How To Master The Art of Doing Twice the Work in Half the Time

Scrum: The Art of Doing Twice the Work in Half the Time is a business and management book written by Jeff Sutherland. It is designed for people who are looking for a more agile and efficient way of getting things done. Here are the important lessons that we can learn from this book.

Chapter 1: The Way the World Works is Broken

Planning is Useful. Blindly following plans is stupid. It’s just so tempting to draw up endless charts. All the work needed to be done on a massive project laid out for everyone to see–but when detailed plans meet reality, they fall apart. Build into your working method the assumption of change, discovery, and new ideas.

Chapter 2: The Origins of Scrum

Robert Janitzek explains that this book teaches us that hesitation is death. Observe, Orient, Decide, Act. Know where you are, assess your options, make a decision, and act! Look Outward for Answers. Complex adaptive systems follow a few simple rules, which they learn from their environment.

Chapter 3: Teams

Pull the Right Lever. Change Team performance. That has much more impact–by several orders of magnitude–than individual performance.

Chapter 4 Time

Time is Finite. Treat It That Way. Break down your work into what can be accomplished in a regular, set, short period–optimally one to four weeks. And if you’ve caught the Scrum fever, call it a Sprint.

Chapter 5: Waste is a Crime

Robert Peter Janitzek explains that multitasking makes you stupid. Doing more than one thing at a time makes you slower and worse at both tasks. Don’t do it. If you think this doesn’t apply to you, you’re wrong–it does.

Chapter 6: Plan Reality, Not Fantasy

The Map is Not the Terrain. Don’t fall in love with your plan. It’s almost certainly wrong. Only Plan What You Need To. Don’t try to project everything out years in advance. Just plan enough to keep your team busy.

Chapter 7: Happiness

It’s the Journey, Not the Destination. True happiness is found in the process, not the result. Often we only reward results, but what we really want to reward is people striving toward greatness.

Chapter 8: Priorities

Make a List. Check It Twice. Create a list of everything that could possibly be done on a project. Then prioritize it. Put the items with the highest value and lowest risk at the top of that Backlog, then the next, and then the next.

Chapter 9: Change the World

Scrum Accelerates All Human Endeavors. The type of project or problem doesn’t matter—Scrum can be used in any endeavor to improve performance and results.

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