Chapter 1:

There are three legs that hold up every implementation of empirical process control: visibility, inspection, and adaptation.

I've limited my enumeration of complexity in software development to the three most significant dimensions: requirements, technology, and people.

The skeleton operates this way: At the start of an iteration, the team reviews what it must do. It then selects what it believes it can turn into an increment of potentially shippable functionality by the end of the iteration. The team is then left alone to make its best effort for the rest of the iteration. At the end of the iteration, the team presents the increment of functionality it built so that the stakeholders can inspect the functionality and timely adaptations to the project can be made.

The heart of Scrum lies in the iteration. The team takes a look at the requirements, considers the available technology, and evaluates its own skills and capabilities. It then collectively determines how to build the functionality, modifying its approach daily as it encounters new complexities, difficulties, and surprises. The team figures out what needs to be done and selects the best way to do it. This creative process is the heart of the Scrum's productivity.

There are only three Scrum roles: the Product Owner, the Team, and the ScrumMaster.           "Ham and Eggs!"

1. Monthly Sprint planning meeting
2. Daily Scrum meeting
3. monthly Sprint review meeting
4. Sprint retrospective meeting

Tasks should be divided so that each takes roughly 4 to 16 hours to finish. Tasks longer than 4 to 16 hours are considered mere placeholders for tasks that haven't yet been appropriately defined.