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trivial because obvious the knowledge does not add any value because it is obvious Example: murderer trivial the murderer is a person with a head and a heart, and needs to eat and drink regularly to survive not trivial the murderer is a man with shoulder-length hair, a golden earring in his left ear, and a husky voice trivial because no alternatives If there are no alternatives, the theory will become trivial Example: continuous improvement trivial...
All we are doing is looking at the time line from the moment the customer gives us an order to the point when we collect the cash. -- Taiichi Ohno (src: Book_ This is LEAN - Niklas Modig & Par Ahlstrom)
What does a good scrum master do? Teams private assistent Schedule meetings Work at the team boundary Know the trust level and relationship with the infrastructure team Know the dependencies’ owners relationship level Know the users / depending teams relationship level Help solve conflicts between teams Work on team Build trust Facilitate meetings Alignment Help solve conflicts in the team Dev vs Scrum master Dev = focus, sprint goal Scrum master = improve teamwork
One metric of how iterative you work is the amount of change to the backlog after each sprint review. If none, that you're likely not working iteratively but incrementally
Incremental: big backlog of all stories Iterative: build one thing, wait for feedback > I always confuse these 2 words though… > and some people use them as equal Heuristic_ how iterative is a scrum-team working Iterative development obstacles
Technique_ Walking Skeleton for incremental development Applying this idea to functionality provided by multiple services. If we know we need to integrate with 3 other services to respond to our request, we should then call actual endpoints with dummy implementations (grab dummy data from their database). The walking skeleton should include the integration (HTTP calls, events, …)
You can advocate as strongly for your position as you are willing to inquire about theirs.
Model_ CPR
A compromise reached too soon will short-circuit dialogue. (src: Course_ crucial conversations - Becky Flanagan)
A conversation that ends with agreement is good. A conversation that ends with action is better. (src: Course_ crucial conversations - Becky Flanagan)