The Nexus Guide
The framework for roughly three to nine Scrum Teams working from a single Product Backlog towards one integrated increment. Free, short, and the reference the Scaled Professional Scrum assessments are written against.
Writing on product work that we keep coming back to, gathered from across the internet.
Every title opens the original on the publisher’s own site. We point at this writing and credit the people who wrote it. We do not host it.
The framework for roughly three to nine Scrum Teams working from a single Product Backlog towards one integrated increment. Free, short, and the reference the Scaled Professional Scrum assessments are written against.
Asking someone what they usually do produces an idealised answer, while asking about one specific occasion produces something you can act on. Short enough to read in the ten minutes before your next interview.
A collaborative technique for connecting a business goal to the actors who can move it, the behaviour changes you want from them and the deliverables that might produce those changes. The site carries the method, worked examples and the book, all under a Creative Commons licence.
The article that named responsive design and set out the fluid grid, flexible image and media query combination behind it. More than a decade on it remains the clearest statement of why a layout should adapt rather than fork.
Reframes growth as a closed loop where the output of one cycle becomes the input to the next, rather than a funnel needing to be refilled from the top. The loop diagram is the part teams end up redrawing on their own wall.
The article that introduced the Net Promoter Score and the research that led to a single likelihood to recommend question. Read the original before you adopt or argue about the measure, because the claims made here are narrower than the ones made for it since.
The twelve principles sitting behind the four values, covering delivery cadence, sustainable pace, technical excellence and self organising teams. More practical than the manifesto itself, and the source most later frameworks quietly draw from.
Formats, timeboxes and the failure modes that leave a retrospective feeling like an obligation. The advice to leave with one or two improvements, each with a named owner and a way of checking, is what carries the meeting into the next sprint.
Jeffries had a hand in inventing story points, and here he sets out what he thinks they are good for and where he has watched them go astray. Read it before your next estimation debate, whichever side of it you expect to be on.
A starting point for anyone new to the term, covering what discovery decides, who does it and how a continuous habit differs from a project. Good to hand to a stakeholder who expects discovery to finish on a date.