From Ok-ish to Outstanding: How any team can become a high-performing one
summary
Argues that many Scrum rituals have become unnecessary and offers concrete changes: remove backlogs older than two or three weeks, question sprint cadence (possibly one day), and prefer synchronous collaboration like team programming replaces code reviews to shift feedback left. Recommends rotating responsibilities — rotate roles monthly or quarterly — and targets team size of five to seven (avoid >15). Gives an example of dropping dailies for two years with no loss of coordination and emphasizes reducing cognitive load and measuring outcomes not task counts.
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chapters (37)
- 0:00Introduction
- 0:43History of Scrum
- 3:17Scrum Values
- 3:55Problematic parts
- 10:21Training wheels
- 10:58Agility
- 11:49Frameworks
- 13:21Isolation and low collaboration
- 15:00Collective ownership
- 15:34Competition prevents collaboration
- 17:08Fear of failure
- 17:23Output obsession
- 18:02Outcomes
- 18:33Unrelated tasks
- 19:44Sprint goals
- 21:56Solless meetings
- 22:14Check your rituals
- 23:24Power imbalances
- 24:14Lower the power gradient
- 25:09Speak last
- 28:09People dont resist change
- 30:58Visualization
- 33:11Feedback loops
- 36:48Selforganization
- 37:51Customer focus
- 38:40Vision and strategy
- 40:11Reflection
- 40:51Flow
- 41:56Feedback
- 43:29Peertopeer feedback
- 44:25Cognitive load
- 45:10Collaboration
- 46:26Culture
- 46:43Continuous Improvement
- 48:19Book Recommendations
- 49:36About me
- 50:49Team size
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