This document summarizes key principles from a learning about Scrum and management. It discusses fixing systems rather than blaming people, doing one task at a time to avoid being distracted, identifying different types of waste in processes, evaluating story points by having estimators discuss differences, and giving full context to teams so they can do the right work. It also covers striving for goals rather than just results, having cross-functional teams to complete projects, and giving credit to people for their work.

1. Recent Learning of SCRUM and Management
Jet Wang

2. Fix People or Fix System
• Best People VS Worst People， 10:1
• Best Team VS Worst Team, 2000:1
• When you’re blaming someone, you’re finding fault
with them personally; When you’re being blamed,
you’re much more aware of the situational factors
that led to the problem and why you acted the way
you did.

3. Fix System
• Ask why you’re doing that (which you don’t think it’s
correct) rather than blaming that behavior.
• Don’t look for bad people; look for bad systems –
ones that incentivize bad behavior and reward poor
performance.

4. Do One Thing at a Time
• Below two lines, which line you can write faster?
 1, 2, 3, I, II, III, a, b, c
 1, I, a, 2, II, b, 3, III, c
• Multitasking makes you stupid.

5. 4 Types of Waste
• Absurdity goal
• Unreasonable expectations
 Heroic effort should be viewed as a failure of
planning.
• Overburden
 Onerous company policies
 Unnecessary reporting
 Meaningless meetings.
• Emotional Waste
 Spinning up people and putting them in a tizzy, and
think it’s to make people work better

6. Kill the Snack
• You see a process issue but you’re busy
• You see wrong mindset of your members
• Coding conflict to the standard
• Small wrong behavior

7. Evaluate Story Points
• Only the people doing the work know how long and
how much effort it will take.
• Assign story point card to a backlog. If people are
more than 3 cards apart, then the high and the low
cards talk about why think what they do. Then
everyone does another round of Planning Poker.
Otherwise they just average the estimates.

8. Always Give Full Context for the Team
• After you make some decision and you list things
that need to be done for a goal. But if you give this
list to a separate team which isn’t intimately
invested in the results of the decisions making, you
would not get the results you’re looking for. People
need to under the full context to estimate and do
the right thing.

9. Retrospective
• On a scale from 1 to 5, how do you feel about your
role in the company? Bigger is better.
• On a scale from 1 to 5, how do you feel about the
company as a whole?
• Why do you feel that way?
• What one thing would make you happier in the next
sprint.

10. • True happiness is found in the process, not the
result. Often we only reward results, but what we
really want to reward is people striving toward
greatness.
It’s the Journey, Not the Destination

11. Engage Strive
• I can’t promote a people every year.
• People to strive for a tough goal then salary
increases or salary increases then strive
• People is always better than manager’s
expectation, but just haven’t shown up
• People to strive for what manager tell you to
achieve VS strive to understand their current
limitation
• What you learn could benefit for a whole life, salary
incensement benefit for one or half year.

12. • External dependency always delay your project
• Scrum team commits for backlog, while external
teams don’t
• You’re not sharing the same priority with external
team.
Cross-functional Team to Get Whole
Project Done

13. External Credits to Your People
• To build trust and a good work environment for
him/her
• People want to know you appreciate them. They
want to know you are willing to carry that
appreciation up the corporate ladder. More
importantly, they want to know you are not a jerk
who will take credit for the work they perform.

14. Don’t Utilize 100% of People’s Time
• Multiple tasks switching is wasting energy.
• People needs to take a rest
• People needs to learn and review