Scrum

When you’re thinking about building something, don’t assume you can’t deliver something of value until the very end. Instead, try to think about the minimum viable product. What is the absolute least I can build and still deliver some value to a customer?

Each cycle J.J. would talk to the team and ask three very simple questions: What did you do since the last time we talked? What are you going to do before we talk again? And what is getting in your way? His asking those questions, which is one of the regular rituals of Scrum, forced the correspondents to talk and share with one another.

If something is half done at the end of the Sprint, you’re worse off than if you hadn’t started at all. You’ve expended resources, effort, and time and gotten nothing to a deliverable state. You have a half-constructed car. It might have been better to create something smaller—something that really works.

the “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.