- Hardcover: 256 pages
- Publisher: Crown Business (Sept. 30 2014)
- Language: English
- ISBN-10: 038534645X
- ISBN-13: 978-0385346450
- Product Dimensions: 16.5 x 2.5 x 24.1 cm
- Shipping Weight: 454 g
- Average Customer Review: 28 customer reviews
- Amazon Bestsellers Rank: #1,643 in Books (See Top 100 in Books)
Scrum: The Art of Doing Twice the Work in Half the Time Hardcover – Sep 30 2014
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"Full of engaging stories and real-world examples. The project management method known as Scrum may be the most widely deployed productivity tool among high-tech companies. On a mission to put this tool into the hands of the broader business world for the first time, Jeff Sutherland succeeds brilliantly.”
--Eric Ries, New York Times bestselling author of The Lean Startup
"Engaging, persuasive and extremely practical...Scrum provides a simple framework for solving what seem like intractable and complicated work problems. It’s hard to make forward progress when you can’t see your impediments clearly. Sutherland offers a lens to remedy that. Amazingly, this book will not only make your life at work and home easier, but also, better and happier."
--Shawn Achor, New York Times bestselling author of Before Happiness and The Happiness Advantage
"This book contains immense practical value that could be transformative for your company. If you have a project that requires people to accomplish, your first act should be to read and be guided by Scrum."
--Stephen Lundin, New York Times bestselling author of Fish: A Remarkable Way to Boost Morale and Improve Performance
“Scrum is mandatory reading for any leader, whether they’re leading troops on the battlefield or in the marketplace. The challenges of today’s world don’t permit the luxury of slow, inefficient work. Success requires tremendous speed, enormous productivity, and an unwavering commitment to achieving results. In other words success requires Scrum.”
--General Barry McCaffrey
“Jeff Sutherland has written the essence of Scrum for the masses. In this easy-to-read book, which is filled with lively stories, apt metaphors, and illuminating quotes, Jeff has converted all the ‘tacit knowledge’ he has gained -- as a West Point cadet, fighter pilot in Vietnam, Aikido enthusiast, academic, technology expert, and father of Scrum -- into wisdom. This book elevates Scrum from a fix-it tool to a way of life.”
--Hirotaka Takeuchi, Professor of Management Practice, Harvard Business School
“Jeff Sutherland's book masterfully speaks truth to the political complexities that easily stand in the way of getting a lot of work done in the least amount of time. He lays out a doctrine of simplicity, showing -- with surprising insight -- how to categorize roadblocks, systematize solutions, choose action over prolonged study, and retain the important emotional aspects of work that ground meaningful interactions. The busy professionals who’ll likely be drawn to this book will find not only an effective manual for getting things done but, also, a how-to guide for living a meaningful life.”
--John Maeda, Design Partner, Kleiner Perkins Caufield & Byers
“This extraordinary book shows a new way to simplify your life and work, increase your focus, and get more done in less time than you ever thought possible.”
--Brian Tracy, bestselling author of Eat that Frog and Time Power
"I've used Scrum on projects big and small throughout my software career with great success. It's the best way I know to manage small teams and no doubt has applications beyond software. This book cuts through the jargon and pedagogy and gets to the essence of what makes it work."
--Adam Messinger, Chief Technology Officer, Twitter
“Engaging…Sutherland tackles the problem of the perennially late, over-budget project—and actually shows how to solve it. His fascinating examples of rescued projects will change the way you think and act."
--Dorothy Leonard and Walter Swap, authors of Deep Smarts: How to Cultivate and Transfer Enduring Business Wisdom
“Jeff Sutherland is the master of creating high-performing teams. The subtitle of this book understates Scrum’s impact. If you don’t get three times the results in one-third the time, you aren’t doing it right!”
--Scott Maxwell, Founder & Senior Managing Director, OpenView Venture Partners
“Jeff Sutherland used the common-sense but seldom-applied principles of the quality movement, user-centered design, and lean development to come up with a process that dramatically increases productivity while reducing employees’ frustrations with the typical corporate nonsense. This book is the best description I’ve seen of how this process can work across many industries. Senior leaders should not just read the book—they should do what Sutherland recommends.”
--Jeffrey Pfeffer, Professor, Stanford Business School and c-author of The Knowing-Doing Gap
“Groundbreaking…Will upend people’s assumptions about how productive they can actually be…Here Jeff Sutherland discloses to the non-tech world the elegantly simple process that programmers and Web developers have been using since he invented Scrum, showing how a small, empowered, and dedicated team can deliver significantly higher quality work at a faster pace through introspection, iteration, and adaptation.”
