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Re^3: Musings: Why do well-intentioned projects go so wrong, so often?

by Mutant (Priest)
on Dec 06, 2007 at 10:49 UTC ( [id://655357]=note: print w/replies, xml ) Need Help??


in reply to Re^2: Musings: Why do well-intentioned projects go so wrong, so often?
in thread Musings: Why do well-intentioned projects go so wrong, so often?

I'm guessing you're referring to the name "Scrum"? Well, it was actually named by a couple of Japanese guys who clearly didn't understand Rugby, because their analogy doesn't make any sense. But at any rate, it's just a name, and the methodology *is* based on engineering (specifically, lean manufacturing).

I suppose they fancied themselves as marketing gurus. The fact that they originally named the Scrum Master role "Hooker" (a position in Rugby) proves they certainly weren't.

Anyway, I'd strongly recommend you go past the name and at least *look* at Scrum (or other Agile methodolgies). Even if you don't want to use it, you may find parts of it interesting and valuable.

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Re^4: Musings: Why do well-intentioned projects go so wrong, so often?
by sundialsvc4 (Abbot) on Dec 11, 2007 at 00:03 UTC

    (Chuckle...) “Hooker?!” ... Umm, is that the sort of person that someone who attaches the moniker “PMP” next to their name is supposed to be managing? (Wink!)

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