. . . a jostling scrum of office buildings so mediocre that the only way you ever remember them is by the frustration they induce - like a basketball team standing shoulder to shoulder between you and the Mona Lisa.
The scrum and the tackle are the two really contentious areas of the game. If you get those two aspects right, most rugby matches will work in your favour.
I totally accept that it's a legitimate criticism that when you are involved in the day-to-day scrum of government that what can get lost is the narrative, the hymn sheet the song that inspires and lifts people's sights.
If you find that your organization can't make the hard decisions that Scrum demands, then high-risk, uncertain projects have very little probability of success in your organization.
Any Scrum without working product at the end of a sprint is a failed Scrum.
I estimate that 75% of those organizations using Scrum will not succeed in getting the benefits that they hope for from it.
Scrum is like your mother-in-law, it points out ALL your faults.
I don't say anything. One of the reporters asked me in the scrum in there, and I said, no, I didn't say anything to anybody. I can only hurt them right now. I cannot help them.
Three bloody roles, Scrum has, and only three. If you can’t get that right, don’t call it Scrum, OK?
I do my own analysis on the teams I am refereeing. I will know some of the personalities, the players who could be difficult customers in a scrum situation, the ones I am going to have to really work hard on early in the game to get what I want.
or simply:
