Scrum
The Art of Doing Twice the Work in Half the Time
-
-
4.0 • 2件の評価
-
-
- ¥2,400
発行者による作品情報
The revolutionary “Red Book” that helped a generation work smarter, better, and faster—now expanded and updated with new stories, new ideas, and new methods to radically improve the way you and your company deliver results
If you’ve ever been startled by how fast the world is changing, the Scrum framework is one of the reasons why. Productivity gains in workflow of as much as 1,200 percent have been recorded, and there’s no more lucid—or compelling—explainer of Scrum and its bright promise than Jeff Sutherland. The thorny problem that Sutherland began tackling back then boils down to this: People are spectacularly bad at doing things with agility and efficiency. Best-laid plans go up in smoke. Teams often work at cross-purposes to one another. And when the pressure rises, unhappiness soars.
Woven with insights from martial arts, judicial decision making, advanced aerial combat, robotics, and Sutherland’s experience as a West Point–educated fighter pilot, a biometrics expert, a medical researcher, an early innovator of ATM technology, and a C-level executive at eleven different technology companies, this book will take you to Scrum’s front lines, where Sutherland’s system has brought the FBI into the twenty-first century, helped support John Deere’s supply chain amid a global pandemic and supply chain shortage, reduced poverty in the Third World, and even planned weddings and accomplished weekend chores.
The way we work has changed dramatically since Sutherland first introduced Scrum a decade ago. This urgent update shares new insights and provides new tools to take advantage of the radical productivity that Scrum delivers. Sutherland will show you how to optimize working with artificial intelligence and share the latest cognitive science research on culture, psychological safety, diversity, and happiness, and how these factors drive performance, innovation, and overall organizational health.
This new edition contains a decade of lessons learned. Whether it’s ten years ago, now, or ten years into the future, the Scrum framework is guaranteed to help you deliver results. But the most important reason to read this book is that it may just help you achieve what others consider unachievable.
PUBLISHERS WEEKLY
Sutherland, CEO of Scrum Inc., offers a system for doing better work in less time, with fewer people, and at lower cost. Named after how players move the ball down the field in rugby, "Scrum" gives teams "the tools to self-organize and rapidly improve both speed and quality of work." The system is based on the simple idea of regularly checking in with your team to see if the work being done and is headed in the right direction, and making sure that the goal is still the same. As Sutherland explains, this process requires "thought, introspection, honesty, and discipline." Sutherland uses a case study of an FBI modernization project called Sentinel, among other examples, to show how current ways of working and organizing can be futile. Using the Scrum system of sequential goals (which must be completed in a fixed length of time), he details how teams should work together, get regular feedback, and refine their workflow. He suggests regular team debriefs so individuals can discuss how they accomplished their tasks, what slowed them down, and how they can improve. Sutherland makes a convincing case for this thoughtful way of working.