--Michael Mangi, Senior V.P. of Interactive Technology, Social@Ogilvy
“As a warrior-citizen of the United States Army Reserve, co-founder of a software startup, and harried father of teens, I found myself instantly drawn to this eye-opening guide, which suggests how we can balance our vital roles with discipline and joyful diligence. Sutherland’s secret to surmounting professional and personal obstacles is approaching tasks with deliberate attention and a resilient mindset. This book will change the way you do everything. Even better, it will help you feel good in the process. Just read it, and get more done.”
-Arnold V. Strong, CEO of BrightNeighbor.com, and Colonel, US Army Reserve
"This deceptively simple system is the most powerful way I've seen to improve the effectiveness of any team. I started using it with my business and family halfway through reading the book."
-Leo Babauta, creator of Zen Habits
About the Author
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.
J.J. Sutherland spent most of his career covering wars, conflicts, revolutions, disasters and terrorist attacks for NPR. More recently, he has been writing, teaching, and consulting with corporations and non-profits on how to use Scrum. His work has been recognized with Peabody, DuPont, Overseas Press Club, Associated Press and Edward R. Murrow awards.
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Top Customer Reviews
Twenty years ago, Sutherland created a new approach called "Scrum." He thoroughly explains it in this book. Basically, scrum is a process by which, after launching a project, you "check in, see if what you're doing is headed in the right direction, and if it is actually what people want." There are three essential components: Initiate, Inspect, and Adapt. Periodically, stop your work and determine if it's still what you should be doing and how you might do it better. "It'd a simple idea, but executing it requires thought, introspection, honesty, and discipline."
As I began to work my way through Sutherland's lively and eloquent narrative, I was again reminded of what Anjali Sastry and Kara Penn have to say about this approach in their book, Fail Better, when affirming that it offers a much better approach to innovation: designing smart mistakes, learn from them, and thereby achieve greater success and do so sooner.
Peter Sims has much of value to say about this strategy in Little Bets: How Breakthrough Ideas Emerge from Small Discoveries. As he explains, "At the core of this experimental approach, little bets are concrete actions taken to discover, test, and develop ideas that are achievable and affordable. They begin as creative possibilities that get iterated and refined over time, and they are particularly valuable when trying to navigate amid uncertainty, create something new, or attend to open-ended problems."
These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Sutherland's coverage:
o A New Way of Thinking (Pages 7-10)
o Don't Go Chasing Waterfalls (31-34)
o Inspect and Adapt (34-36)
o Scrum in the Time of [Employee] Revolt (48-51)
o Scrum at War (54-58)
o The Scrum Master (61-62)
o The Sprint (72-76)
0 Time and Time Again (81-83)
o Do One Thing at a Time (88-94)
o Do It Right the First Time 97-100)
o Size Does Matter But Only Relatively (121-124)
o The Oracle of Delphi (125-129)
o There Are No Tasks, there Are Only Stories, and, Write Short Stories (132-136)
o Know Your Velocity (139-143)
o Quantifying Happiness (148-152)
o Delivering Happiness (157-=160)
o The Product Owner (176-180)
o Risk [Management] (197-199)
o How We'll All Work One Day (222-229)
On occasion, during a project guided and informed by Scrum principles, courage will also be required, especially when it becomes obvious that the given project must be abandoned, placed on hold, or totally reconstituted. It is important to keep the ultimate design goal clearly in mind: to enable individuals and especially teams to increase their efficiency and productivity by eliminating waste of resources.
Whether or not any team or individual can do twice the given work in half the time depends on factors beyond Sutherland's control. Self-motivation, for example, and the environment within which the effort is made. That said, he offers a mindset and a process worthy of careful consideration. Among the many benefits of what he recommends is that almost anyone can easily understand the three stages of Scrum: initiate, inspect/evaluate, and then adapt before proceeding.
In this context, I am again reminded of an observation made by Peter Drucker in an HBR article in 1993: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." It makes no sense whatsoever to master the art of doing twice the work in half the time if the given work is not worth doing or significantly less important than other initiatives.
I agree with Jeff Sutherland that almost any organizational objective is achievable. I also agree with Thomas Edison: "Vision without execution is hallucination." Scrum can be the bridge between a compelling vision and its fulfillment. I urge you to check it out.
this book is about the why of scrum, not the how
This book is very light on the how, you only get 4 pages in the appendix, but this is actually a good thing
To really appreciate scrum you need to know the why, this is because scrum is more of a way of thinkings, rather than steps and techniques or tools to completes certain tasks or project
I took away one star, because, I believe the author (the creator of scrum) could have challenged himself a little more and elaborated on why some people fail to implement scrum, many people and projects do fail under scrum, the author needed to spend more time being critical of the method he invented
Other than that, it is a wonderful book, possibly the only book you need to learn scrum
And to anyone who ever worked in teams that claim to be Agile.
Remember: Evil systems, not evil people. But, mostly, peolple who are afraid of really making the effort to truly be Agile.
Nice work, full of interesting examples, and great stories. And it makes for a very easy and entertaining read.
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