This cannot be considered as a book of Secret’s on Krishna, it is more of exerts from 7 Secret’s of Vishnu by Devdutt Pattanaik himself. I started reading this as I like the approach in which Devdutt talks about Theology.

Very short read talks about the characteristics and traits of Krishna. Good for reading on travel or just between books. If you have read Mahabharata, then this book has nothing new to about Lord Krishna.

Too many pictures, it seems more like the author was trying to fill in pages. Having known about Krishna, I personally felt there is a lot more that could have been a part of this book.

Life is difficult and people are imperfect. Unable to cope with the vagaries of this world, everyone makes mistakes. True love is the ability to love people despite their mistakes.

I am happy to have read this book, as the above quote from the book stuck with, and made so much sense.

Happy Reading.

SCRUM is one of the best books I have read recently, the Author shares his experience and gives the best examples. The book is broken into parts, which starts from the way The World works, Origin of the scrum and all they way to how Scrum Changed the world. I personally think each one of us should read this book, it not only can be applied in our work life but also can be adapted in our daily lives. I have made a note of the takeaways from each section, to make it easy for referring in the future. Though this section has only learnings from the book, do make time to read the book slowly once you find the time.

The Way the World Works in Broken:

• Planning is Useful, Blindly Following plans is Stupid: It’s just so tempting to draw up endless charts. All the work needed to be done on a massive project laid out for everyone to see – But when detailed plans meet reality, they fall apart. Build into your working method the assumption of change, discovery, and new ideas.
• Inspect and Adapt: Every little while, stop doing what you’re doing, review what you’ve done, and see if it’s still what you should be doing and if you can do better.
• Change or Die: Clinging to the old way of doing things, of command and control and rigid predictability, will bring the only failure. In the meantime, the competition that is willing to change will leave you in dust.
• Fall Fast so you can fix early: Corporate culture often puts more weight on forms, procedures, and meetings than on visual value creation that can be inspected at short intervals by users. Work that does not produce feedback and you can immediately eliminate what is an apparently wasteful effort.

The Origins of Scrum:

• Hesitation is Death: Observe, Orient, Decide, Act. Know where you are, assess your options, make a decision, and Act!  
• Look outward for Answers:  complex adaptive systems follow a  few simple rules, which they learn from their Environment.
• Great Teams are: They are cross-functional, anonymous and empowered, with a transcendent purpose.
• Don’t Guess Plan, Do, Check, Act. Planning what you’re going to do. Do it. Check Whether it did what you wanted. Act on that and change how you’re doing things. Repeat in regular cycles, and by doing so, achieve continuous improvement.
• Shu Ha Ri. : First, learn the rules and the forms and once you’ve mastered them, make innovations. Finally, in a heightened state of mastery, discard the ways, and just be – with all the learning internalized and decisions made almost unconsciously.

Teams :

• Pull the Right Lever: Change Team Performance. That has much more impact  -by several orders of magnitude – than individual performance.
• Transcendence:  Great teams have a purpose that is bigger than the individual; e.g., buying General MacArthur, Winning the NBA Championship.
• Autonomy:  Give teams the freedom to make decisions on how to take action – to be respected as masters of their craft. The ability to improvise will make all the difference, whether the unit is reporting on a revolution in the middle east or making a sale
• Cross – functional:  The team must have every skill needed to complete a project, whether the mission is to deliver Salesforce.com software or capture terrorists in Iraq.
•  Small Wins:  Small teams get work done faster than big teams. The rule of thumb is seven team members – plus or minus two. Err on the small side.
• Blame Is stupid: Don’t look for bad people; look for bad systems – ones that incentivize bad behavior and reward poor performance.

Time :

• Time is Finite. Treat it that way:  Break Down your work into what can be accomplished in regular, set, short period – Optimally one to four weeks. And if you’re caught the scrum fever, call it a sprint.
• Demo or Die:  At the end of each race, have something that’s done – Something that can be used ( to fly, drive, whatever)
• Throw away your business cards:  Titles are specific status markers. Be known for what you do, not how you’re referred to.
• Everyone knows Everything:  Communication saturation accelerates work.
• One meeting a Day: When it comes to team check-ins, once a day is enough. Get together for 15 minutes at the Daily stand – up, see what can be done to increase speed and do it.

Waste is a Crime

• Multitasking makes you stupid:  Doing more than one thing at a time makes you slower and worse at both tasks. Don’t do it. If you think this doesn’t apply to you. You’re wrong – it does.
• Half done is not done:  A half-built car simply ties up resources that could be used to create value or save money. Anything that’s ” in process” costs money and energy without delivering anything.
• Do it right the first time:  When you make a mistake, fix it right away. Stop everything else ad address it. Fixing it later can take you more than twenty times longer than if you fix it now.
• Working too hard only does more work:  Working long hours doesn’t get more done; it gets less done. Working too many results in fatigue, which leads to errors, which leads to having to fix the thing you just finished. Rather than work late or on the weekend, work weekdays only at a sustainable pace. And take a VACATION.
• Cont’ be unreasonable: Goals that are Challenging are motivators; goals that are impossible are just depressing.
• No heroics: If you need a hero to get things done, you have a problem. Heroic effort should be viewed as a failure of planning.
• Enough with stupid policies: Any system that seems ridiculous likely is. Stupid forms, Stupid meetings, slow stupid approvals, stupid standards are just that  – Stupid. If your office looks like a Dilbert Cartoon, fix it.
• No Assholes:  Don’t be one, and don’t allow the behavior. Anyone who causes emotional Chaos inspires fear or dread or demeans or diminishes people needs to be stopped cold.
• Strive for Flow: Choose the smoothest, most trouble – free way to get things done. Scrum is about enabling the most flow possible.

