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1 Empiricism, 2 Scrum Values - Coggle Diagram

- - - - any deviation from a plan is evidence of poor performance, and questioning a plan is viewed as “being negative”.
      - False certainty does us no good; it actually prevents us from making good choices and from achieving greater goals
      - waste of time and discourages important learning
      - Instead of demanding predictable plans, focus on articulating clear goals and clearly framing experiments
      - open to learning new things
    - - Value instead velocity (story points or other units of works)
      - What is better: driving 100 miles per hour in the wrong direction, or one mile per hour in the right?
      - Productivity is important, but tracking does not help to improve it.
      - Instead, focus your efforts on removing waste and impediments, and clearly articulating goals
      - When walking a rough and uncertain path, it’s not how fast you go that matters but whether you reach your destination
    - - Each of us likes to believe that we are on the path to success
      - we really have no idea of the kinds of opportunities we may encounter along the way
      - The reality is that we cannot really imagine what jobs will exist in ten years, or even five
      - By cultivating flexibility, by trying new things, and by solving hard problems and acquiring whatever skills we need to do so
      - In the end, adaptability and ability to learn quickly are the keys to success
    - - “magical thinking”: organizations seem to believe that they can predictively plan how they are going to “become agile”
      - This is usually based on the misconception that agile is a process, or is rather like a tool, that can be “installed” or “rolled out” to an organization
      - cultural quality, a way of thinking and acting that deeply changes
      - It is a way of thinking and acting that involves continually seeking better results and better outcomes
      - There is no “magical” set of practices, roles, or processes that makes this easier.
- - - - This is a subset of the release goal
  - - - That might elicit the impression of the weather forecaster attempting to provide us with the best possible information
      - She works with what is known
      - She doesn’t provide a guarantee, but something that we can work with to make decisions
      - A “commitment” in Scrum is a pledge to do our best with what we have.
- - - - Limit the number of things that you are going to change. If it is a significant or challenging thing, then only take one action. Talk about this item in each Daily Scrum
    - - overwhelmed
      - not seeing any way that the team could work better
        
        How to solve
        
        If the team have a common goal, then the current state can be compared with that goal
        
        find the one change that will give the most benefit for the least effort
        
        Once a change, no matter how small
    - - agility is a continuous process and a mindset, not a state
      - The organisation needs to move to the mindset that things will be different, every day, every week. That is at the heart of business agility
      - the structure provides the robustness needed to embed an enduring change.
      - Your team will have developed into a state of continuous improvement, using agile tools and techniques to deliver a better product, more frequently.
- - - - The team took credit for having worked hard whether or not that hard work generated business value
      - Remaining participants were managers instead of stakeholders
  - - - Take on work, make a plan to complete the work and excecute the plan
    - - between 3 and 9 people, and consisting of all the skills necessary to do the work required
    - - The team takes ownership of a specific Definition of Done and only shows work done in a Sprint that meets the definition
    - - Stakeholders learned to respect the Product Owner and the Product Owner developed the courage to take ownership of the product.
    - - give the team an opportunity
        to self-correct
    - - The team owns the responsibility to improve based on empirical learning
      - Only when the principle of owning adaptation was taken seriously did the Sprint Retrospective become an opportunity to improve
    - - delivering measurable business value, is the most
        important one
      - When the backlog is refined and work is taken on in a Sprint Backlog, it must be accompanied by some hypothesis about the value it will deliver. This value must be expressed in a way that is quantifiably measurable after it is released, and tracking against that metric is required
- - - - What is important about [Scrum value]?
      - What does it look like to honor [Scrum value] in our daily work?
      - What does it look like to ignore [Scrum value] in our daily work?
      - How does it feel to be in alignment with [Scrum value]?
  - - - How did we honor [Scrum value] this Sprint?
      - Which Scrum values helped us achieve [outcome]?
      - Which values do we want to honor more?
      - What will be possible when we honor this value?
      - In what situations does it feel most difficult to honor [Scrum value]?