The People's Scrum: Agile Ideas for Revolutionary Transformation

Empathy and compassion as agents of change need an advocate too.

“Never leave the ending until the end.”

Crafts, by their nature, are emergent and adaptive, while engineering practices are far less so.

There are only two weeks in a two-week sprint. There are only seven people on a seven-person team. Going faster can only mean going crappier.

Agile practice without self-organization is just another management-led process, and will stay rooted in the existing status quo.

People are puzzles waiting to be solved, but mostly unsolvable. We selectively and cautiously share our stories, observing social mores and cultural etiquette; we distribute ourselves and hide behind masks. It is hard to gather all the pieces back into one place, to peel away the facades and see the core beauty of another. Though difficult, it shou

Since 2005 I have discouraged all teams I work with from measuring and tracking in hours. Using the “one-day task” rule will very quickly uncover impediments and dysfunction. It will also free up your developers to actually focus on the work, and off the numbers. The ultimate goal is to take focus off the tasks altogether, and focus on the actual r

Distributed teams are not teams; they are at best a collection of people who communicate regularly.

Distributed teams require coordination and management and thus can never be truly self-organizing.