The Black Book of Scrum
summary
Discusses situations where Scrum performs worse than a rigid, command-style approach and gives a couple of techniques to persuade a project manager to switch the team from Scrum to a waterfall process. Names Scrum and waterfall as the technologies/approaches and frames the problem as when Scrum is harmful or unsuitable, offering practical persuasion tactics.
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chapters (24)
- 0:00Introduction
- 1:10Speaker background
- 2:36Agile manifesto
- 4:43Scrum limits
- 6:08Scrum in practice
- 8:37Planning problems
- 11:31New team impact
- 13:16Time on tasks
- 18:55Roles irony
- 22:10Scrum vs Waterfall
- 25:21When Scrum fits
- 27:49Deadlines and burnout
- 29:37Why Waterfall better
- 31:24Convincing managers
- 32:30Q&A
- 33:15Project goals
- 35:04About company
- 36:31Change risks
- 37:58Team happiness
- 39:44Project overview
- 41:22Team reflection
- 42:05Deadline myths
- 44:40Long-term vs Scrum
- 46:08Scrum in real tasks
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