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

“Never leave the ending until the end.”

Anything that allows a developer to be free to create seems like a value-add. The responsibility for updating work is still there, the commitment to completion is still there, the process is just much simpler.

leader, and more importantly the right type of leader, will emerge from the wisdom of the team, and should never be imposed ahead of time, or indeed at any time. People outside of the team are not the best positioned to know what the team requires. Well-functioning, self-organized teams will request leaders as needed. I have seen this, and it is go

work. I am a strong believer in business value and profit growing from a sense of love and satisfaction for what we do, from care and passion, not from being streamlined and made hyper- or ultra- anything. I want to see The People’s Scrum, not the VC’s Scrum, or the CEO’s Scrum, or the Consultant’s Scrum. I believe only The People’s Scrum is sustai

When you remove a practice, you can safely do so if you retain the value that practice was providing. As an example, dropping ideal developer days as a measure and not estimating at all may be unwise, but replacing this technique with a relative measure, such as tee-shirt sizing, is smart; it retains the value that estimation provides and brings be

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

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.

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.