The Art of doing twice the work in half the time

Introduction

Scrum has been revolutionary in the year that Jeff Sutherland introduced it as an opportunity to boost human advancement. Many have described the release of Scrum in 2014 as an important moment in the history of mankind. The name comes from the sport of rugby, which emphasizes the importance of teamwork that is intense. It’s a technique that has been that is incorporated into the majority of leading technology firms in the world. We’re aware of its effectiveness.

This book outlines the reasons it is effective. The book examines various real-world scenarios to show how people struggle to complete tasks efficiently and with speed. The author asserts it is possible that Scrum strategies can help solve this issue. Scrum-based orientation can be found in the genesis of numerous modern accomplishments. Jeff’s method was instrumental in bringing the FBI to the present for instance. Scrum also helps decrease the amount of poverty that exists in the world’s poorest regions. The book is based on the knowledge Jeff has gained from martial arts, judicial decision-making advanced aerial combat, and robotics.

1. ATMs Were the Inspiration for Scrum

Sutherland first recognized society’s poor approach to productivity when he was helping in the deployment of ATMs across the US. Sutherland believed that the traditional method of managing software development, such as the “waterfall” system that is used with ATMs was ineffective. Sutherland was also adamant about the use of Gantt Charts that illustrate the timeline and progress of the various pieces of a plan. He came across a Japanese paper released in 1986, and entitled,

“The New New Product Development Game.” The paper was composed by Hirotaka Takeuchi and Ikujiro Nonaka. They focused on the importance of multi-functional teams to create a more efficient and more flexible work environment.

2 The Scrum Fundamentals

These are the key takeaways that were influenced by Takeuchi along with Nonaka’s research paper which established the basis of Scrum:

The moment you wait is the death Do not pause for too long. Instead, you should follow this sequence of steps: observe identify, make a decision, then take action. It is important to understand exactly where your colleagues and you are. Consider your options, make an informed decision, and take action based on the decision.
Search for answers in the outside world The most adaptable systems take their cues from the environment around them. They study the best characteristics of other systems and then apply the same principles in their personal.
Teams Need to Be Organized correctly To allow an organization to succeed its teams, it should be autonomous, cross-functional, and empowered.
Don’t just guess Instead of making assumptions about whether something will work you should just try it. Make a plan of what you wish to accomplish and then take action. Examine whether the decision resulted in the desired outcomes and then alter your actions according to the outcome. Repeating this procedure regularly can help both you and the team members achieve continual improvement.
Shu Ha Ri Shu Ha Ri Chinese mantra is “obey to, separate and detach.” It is first necessary to follow the rules and regulations that have proven successful. Once these are in place and you are able to think differently. In a degree of mastery, one can break away from the basic rules and take a different approach.

3 The Sprint Cycles are essential for enhancing Efficiency

As human beings, we have a difficult time focusing. The struggle to concentrate is one of the reasons why Sutherland is a proponent of Sutherland’s Sprint Cycle. Sprint Cycles function in which work features are constructed in the quickest time possible over an agreed-upon time.

The term “sprint” is often used to refer to times boxes. They each have set times and durations and should be maintained in a consistent manner to help you establish an established routine. In this period, you want to transfer as many tasks as you can from the Backlog to Doing. Your Backlog is a compilation of work assignments that are still unfinished. It is important to focus on the projects that could be declared “Done” at the time you finish this period.

Backlog, To Do, Doing, and Done

When you are participating in your Sprint Cycle, Sutherland suggests that you ask yourself these three questions:

What did you do today to assist the team in finishing the race?
What are you planning to accomplish today in order to assist your team complete the race?
What obstacles are standing in the way of your team?

4: Plan your Information and Time

Sutherland recommends teams trace information flows and communications. Maps help your team identify problems and areas where the flow of information is slow. Another method to increase the productivity of the team is to ensure that meetings are scheduled regularly and with purpose. Jeff suggests that meetings are scheduled weekly or daily with a maximum time of 15 minutes.

As a group, it is important to ensure that this time is spent providing useful and actionable information. Therefore, everyone in the group must be involved actively in some manner.

Here are some of the main ideas Scrum conveys in the field of time:

The time we have is limited, and it must be treated in that manner. To maximize your time, ensure that your work is to be time-based. Break down your work into regular, scheduled brief time frames. These Sprint Cycles should last between one to four weeks.
The final day of the Sprint Cycle should bring some results to prove it.
Communication is crucial to make good use of time. Saturated communication accelerates the pace of work.
One day of meetings is the minimum. Set aside a time each day to see what could be done to improve the efficiency of your workflow, and then execute it.

5: Blindly Observing plans is a stupid thing to do.

