• Fixed iteration 4 Weeks or Less
• Each iteration of software is deployed
• Agile specification – Good user stories linked to specifications as required
• Motivator for the team: Product owner
• Product backlog – Product owners can measure ROI based upon real revenue, cost per point, or any other metrics
• Estimate error < 10%
• Only when the story is finished, burndown will end. Product Owners release plans based on velocity.
• Scrum roles are the only ones that can disrupt a team.
• Team is in hyperproductive condition

Pivotal Labs offers shock therapy patterning through total immersion. Jeff talks about a venture capital company that sends teams from Amazon.com Widgetsnew businesses to Pivotal Labs for three weeks. They are then fully immersed in Scrums for a week. This sounds like a powerful way to get buy-in from all levels of the organization. Venture capitalists have influence over the management (gave the directive for scrum implementation). The teams that go through the training are ready when they return home base and can share the process with other members of the company. This only works if there is an experienced person or team leading the change. This is not something you can do if you don’t have the experience. ?Gave an example showing how small changes can be made to bring a team to SCRUM in 6 months. This includes identifying and addressing pain points along the journey, and then picking the Scrum component that would fix them. For more information, watch the video. I don’t think I fully understood the sections about “The Cosmic Stopping Problem”, or “Punctuated Equrium” in Scrum. I would appreciate any help from you to understand his perspective on these points.