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Coaching, Coding and Learning By George Evjen
Book Notes From: 'Scrum: The Art of Doing Twice the Work in Half the Time' By Jeff Sutherland

Observe, Orient, Decide, Act

  • Designed Scrum to allow a Product Owner to make decisions quickly, based on real-time feedback.
    • By getting constant input from whoever is getting value from what you're doing.
    • You're in a position to constantly adjust your strategy and more quickly succeed.
  • The idea goes by the name OODA
    • Observe :
      • its clearly seeing the situation as it unfolds
      • Moving outside of yourself to see the whole picture - not merely your own point of view.
    • Orient:
      • Its not just about where you are; its also about what outcomes your capable of seeing
      • The menu of alternatives you create for yourself.
  • What Scrum does, by delivering a working increment, is give the Product Owner the ability to see how much value that increment creates - how people react to it.
  • The key is not to have fully established design at the beginning but, rather, to make a functional prototype, then see what can improve.
  • The idea is that the sooner you have some real feedback, the faster you can make a better 'car'.
  • Think about a minimum viable product.
    • What is the absolute least I can build and still deliver some value to a customer.
  • If you can't put something before an external customer - identify an internal customer - who can act in lieu of the public.
  • Create an opportunity to inspect and adapt.
  • Stark choice in front of you - change or die
    • If you don’t get inside your competition's decision loop - they'll get inside yours


First Things First

  • Product Owner - constantly updates the product backlog
  • The key is to figure out how to deliver the most value the most quickly.
  • You keep updating and prioritizing the backlog of each sprint.  - toward the order that delivers value the fastest.
  • The key thing to remember is that the order is always in flux.
  • Acknowledge uncertainty, to fully accept that your current snapshot of order and value is only relevant at that one particular moment.  - it will change again and again.



  • So you have your priorities - you know where the 80% value lies.
  • Whenever you are making something - you want to put it in the hands of those who are actually going to use it as fast as possible.
  • You need to get that product out to the public as early as is feasible
  • When you do an official release or a rollout of a big program - you'll have already adjusted and found out what people actually value.
  • Once people have your product or service - they'll tell you what the next most valuable things are.
    • Then develop 20% of that and deliver again and again.
  • Don’t focus on delivering a whole list of things - everything and the kitchen sink - focus on delivering what's valuable.


Money for Nothing and Change for Free

  • It's tempting to say "Well, that covers it" - then the contractor says "I'm agreeing to this and only this. If you want any changes it will cost you.
  • Building blocks of Scrum
    • By managing themselves as a cross-functional unit, the team was able to accelerate quickly - delivering more faster.
    • At the end of the sprint - an increment of the product was done.
  • Each sprint the Product Owner was able to re-prioritize the backlog based on customer feedback.
  • Everyone works towards the same goal with the same vision -
    • Deliver real value as fast as possible.



  • Management of risk is at the heart of any successful business.
  • What scrum allows you to do is reduce the risks of failure.
  • There are three types of risk
    • Market Risk
      • Scrum helps you minimize it by emphasizing incremental delivery.
    • Technical Risk
      • Is it possible to build what the customer wants.
      • Build a few different prototypes to see which one works best before going into full production.
    • Financial Risk
      • Can we sell what we've built.
      • Causes most companies to fail.
      • They have built something cool - but cant sell it
  • Another way companies fail - is by overpaying  to acquire customers.
  • What Scrum does for business is answer the key question fast:
    • Will we make money making this?
    • By putting incremental releases in front of customers quickly, you'll find out what customers value and what they are willing to pay for.
Posted on Thursday, July 21, 2016 10:57 AM Scrum | Back to top

Comments on this post: Scrum - Doing Twice the work in half the time - 11

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Doing it right, you will surely achieve the positive results. - Mark Zokle
Left by Alfred Bill on Sep 12, 2016 8:38 AM

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