One of the main ways that people try to improve their efficiency is to plan. Jeff acknowledges that planning can be beneficial in certain situations however blindly following plans is not wise. Overplanning is among the most serious flaws in our society. Companies often attempt to organize a whole project using complex and confusing charts, which include each sub-task.

However, when plans that are detailed do not match reality, they frequently end up falling apart. They are too rigid and hinder us from adapting to changes in the environment as we go along. This is why Jeff advises us to be prepared for the possibility of change. This will lead to the discovery of new ideas and discoveries.

In this story, Jeff provides some clear ways to confront our dysfunctional working environment:

Check and adjust Do not allow yourself to slip into autopilot mode and not evaluate. Sometimes, stop the work you’re doing and look back at the actions you’ve taken. Examine whether the method you’re using is functioning. Examine whether you could have improved your approach.
Change or die Staying with traditional ways of working is a surefire failure. You must be prepared to adapt to stay ahead of your competition, or they will make changes before you do and then leave you stuck in your old outdated, ineffective ways.
fail quickly, so you Can Correct It Early It is a tendency among organizations to devote excessively to meetings and procedures. It is generally more effective to produce tangible value that can be examined frequently. If you’re doing work that does not yield tangible value, then it is time to put it down. If the product you’re creating requires a change, the change should be made in the early stages.

6: Success is Based on Team Efficiency

Scrum is effective when teams in an organization work effectively. Sutherland asserts that team efficiency has a greater effect than personal efficiency. A large number of people and many resources will render the unit more efficient. In an effective team, you should have at least three members. The majority of the time, seven people are the ideal amount for an entire team. If a team is larger than nine people will decrease the efficiency of the team.

The following bullet points outline the way Sutherland defines a team that has the essentials for success:

The agreement on a higher goal over the goals of any individual
Autonomy, in which each team has the ability to make decisions, without approval from anyone else
The team has all the skills needed to finish a task
There is no blame or finger-pointing. No one is responsible for poor outcomes It is the system that is at fault.

7: Multitasking makes you stupid

One of the methods that are commonly promoted in companies is multitasking. Sutherland believes that it is best to concentrate on one thing and then shift to a different task. Sutherland believes that working on multiple things at once will slow you down and decrease the performance of both tasks. Thus, you should focus on the one task at going and ensure that you are doing things correctly at the beginning. If you commit an error and you want to fix it, make sure you correct the error or bug when you discover they are there. If you wait to fix something later, it will reduce the efficiency of your system.

8: Three Types of Waste

In this book, Sutherland lists three different types of garbage: Muri, Mura, and Muda. Muri is often associated with waste because of its inconsistency. Mura is associated with waste due to inconsistency. Additionally, Muda is associated with the waste of suboptimal results.

9 The Effects of Working Too Hard Lead to mistakes

The long hours you work can be a waste of time. It’s not a mean that you’ll get more accomplished; less accomplished. While working hard is essential to success, overworking can cause fatigue. Fatigue causes mistakes. You should work on weekdays and at reasonable hours. Make sure to take time off for vacations in order to avoid burnout. This is also in line with Jeff’s assertion that heroic effort shouldn’t be thought of as a positive quality. It is more likely that Jeff sees it as an act of failure to plan.

Additionally, the goals that you create must be ones that you can achieve–establishing goals that are challenging and attainable can motivate you. Unattainable goals can make you disappointed and decrease your motivation.

10: The True Happiness is in the Process

Sutherland states that happiness is an important factor in predicting the outcome. The concept of happiness can be applied to both teams and individuals. It is defined as a mixture of mastery, autonomy, and the desire to achieve.

True happiness can be found by the way you go, not the end result. Many organizations reward accomplishments. Instead, we should be rewarding those who are striving to achieve excellence. It is the job that of Scrum Master to ensure that teams are prevented from becoming complacent.

This person is who is in control of team members. The concept of pride is usually linked to rewards that are based on the outcomes. Instead, you should reward your team members when they’re doing the right thing to push them to achieve greatness.

Here are a few factors Jeff Sutherland believes that happiness helps your team work better:

Happiness can help you make better choices
Happiness allows individuals to develop more imaginative
Happiness makes people less likely to quit their jobs.
If you can measure your happiness, you’ll be able to observe how it enhances your performance. Happiness is a metric that looks forward While other metrics tend to be backward-looking.

One of the aspects of team satisfaction that Jeff mentioned was the notion of total transparency within the company. There should not be any secrets kept. For instance, everyone must know about each other’s earnings and bank accounts. Dissing information from one another will only benefit those seeking to aid themselves.

Also, we shouldn’t let our happiness completely take over in the hope that we believe that we’re doing better than we actually are. We should, therefore, always gauge our happiness against our performance.