Plan Reality, Not Fantasy:

• The Map is Not the Terrain:  Don’t fall in love with your plan. It’s almost certainly wrong.
• Only plan what you need to:  Don’t try to project everything out years in advance. Just plan enough to keep your teams busy.
• What Kind of Dog is it ?:  Don’t estimate in absolute terms like hours – it’s been proven that humans are terrible at that. Size things relatively, by what breed of dog the problem is, or T-Shirt Size (S, M, L, XL, XXL ) or more commonly, the Fibonacci Sequence.
• Ask the Oracle: Use a blind technique, like the Delphi method, to avoid anchoring biases such as the halo effect or bandwagon effect or just plain stupid groupthink.
• Plan with Poker: Use planning poker to quickly estimate work that needs to be done.
• Work is A Story:  Think first about who’ll be getting value from something, the about what it is, and then why they need it. Humans think in narratives, so give them one. As an X, I want Y, so that Z.
• Know your Velocity:  Every Team should know exactly how much work they can get done in each sprint. And They should know how much they can improve that speed by working smarter and removing barriers that are slowing them down.
• Velocity x Time = Delivery: Once you know how fast you’re going, you’ll know how soon you’ll get there.
• Set Audacious Goals:  With scrum, it is not that hard to double production or cut delivery time in half. If you do it in right way, your revenue and stock price should increase as well.

Happiness:

• It’s the Journey, Not the Destination: True Happiness is found in the process, not the result. Often we only reward results, but what we really want to reward is people striving towards Greatness.
• Happy is the New Black:  It helps you make smarter decisions. Plus, When you’re Happy, You’re more creative, less likely to leave your job, and more liable to accomplish far more than you ever anticipated.
• Quality Happiness:  It’s not enough just to feel good;  you need to measure that feeling and compare it to actual performance. Other Metrics look backward. Happiness is a future – looking metric.
• Get Better Every day – and Measure it: At the end of each sprint, the team should pick one small improvement or Kaizen, that will make them happier. And that should become the biggest thing they’ll accomplish in the next sprint.
• Secrecy is Poison: Nothing should be secret. Everyone should know everything, and that includes salaries and financials. Obfuscation only serves people who serve themselves.
• Make work Visible: Have a board that shows all work that needs to be done, what is being worked on, and what is actually done. Everyone should see it, and everyone should update it every day.
• Happiness is Autonomy, Mastery, and Purpose:  Everyone wants to control their own destiny, get better at what they do, and serve a purpose greater than themselves.
• Pop the Happy Bubble:  Don’t get so Happy that you start believing that your own bullshit. Make sure happiness is measured against performance, and if there is a disconnect, be prepared to act. Complacency is the enemy of success.

Priorities:

• Make a List. Check It Twice:  Create a list of everything that could possibly be done on a project. Then Prioritize it. Put the items with the highest value and lowest risk at the top of that Backlog, then the next, and then the next.
• The Product Owner:  She translates vision into Backlog. She needs to understand the business case, the market, and the customer.
• A Leader isn’t a Boss:  A product Owner sets out what needs to be done and why. How the team accomplishes it and who accomplishes it is up to the team.
• The Product Owner:  Has knowledge of the domain and the power to make final decisions. He or she is available to answer questions and is accountable for delivering value.
• Observe, Orient, Decide, Act (OODA):  See the whole strategic picture, but act tactically and quickly.
• Fear, Uncertainty, and Doubt: It’s better to give than to receive. Get inside your competition’s OODA loop and wrap them up in their own confusion.
• Get your Money for Nothing, and Your Change for Free:  Create new things only as long as those new things deliver value. Be willing to swap them out for things that require same effort. What in the beginning you thought you needed is never what is actually required.

Change the World:

• Scrum Accelerates All human Endeavors: The Type of Project or Problem doesn’t matter – Scrum can be used in any attempt to improve performance and results.
• Scrum for Schools: In the Netherlands, a growing number of teachers are using Scrum to teach high school. They see an almost immediate improvement in test scores of more than 10 Percent. And they’re engaging all sorts of students, from vocational to gifted.
• Scrum for Poverty:  In Uganda, the Grameen Foundation is using Scrum to deliver agricultural and market data to poor rural farmers. The result: double the yield and increase the revenue for some of the poorest people on the planet.
• Rip up your Business Cards:  Get rid of all titles, all managers, all structures. Give people the freedom to do what they think best and the responsibility to be accountable for it. You’ll be surprised at the results.