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There are many common myths about Scrum. Here are a few examples: Scrum is only for software development: While Scrum was initially developed for software development, it is now used in various industries, including finance, healthcare, marketing, and education. Scrum can be applied to any complex work that may benefit from a flexible, iterative approach to development.
When it comes to improving our productivity, most people focus on finding more time. But in reality, it’s not a lack of time that’s our problem — it’s our lack of energy. While we all have the same 24 hours in a day, how we use those hours is up to us. Unfortunately, most people’s daily allotted energy is often drained by unexpected meetings, negativity, and poor personal relationships, leaving little left for the things that truly matter.
Reflecting on Two Decades of Agile Over 20 years ago, while working as a Software Engineer on an Air Defense System, I found myself in a traditional waterfall context. Yet, within this rigid framework, my team and I began exhibiting Agile behaviors—cross-functionality, curiosity, and a relentless drive to adapt our ways of working. We instinctively understood the value of minimizing feedback loops and ensuring our work was always "Done," despite the constraints of the project’s scope, deadlines,
AI adoption is reshaping sales and marketing. But is it delivering real results? We surveyed 1,000+ GTM professionals to find out. The data is clear: AI users report 47% higher productivity and an average of 12 hours saved per week. But leaders say mainstream AI tools still fall short on accuracy and business impact. Download the full report today to see how AI is being used — and where go-to-market professionals think there are gaps and opportunities.
Scrum is fundamentally a single team-based Agile framework. In fact, per the latest Scrum guide , it’s suitable for a team of ten or fewer people. But in reality, large and complex products or solutions demand larger teams to achieve quicker delivery times and meet the market’s narrow competitive windows. In other words, Scrum at Scale is a necessity, not a desire.
To minimize your maximum schedule is a good thing. Or, it should be.Here's how to do it:Subordinate all other priorities to the most important tasks. This begs the question: is there an objective measure of importance, and from whom or what does such a measure emanate?If you can measure 'importance' (see above) then do the densest tasks first, as measured by the ratio of importance to time.
To minimize your maximum schedule is a good thing. Or, it should be.Here's how to do it:Subordinate all other priorities to the most important tasks. This begs the question: is there an objective measure of importance, and from whom or what does such a measure emanate?If you can measure 'importance' (see above) then do the densest tasks first, as measured by the ratio of importance to time.
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