11. What to Prioritize?

What are your priorities as an organization should be determined by asking yourself these questions:

Do you think it will have a significant impact?
What will it mean for our clients?
Can it generate money?
What is the easiest method to implement?

To figure out which job to start with making an outline of all tasks that can be accomplished in a given project. You should then put the items that have the greatest value and the lowest risk in the top position in your list of Backlogs. Complete the remainder of your list by applying the same method to the remaining tasks. Prioritizing people based on value makes them produce the most important work first.

Regarding the revenue stream, Sutherland recommends identifying 20 percent of the input that generates an 80% return. Together, a team must figure to determine where the highest worth can be created with the most effort. This is known as”Minimum Viable Product” (MVP) as well as usually associated with Rapid Prototyping which is the process of getting your product on the market as fast as is possible.

In order to quickly prototype your product in a non-tech-based setting, You must try your product, but you must make it available to your users as fast as you can. After that, you will get feedback from your customers and tweak your product accordingly.

12: Scrum Can Influence Any Sector

Scrum enhances any human endeavor. It can be applied to anything. This story shot gives an example of the way Scrum can be used to do exactly what it is designed to do. Here are two instances that are far from the world of business.

Scrum is used in numerous Dutch school districts. They saw an immediate increase in test scores by more than 10%.
Scrum is being utilized to implement Scrum in Uganda as part of the Grameen Foundation to tackle poverty. Scrum is utilized to supply market and agricultural data to farmers who are poor in rural areas. After the launch of Scrum, farmers have seen the double of their crop and double their income.

13: Never Plan Fantasy

Sutherland recommends only planning those tasks that have to be accomplished. Therefore, we shouldn’t plan everything out for years ahead. All we have to do is make enough plans so that our staffs are active and productive.

Another common error is to make plans in absolute terms, or in increments of hours. The method is not flexible enough and doesn’t take into account the many variables that affect the number of time tasks take. Make use of something more flexible, such as T-shirt sizes to indicate the magnitude of a task.

When you plan, make sure to consider the task as a narrative (a real one that is, of course). Also, consider the people who are going to gain value from the task. Consider the significance. Then, think about the reason why they require this benefit.

Find out your team’s production speed. Each team needs to know the amount of work they can complete within a Sprint Cycle. They must also be aware of how they can increase this speed by being more efficient.

It is possible to set targets for your group that may seem a bit out of reach prior to adopting a Scrum approach (such as double your productivity).

14: How to Increase Efficiency

And lastly, Jeff encourages practices that allow for smoother and more efficient work. Scrum is all about enabling the greatest fluid flow possible. Therefore, we must eliminate any policy that hampers the efficiency of our team. If you can, eliminate all unnecessary documents, meetings, forms, or guidelines. These are things that hinder the process of creating a team that is productive. Also, avoid actions that create emotional turmoil or harm other members of the team.

15: Product Owners Are Essential

The product’s owner decides on what work to be completed. They decide on what’s on the backlog, and in which order backlog items are finished. Jeff says that product owners are excellent product marketers. The owner of the product doesn’t need to know the technical aspect of their product. Instead, they should comprehend the product from a consumer’s perspective.

The person who is in charge of the product must constantly think about what the user of the product requires. They must put themselves into the position of the people who will benefit from your products. Jeff states that both the scrum master and the owner of the product are accountable to different expectations. The scrum master as well as the team are accountable for the speed with which work is getting done. The owner of the product is accountable for transforming the productivity of his team into an asset.

Jeff describes the role of the owner of the product using four traits:

A ScrumMaster is responsible for the who while the owner of the product is the who. The latter should be spending most of their time with the clients. The person who is in charge of the product should understand the market in order to know what can make an impact.
The person who is responsible for the product needs to be given the power to make decisions. They should be given the power to determine the vision of the product without having management block the decisions.
The owner of the product has to be reliable, consistent, and readily available. The key to the team’s success is the constant dialogue between team members and the owner of the product. So, select a product owner with the time and energy to talk for the group. This is not the case for CEOs or other executives with senior positions.
The owner of the product must be accountable for the value. Jeff evaluates a product’s performance by the amount of revenue they earn per effort. For example, let’s suppose that the team produces forty points per week. In that scenario, Jeff would like to determine the amount of revenue produced from each one of 40 points.

Final Review and Analyses

As Sutherland says, Scrum is “The Art of Performing Twice the work in half the time.” In a way, by removing rigid micromanaging strategies and bureaucratic structures teams can work more effectively, and this has been proven globally in the fields of the realms of government, business, and education. This book provides useful information about Scrum basics including sprint cycles, intelligent organizing, and prioritizing, which helps avoid burning out, distraction and wasted time, efficient leadership, and, most importantly effective teamwork.

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15 Top learnings from The Art of doing twice the work in half the time