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Overcoming bias in project management

Rebel’s Guide to PM

Anchoring occurs when a project manager adjusts an estimate closer to a number she previously heard or saw. ” Even if the project manager disbelieves the two-week estimate, she would be unlikely to stick to her two-month plan. The performance improvements will bring real benefits to the individual and the organization.

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Thinking By Sprinting: What Cognitive Science Tells Us About Why Scrum Works

Scrum.org

A while ago, I received an interesting scientific article from Gunther Verheyen titled “Getting Things Done: The Science Behind Stress-Free Productivity” (Heylighen & Vidal, 2007). This will affect all estimates and predictions. This will affect all estimates and predictions. Limitations of attention.

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Why is the Scrum Guide updated so rarely?

Scrum.org

The video was about the match between two professional players from South Korea in 2007: ‘Bisu’ and ‘Savior’. From its release in 1998 until 2007 the game had just three major balance updates over almost a decade. In 2007, the Protoss vs Zerg matchup, also known as PvZ was heavily Zerg favourite. Now let’s get back to Scrum.

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Five reasons why Scrum is not helping in getting twice the work done in half the time

Scrum.org

I worked as a product owner for my first product in 2007–08 to manage the insurance lifecycle for a major insurance company in America. Do you measure estimated time for a task vs. actual time spent? Scrum doesn’t help complete the product faster rather than how quickly a team can release a product. Measuring resource utilization.

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Kanban/Flow - The Scrum Master's Not-So-Secret Weapon

Scrum.org

Some years ago (circa 2007) I found a secret weapon for fighting this sort of behavior. The Sprint Burndown Chart that looks awesome but somehow there's still a lot of work dumped on testing towards the end of the Sprint and a scramble to try and get a Done Increment before the Sprint Review. . I'm of course talking about Kanban and Flow.

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Managing Risk from Every Level of Your Organization

LiquidPlanner

How does the reconciliation of known and emerging risks impact the project team’s estimate of the remaining contingency plan? “A Www.irmi.com, July 2007, www.irmi.com/articles/expert-commentary/risk-management-practices-cannot-be-bolted-on. Project leaders need to ask: are some foreseen risks not occurring? Layton, Mark.

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In-Depth: How Easily Biases Distort What We Believe (In The Workplace)

Scrum.org

People often fail to understand this fallacy because they underestimate how much of their behavior and their outcomes are influenced by randomness (Taleb, 2007). When teams estimate work, hearing an initial estimate is likely to “anchor” further estimates. How to reduce this bias. Examples in the workplace.

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