So this is going to be a book review [of] Scrum the art of doing twice the work and half the time by Jeff Sutherland
Now when you're working on a project there are two main problems that occur when planning. The first is called a planning fallacy.
The planning Fallacy is basically an overly optimistic or pessimistic
View [of] how long a project will take to complete.
Researchers have found that what people plan and what they actually do can be regularly up to five times more or four times less
simply said we are bad at planning an estimation things come up that we didn't plan most plans are overly [detailed] and
Usually the planners aren't on the same page as the doers
this causes problems in large-scale planning
And this is what scrum is mostly about how to deal with large projects to break them down and make them easier to work with
The other problem is the sunk cost fallacy
When we spend time on something for a feature we become emotionally invested into it
We don't want to throw it away
Or make any major changes to it because it's ours we don't want to change it the problem
Can't really be avoided unless you find a way for people not to get emotionally attached such as rotating jobs
And this is a topic for another video the big idea of scrum is to break the project into smaller
chunks that can be worked on in teams of three [to] nine people within these chunks the workers will create update and
Constantly be changing the plan and this is very important the plan always
[has] to be changing that way it stays alive the constant plan change is what allows scrum to be so versatile and adaptive
the smaller teams will also result in more accurate planning since the people actually doing the [work] are also doing the planning and
Because the group is between three and nine people with the group will communicate better and more effectively
So chunks of people work in something called a Sprint
Which is usually a week or two weeks that the group tries to achieve a common goal?
[Sprints] are designed to help teams get more smaller wins [that] builds momentum, and they're also made to avoid the planning fallacy
think of a bunch of nanobots that are fully modular
They work great when they all work together and communicate well when working on a Sprint
This is what you should aim for
at the end of a Sprint try to improve your goals at least 10%
After every successful sprint another great tip I got from this book is to make all work visible
when everyone can see everyone else's progress the extra encouragement can push a slow worker and
Congratulate a successful one
[Jeff] suggests putting up a burn down chart. That is basically a chart that shows up
How much of a goal is left?
And there is psychology behind this and the reason [that] a burn down chart works way better than a chart that goes up
But I'm not too sure on it. I guess it's like eating that last bite [of] an ice cream drumstick. That is super satisfying
Also, A
[doo-dooing] and done chart is a great idea
Keep a public chart of mini goals and tasks that need to be completed and accomplished and put each task into the respective spots
For example mine might be upload video in the do tab
animate video in the doing Tab and create
Voiceover in the done tab this is a super easy way to stay organized and works even if you're not working in a group in
Sprint's you will hold daily meetings everyone knows that meetings in the corporate world are a great way to waste time
So jeff suggests keeping them short and only covering three topics the first topic [the] cover is what happened yesterday?
So that everyone is on the same page the second is to cover what will happen today?
And what everyone's day link goals are the last topic to cover is a come up with ideas to solve Tomorrow's
Obstacles now these meetings can be under ten minutes long and are
astoundingly efficient also keep in mind the 8020 principle
Or the pareto principle as some of you know it if you aren't familiar on this topic
Go check out my video on the book review
Basically only focus on the 20% of the features customers or events and will bring you the most value
I've made around [sixty] videos of book reviews, and I found that around 15 of them are doing super well
I'll definitely be making more videos in their style and topics to ensure. I'm adding the most value to my community [my]
Personal favorite tip I got from the book is that sizing when you're prioritizing something is?
Relative this means you can use any form of relative sizing our brains are wired
To think that since a to-do list is normally numbered [one] [two] [three] [four]
But we have to do them in that order, and they are all weighed the same
Instead try the fibonacci sequence if you're not familiar with what the fibonacci sequence is here's an example
It's a sequence [and] starts with a zero adds the last two [numbers]. So you start with [zero] and then you get 1 0
[plus] 1 is 1 and now 1 plus 1 is 2
now the next number would be 2 plus 1 which [is] 3 and then 5 8 13 and then 21 and
You can continue the sequence this will help your brain
Subconsciously [weigh] the task better another example is using t-shirt sizes such as small medium and large one company even used dogs
from Chihuahua to Great Dane also
this is a second book that I found that has proof doing too much work is a bad thing the
Productivity project also suggests where Chris Bailey worked 90 hours one week and 20 the next and only notice a little different in his output
Now ending this video
I'd like to say that this book is written in a format that is super easy to [just] open up and
cherry-Pick information out that you want to read
But the basic idea of this book is reform small groups for projects that allow effective
communication and avoid the planning fallacy
[I] hope you enjoyed watching this video, and I hope you learned something and if you did click that like [button]
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