Ken Schwaber’s original Scrum Paper (1995): “SCRUM Development Process”

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ABSTRACT. The stated, accepted philosophy for systems development is that the development process is a well understood approach that can be planned, estimated, and successfully completed. This has proven incorrect in practice. SCRUM assumes that the systems development process is an unpredictable, complicated process that can only be roughly described as an overall progression. SCRUM defines the systems development process as a loose set of activities that combines known, workable tools and techniques with the best that a development team can devise to build systems. Since these activities are loose, controls to manage the process and inherent risk are used. SCRUM is an enhancement of the commonly used iterative/incremental object-oriented development cycle.

PDF file: Scrum OOPSLA 1995

Continuous Delivery

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continuous delivery

Thierry De Pauw (@tdpauw) has a great presentation on the goal and meaning of continuous delivery.

The essentials:

Continuous Delivery is NOT just tooling. It is a mindset to adopt.

It always is about the mindset and the principles.

The goal of Continuous Delivery is to sustainably minimise the lead time to create positive business impact.

Lead time as a metric (= The amount of time that elapses between when a process starts and when it is completed)

Maximise the flow of the software delivery process.

The ultimate aim is a single-piece flow (meaning 1 item at a time goes through the workflow).

Your Definition of Done is when the feature is in the hands of the users.

Indeed, not only: deliver working software, AND deliver working software in use. In fact, the Definition of Done should include validated learning.

Creating feedback loops at all stages of the pipeline.

Whenever something fails in the pipeline, stop the production line.

Build quality-in.

== lean manufacturing principles.

Creating a culture of improvement.

Apply an improvement kata. Use techniques such as value-stream mapping to make pain-points (bottlenecks) visible and to improve.

Giving and receiving feedback

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Quite often people struggle with giving and receiving feedback.

The basic method to apply when expressing feedback is to separate feelings and needs from observations.

This is a structured 4 step approach to express feedback in a non-violent way:


What I observe.

"When I (see, hear) ...


How I feel.

"I feel ..."


What I need or value.

"... because I need/value ..."

4. DIALOGUE + ACTION (= suggestions)

The concrete actions I would like taken (by the other person)

... Would you be willing to ... ?


What are your experiences? Have you tried to communicate in this way?



The 4 part non-violent communication process

Feedback wrap, management 3.0


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Too much management in corporations, we crave true leadership.

  • Identify great leaders
  • Build and grow trust
  • Embrace failure
  • Create an environment
  • Focus on what matters
  • Atomise and keep things small
  • Empower your teams
  • Grow a strong culture
  • Build it with your end users


What would you add?

Thanks to Bertrand Dour (presentation at Agile Tour Brussels 2016)

Evolution of the Agile Manifesto

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agile / manifesto
Team vision and discipline 
over individuals and interactions (or processes and tools)

Validated learning 
over working software (or comprehensive documentation)

Customer discovery 
over customer collaboration (or contract negotiation)

Initiating change 
over responding to change (or following a plan)



No Business Plan Survives First Contact With A Customer – The 5.2 billion dollar mistake.

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lean startup

Incredible story before the 2000 “” boom illustrating the lack of customer development.

Lesson learnt (by Steve Blank)
– Business plans are the leading cause of startup death
– No Business Plan survives first contact with a customer
– Rapidly changing markets require continuous business model iteration/customer development
– Your ability to raise money has no correlation with customer adoption


Leancamp (Rotterdam)

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agile / conferences / lean startup / lean ux

Lean Camp is an unconference on topics as Lean Startup, Lean UX, Design Thinking, Product design, etc.

I like unconferences as each attendee has the opportunity to participate (you can propose a topic), and the interactivity is really high.

I participated in a discussion on integrating UX in agile development team; and how to maximise learnings from serious games – for example Playing Lean.

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Moving motivators – Management 3.0

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Moving Motivators step 1

Why do we do the things we do? What motivates a person, what drives a team? What’s holding a team back? Mgt 3.0 has defined 10 intrinsic motivators (desires) – in the “moving motivators” exercise you can discover and reflect upon what motivates you and your team.

More about extrinsic and intrinsic motivation, 10 intrinsic motivators, and moving motivators game.

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Celebration grid – Management 3.0

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agile / tools & techniques

“Insanity is doing something over and over again and expecting a different result.”

Insanity is doing something over and over again and expecting a different result. If you evaluate objectively what you’re doing – over and over again – and you’re not satisfied with the output – why would you keep repeating it? Humans are creatures of habit and routine. If you’d like to change something in your routine, you should focus on small and incremental changes. How does this work in groups of people? At home… , at work? We would like to improve our behavior and practices, but the daily routine often prevents us.

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Personal maps – Management 3.0

comment 1
communication / team

Are you all professional at work? No chit chat, no small talk, not sharing private stuff? Well, you’re not the only one. In most projects and environments I’ve worked, there’s not much sharing of private stuff; and the most “coffee talk” I hear is about work-related topics. Then again, I do ask how was my colleague’s weekend, and if anything special happened?

Frankly, do you know your colleagues, your teammates?

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