis on delivering working, valuable increments in each Sprint

Continuous improvement. Regular retrospectives allow teams to:

• Reflect on their processes and outcomes
• Identify areas for improvement
• Implement small, incremental changes to enhance productivity and quality

Minimum Viable Product (MVP). Scrum encourages releasing early and often:

• Deliver basic functionality quickly to gather user feedback
• Iteratively improve and add features based on real-world usage
• Reduce risk of building unwanted or unnecessary features

8. Scrum Beyond Software: Education, Poverty, and Government

What if people used this method to address the big problems our species struggles with—such as dependence on oil, or poor education, or lack of clean water in impoverished parts of the globe, or rampant crime?

Education. Scrum in schools has shown promising results:

• Students take ownership of their learning process
• Increased engagement and collaboration
• Improved test scores and retention of information

Poverty alleviation. NGOs using Scrum principles have:

• Improved efficiency in delivering aid and services
• Enhanced ability to adapt to changing needs on the ground
• Better measurement and tracking of impact

Government. Scrum in public sector can lead to:

• More responsive and efficient service delivery
• Increased transparency and accountability
• Faster implementation of policy changes and improvements

Scaling Scrum. Principles can be applied to large, complex problems:

• Breaking down big challenges into manageable pieces
• Encouraging experimentation and rapid feedback
• Fostering collaboration across diverse stakeholders

Last updated: January 22, 2025