Scrum The Art Of Doing Twice The Work In Half The Timeepub ^hot^ May 2026

It sounds like you're referring to the popular book "Scrum: The Art of Doing Twice the Work in Half the Time" by Jeff Sutherland (co-creator of Scrum). The mention of "epub" suggests you may be looking for a summary or a write-up as if for an eBook listing or book review.

1. What did I do yesterday?
2. What will I do today?
3. What obstacles are in my way?

1. Eliminate waste – Stop building features nobody needs.
2. Parallel work – Cross-functional teams reduce handoffs.
3. Small batches – Shorter sprints = faster feedback = less rework.
4. Visibility – Scrum board and burndown charts show real progress.
5. No multitasking – Finish one item before starting another (limits WIP).
6. Time-boxing – Limits Parkinson’s Law (work expands to fill available time).
7. Stop starting, start finishing – A core mantra from the book.

Example from the book:
FBI’s Sentinel project – Failed traditional contract ($405M, zero output). Switched to Scrum → delivered working system in months, saved $50M+. scrum the art of doing twice the work in half the timeepub

11. How to Start Implementing Scrum (Practical Steps)

1. Form a cross-functional team of 3–9 people.
2. Choose a Product Owner – one person with full authority over priorities.
3. Write down your product backlog as user stories (“As a… I want… so that…”).
4. Set a definition of “Done” – no exceptions.
5. Run a 2-week sprint – plan, daily scrums, review, retro.
6. Track velocity – points completed per sprint; use to forecast.
7. Inspect and adapt – change process based on retrospectives.

1. Sprint Planning: the team sets goals and selects tasks to complete during the upcoming Sprint.
2. Daily Scrum: a brief meeting where team members share their progress, plans, and any obstacles.
3. Sprint Review: the team demonstrates the work completed during the Sprint and receives feedback from stakeholders.
4. Sprint Retrospective: the team reflects on their process and identifies opportunities for improvement.

Sutherland outlines a simple framework to organize work into manageable "Sprints": Book Summary – Scrum (Jeff Sutherlandis) - Readingraphics It sounds like you're referring to the popular

2. Velocity (Self-Selection & Estimation)

• Managers should never estimate work for the team.
• Planning Poker: A technique where team members play cards with numbers (usually Fibonacci sequence) to estimate difficulty.
• This aggregates the wisdom of the group and avoids the "HIPPO" effect (Highest Paid Person's Opinion).