Chapter 4: What is the purpose of the sprint? What are the rules that govern a sprint?
Answer:To find things that cool and that can be built fast. Rules are that if the demo wasn't both working and cool, the lab directors killed the project.
Chapter 4: Sutherland required his first scrum team to throw out all
titles. Why? Where (inside and outside FRC) have you seen titles get
in the way of getting things done? Where can titles be a positive thing
on a team?
Answer:Because if people have a special title, they tend to do only things that seem a match for that title. And to protect the power of that role, they tend to hold to specific knowledge. Jobs because if you have a higher status then a new person you can do more and can maybe get away with something. Different sub teams on robotics teams. They can be positive because it can show which person you can ask if you need help on something. Or to show what person is able to do.
Chapter 5: One section is titled "half done isn't done at all". What are some half-done tasks we have with our FRC team?
Answer: When we were working on the chairman's award, we had some done but when we got close to the competition we worked on it till we pretty much had it done.
Chapter 5: We're used to the idea of a hero working extra hard to save the day. Why does Sutherland hate on the hero?
Answer: That a team that depend on regular heroic actions to make its deadlines is not working the way it's suppose to work.
Chapter 6: What does the "Definition of Done" mean? Why is it critical that the entire team understands the DoD for each task?
Answer:When the conditions needed are met and that it passes the tests needed to pass and to say that is is done. They all have the same task that they got to complete and they all have the same requirements.
Summary:
I learned that are easier ways to get stuff done without wasting to much time or money. Also when doing multi projects at a time, it takes longer to complete and and loss to context switching increases per project. I also like how they have sprints, which is an interesting challenge but it can also create cool things too.
I agree that sub-team lead can be useful for marking someone who knows a lot about what needs to be done in a sub-team and how to do it. However, the title only holds weight if the holder is consistently absent, not knowledgeable about their sub-team, or any other problem we've encountered. It also is problematic when there are simply too many sub-teams, and nearly 2/5 of the team are team leads
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