 |
The crusher creates economic value by reducing the risk of building the wrong thing and aligning the team on the ultimate solution.
|
063 |
 |
…’hangovers’… work that was pulled and committed in a specific iteration is rolling over into the next and even subsequent iterations.
|
070 |
 |
Many of the challenges agile teams encounter can be traced back to an unavailable, disengaged, or indecisive product owner.
|
072 |
 |
…if we honestly believe in Lean and Agile economics, then we need to manage flow rather than utilization.
|
134 |
 |
The intent of backlog refinement is to discover the valuable increments of a large rock by breaking it down by value – finding the gems.
|
139 |
 |
The lack of a regular and effective backlog refinement meeting is the root cause of many problems that keep a team from reliably delivering on their commitments.
|
155 |
 |
…there is little value in refining rocks faster than they can be consumed.
|
160 |
 |
…if the team is genuinely expected to be a product development team, we must work to minimize non-roadmapped rocks.
|
175 |
 |
Everyone should understand what it takes and not expect you to make the requirements magically appear.
|
219 |
 |
Crushers are about getting rocks to ready, not about partially implementing ready rocks.
|
224 |
