1. The Push-Theory of classical project management should be replaced by the Pull-Theory of the lean management.
2. A manager is no longer a supervisor but becomes a boundary manager. He can’t do the job of team members no better than them. He doesn’t control the way of working. He is responsible for setting up the team’s framework and he supervises that its rules and limits are obeyed.
3. Scrum is for adults. Those who don’t want to contribute, who consider a job a job, who prefer working alone and without distractions, are not optimal Scrum people. Scrum means to work for oneself, the team, and the organization. Scrum is so much more than traditional ways of work. Scrum teams require the whole personality, with all their emotions, creativity, and contribution.
4. Ask the team: The solutions for the tasks, problems, etc. are developed by the relevant people, not from the managers around the team. Manager are not supposed to develop solutions, but to identify and present them to the team.
5. The ScrumMaster is a lateral manager. He is a manager without disciplinary responsibility. However, he’s a manager to set up frameworks, guarantees that rules are kept, and gives critical feedback. They have to challenge and develop their team.
6. The only thing that counts is the working product increment. How much effort it takes, or how it has been developed, doesn’t really matter. Eventually we want a product that meets the requirements.
7. Time-Tracking is something of the industrial era, but not one of the post-modern, the end of the information era. Brain workers don’t work at an assembly line, but deliver ideas. Modern brain workers are not like the ones of the early 20th century administrations and companies. They are better educated than Leonardo DaVinci, are more flexible and are above 30 as a rule. They have experience and want to utilize it. Under these conditions it’s gross to evaluate their performance by the hour. It is quality that counts, not quantity; we want less, not more.
8. Communication and the public are more important than brain work and documentation. People find new solutions by dealing with each other and work for a common goal openly. This works best in small teams with a clear task within a clearly defined framework. It also works in larger teams, if the framework is fit to the task. Open-Space as a platform for conferences derives from that way of working.
9. Fail fast. This is decisive. Not perfection, the absolute solution, has to be found. Instead we are looking for the solution that works now and in the present environment. Of course the solution has to be created professionally, but only for the purpose it is meant for and not for something it could possibly do as well.
10. Mindshift is also an attitude. We can be better tomorrow than we are today; we can be better today than we have been yesterday. Standing still, upholding the status quo, is not desired. Things have to be considered constantly and new solutions have to evolve time and again.