Observe, Orient, Decide, Act

• Designed Scrum to allow a Product Owner to make decisions quickly, based on real-time feedback.
• By getting constant input from whoever is getting value from what you're doing.
• You're in a position to constantly adjust your strategy and more quickly succeed.
• The idea goes by the name OODA
• Observe :
• its clearly seeing the situation as it unfolds
• Moving outside of yourself to see the whole picture - not merely your own point of view.
• Orient:
• Its not just about where you are; its also about what outcomes your capable of seeing
• The menu of alternatives you create for yourself.
• What Scrum does, by delivering a working increment, is give the Product Owner the ability to see how much value that increment creates - how people react to it.
• The key is not to have fully established design at the beginning but, rather, to make a functional prototype, then see what can improve.
• The idea is that the sooner you have some real feedback, the faster you can make a better 'car'.
• Think about a minimum viable product.
• What is the absolute least I can build and still deliver some value to a customer.
• If you can't put something before an external customer - identify an internal customer - who can act in lieu of the public.
• Create an opportunity to inspect and adapt.
• Stark choice in front of you - change or die
• If you don’t get inside your competition's decision loop - they'll get inside yours

First Things First

• Product Owner - constantly updates the product backlog
• The key is to figure out how to deliver the most value the most quickly.
• You keep updating and prioritizing the backlog of each sprint.  - toward the order that delivers value the fastest.
• The key thing to remember is that the order is always in flux.
• Acknowledge uncertainty, to fully accept that your current snapshot of order and value is only relevant at that one particular moment.  - it will change again and again.

Release

• So you have your priorities - you know where the 80% value lies.
• Whenever you are making something - you want to put it in the hands of those who are actually going to use it as fast as possible.
• You need to get that product out to the public as early as is feasible
• When you do an official release or a rollout of a big program - you'll have already adjusted and found out what people actually value.
• Once people have your product or service - they'll tell you what the next most valuable things are.
• Then develop 20% of that and deliver again and again.
• Don’t focus on delivering a whole list of things - everything and the kitchen sink - focus on delivering what's valuable.

Money for Nothing and Change for Free

• It's tempting to say "Well, that covers it" - then the contractor says "I'm agreeing to this and only this. If you want any changes it will cost you.
• Building blocks of Scrum
• By managing themselves as a cross-functional unit, the team was able to accelerate quickly - delivering more faster.
• At the end of the sprint - an increment of the product was done.
• Each sprint the Product Owner was able to re-prioritize the backlog based on customer feedback.
• Everyone works towards the same goal with the same vision -
• Deliver real value as fast as possible.

Risk

• Management of risk is at the heart of any successful business.
• What scrum allows you to do is reduce the risks of failure.
• There are three types of risk
• Market Risk
• Scrum helps you minimize it by emphasizing incremental delivery.
• Technical Risk
• Is it possible to build what the customer wants.
• Build a few different prototypes to see which one works best before going into full production.
• Financial Risk
• Can we sell what we've built.
• Causes most companies to fail.
• They have built something cool - but cant sell it
• Another way companies fail - is by overpaying  to acquire customers.
• What Scrum does for business is answer the key question fast:
• Will we make money making this?
• By putting incremental releases in front of customers quickly, you'll find out what customers value and what they are willing to pay for.