Jeff Sutherland is currently the CEO of Scrum, Inc. and Senior Adviser to OpenView Venture Partners where he coaches venture-funded companies. One of the original signers of the Agile Manifesto and a father of the Scrum movement, he travels the world conducting training and speaking. You can find him at www.scruminc.com.
We live in a world that is broken. For those who believe that there must be a more efficient way for people to get things done, here from Scrum pioneer Jeff Sutherland is a brilliantly discursive, thought-provoking book about the management process that is changing the way we live.
In the future, historians may look back on human progress and draw a sharp line designating “before Scrum” and “after Scrum.” Scrum is that ground-breaking. It already drives most of the world’s top technology companies. And now it’s starting to spread to every domain where people wrestle with complex projects.
If you’ve ever been startled by how fast the world is changing, Scrum is one of the reasons why. Productivity gains of as much as 1200% have been recorded, and there’s no more lucid – or compelling – explainer of Scrum and its bright promise than Jeff Sutherland, the man who put together the first Scrum team more than twenty years ago.
The thorny problem Jeff began tackling back then boils down to this: people are spectacularly bad at doing things quickly and efficiently. Best laid plans go up in smoke. Teams often work at cross purposes to each other. And when the pressure rises, unhappiness soars. Drawing on his experience as a West Point-educated fighter pilot, biometrics expert, early innovator of ATM technology, and V.P. of engineering or CTO at eleven different technology companies, Jeff began challenging those dysfunctional realities, looking for solutions that would have global impact.
In this book you’ll journey to Scrum’s front lines where Jeff’s system of deep accountability, team interaction, and constant iterative improvement is, among other feats, bringing the FBI into the 21st century, perfecting the design of an affordable 140 mile per hour/100 mile per gallon car, helping NPR report fast-moving action in the Middle East, changing the way pharmacists interact with patients, reducing poverty in the Third World, and even helping people plan their weddings and accomplish weekend chores.
Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and many other disciplines, Scrum is consistently riveting. But the most important reason to read this book is that it may just help you achieve what others consider unachievable – whether it be inventing a trailblazing technology, devising a new system of education, pioneering a way to feed the hungry, or, closer to home, a building a foundation for your family to thrive and prosper.
这是一个并不陌生的奇怪现象:很多人明知道一些工作方法效率非常低,浪费人力物力、缺乏人性、令人沮丧,却依然坚持这么做。而那些顶尖公司的管理者,却总能在第一时间找出前进路上的问题所在,准确地抓住问题的主要矛盾,并以迅雷不及掩耳的速度“一招制敌”……杰夫•萨瑟...
评分今天这本书叫做《Scrum敏捷革命》,作者是美国的杰夫·萨瑟兰写的,他曾是一名优秀的空军战斗机飞行员✈,这本书主要就是讲了一个执行力。 作者发明的这种敏捷管理方法,与传统自上而下的命令式工作流程不同的是,它能够不断的进化跟自我修正。 很多时候我们的执行力,是在上...
评分今天这本书叫做《Scrum敏捷革命》,作者是美国的杰夫·萨瑟兰写的,他曾是一名优秀的空军战斗机飞行员✈,这本书主要就是讲了一个执行力。 作者发明的这种敏捷管理方法,与传统自上而下的命令式工作流程不同的是,它能够不断的进化跟自我修正。 很多时候我们的执行力,是在上...
评分商业的本质就是效率,包括创新的效率、生产的效率、迭代的效率、资金的效率等等。长久以来,提高效率的方法大多以命令和控制为主,科学管理、过程控制等管理技术就是其中的代表。 传统的“甘特图”比较直观地展现了这种模式,首先定义并解释了每一件必须做的事情,然后以环环相...
评分前言 P05 持续改善、最低限度可行产品 第一章 拟定计划是有用的,盲目跟随计划是愚蠢的。 检验与调整。 不改变,就等死。 快快失败,才能速速改正。 P14瀑布法 专案开始(发现)业务需求(设计)技术设计(开发)编码和测试(测试)客户批准及实施 P18 Scrum争球 管理团队对于...
002 哪怕你兢兢业业的做事,大部分工作也浪费了。每次只做一件事。做什么事都要做完,完成一半没价值。一次就把事情做对。
评分还不错,比较会讲故事
评分002 哪怕你兢兢业业的做事,大部分工作也浪费了。每次只做一件事。做什么事都要做完,完成一半没价值。一次就把事情做对。
评分Don't blame the player, blame the game. Gant Charts are bullshit.
评分This is how research is usually done. Should get rid of imposter syndrome and start to believe my way of research is effective.
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