Slides that I use for running a Certified ScrumMaster class. This is the version I used in Oct. 2008

1. Certified ScrumMaster 2008
presented by
bor!s gloger

2. 2
GOAL: DELIVER A BROCHURE FOR THE EARTH TOURIST
BOARD LOCATED ON MARS
• Create cover art, brand, • Outline a “7 wonders of the
and/or logo world” expedition
• Define major topics for • Set prices for the tours
Martian tourism • Outline warning messages
• Describe “Art Interests in (gravity, oxygen, fungi,etc.)
Europe” tour • Suggest clothing options
• Describe a tour based on • Explain travel options to/
photosynthesis from Mars

3. “Equally responsible for the initiation of project with predefined
failure is management that insists upon having fixed
commitments from programming personnel prior to the latter’s
understanding what the commitment are for. Too frequently,
management does not realize that in asking the staff for “the
impossible”, the staff will feel the obligation to respond out of
respect, fear or misguided loyalty. Saying “no” to the boss
frequently requires courage, political and psychological wisdom,
and business maturity that comes with much experience.”
-- The Management of Computer Programming Projectsquot; by
Charles Lecht. 1967

4. 4
Introduction

5. bor!s gloger

6. Philosophy and Soziology

7. EDS | BroadVision | ONE

8. France | Germany | Austria

9. 1st Certified ScrumTrainer

10. SPRiNT iT

11. bor!s gloger

12. Hand-Outs:
- Presentation
- Photos

13. What is a ScrumMaster?

14. What is Scrum?

15. 15
Scrum is not a ....

16. You will get a new mindset!

17. 17
Agenda and Topics
Day 1
Topics Done
09:00 - Start
10:30 - Break Estimation
12:30 - Lunch Break Planning
Retrospectives
15:00 - Break
17:00 - Short Break Roles &
Responsibilities
Principles
18:00 - End History
Day 2
Scaling
Scrum Flow
Complexity
Start tomorrow - 08:30
Velocity Game

18. 18

19. 19
RULES

20. 20

21. NOKIA - TEST
1. Do they deliver working software at the end
of each Sprint (less than 4 weeks) that is tested
at the feature level.

22. NOKIA - TEST
2. Do they do just enough specficiation before
starting a Sprint and is their Product Backlog
ready?

23. NOKIA - TEST
3. Do they have a Product Owner. A Product
Backlog? Is it estimated by the team?

24. NOKIA - TEST
4. Does the team have a burndown chart and
does the team know their velocity?

25. NOKIA - TEST
5. Is their team free from disruption during the
Sprint?

26. 26
Deliver ball points
As a group, deliver as many ball points as possible.
Timebox 2 min.

27. 27

28. 28

29. 29

30. HEARTBEAT
RETROSPECTIVES
Learning from the past for the future

31. Storytelling

32. The Secret of Gravity

33. Disappointment of Expectations

34. Blaming
stops Learning!

35. 1 2 3
4 5 6

36. “Regardless of what we discover, we
understand and truly believe: that
everyone did the best job they could,
given what they knew at the time, their
skills and abilities, the resources
available, and the situation at hand.”
-- Norman Kerth , Project Retrospectives

37. Timelinetale
telling the

38. What Went WELL?

39. IMPROVE!

40. SCRUMMASTER
TEAM MEMBER
PRODUCT OWNER
ORGANISATION

41. SORTING
PRIORITIZING
RANKING

42. INPUT FOR SPRINT PLANNING

43. less than 90 min!

44. N Ø T IN THE TEAM ROOM

45. everybody
the team invites

46. 46
Roles / Responsibilities

47. Scrum Roles
Scrum Roles are Responsibilites of a process
not positions in an enterprise

48. 48
Responsibilities of this role

49. 48
Responsibilities of this role
ScrumMaster

50. 48
Responsibilities of this role
Shepherding the team,
ScrumMaster

51. 48
Responsibilities of this role
Shepherding the team,
Working with the Product Owner
ScrumMaster

52. 48
Responsibilities of this role
Shepherding the team,
Working with the Product Owner
Removing impediments,
ScrumMaster

53. 48
Responsibilities of this role
Shepherding the team,
Working with the Product Owner
Removing impediments,
Keeping the process moving, and
ScrumMaster

54. 48
Responsibilities of this role
Shepherding the team,
Working with the Product Owner
Removing impediments,
Keeping the process moving, and
Socializing Scrum to the greater
organization
ScrumMaster

55. 49
Responsibilities of this role

56. 49
Responsibilities of this role
Te a m

57. 49
Responsibilities of this role
• Estimating size of backlog items,
Te a m

58. 49
Responsibilities of this role
• Estimating size of backlog items,
• Committing to increments of deliverable
software
Te a m

59. 49
Responsibilities of this role
• Estimating size of backlog items,
• Committing to increments of deliverable
software
• – and delivering it.
Te a m

60. 49
Responsibilities of this role
• Estimating size of backlog items,
• Committing to increments of deliverable
software
• – and delivering it.
• Tracking own progress (with Scrum
Master).
Te a m

61. 49
Responsibilities of this role
• Estimating size of backlog items,
• Committing to increments of deliverable
software
• – and delivering it.
• Tracking own progress (with Scrum
Master).
• Self-organizing – but accountable to the
product owner for delivering as
promised.
Te a m

62. 50
Responsibilities of this role

63. 50
Responsibilities of this role
Product Owner

64. 50
Responsibilities of this role
• Working on a shared vision
Product Owner

65. 50
Responsibilities of this role
• Working on a shared vision
• Gathering requirements
Product Owner

66. 50
Responsibilities of this role
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product
Backlog
Product Owner

67. 50
Responsibilities of this role
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product
Backlog
• Accepting the software at the end of each
iteration
Product Owner

68. 50
Responsibilities of this role
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product
Backlog
• Accepting the software at the end of each
iteration
• Managing the release plan
Product Owner

69. 50
Responsibilities of this role
• Working on a shared vision
• Gathering requirements
• Managing and prioritizing the Product
Backlog
• Accepting the software at the end of each
iteration
• Managing the release plan
• The profitability of the project (ROI)
Product Owner

70. 51
Manager
Kunde
ScrumMaster
Team
Product Owner
Anwender

71. Company in USA: Portal Company
5 Product Owners: News, Email,
Products, Security, Infrastructure
1 Scrum Development Team, 9
people
1 integrated product: Portal.

72. What kind of
problems do you get,
if the ScrumMaster is
part of the team?

73. 54
Impediment backlog

74. 54
Exercise:
•What kind of impediments can you think
Impediment backlog of?
•Create a list of current impediments in
your organization
Timebox 5 min

75. 55

76. 56
History of Agile

77. Product Vision

78. 58
• The New New Product Development
Game, by Nonaka and Takeushi
• Lean Management, Deming and Juran
• Iterative and incremental
development, Barry Boehm
• First Implemenations, Jeff Sutherland
agile foundation

79. HBR
J A N U A RY– F E B R U A RY 1 9 8 6
The rules of the game in new product
development are changing. Many
companies have discovered that it
takes more than the accepted basics
of high quality, low cost, and
The New New Product differentiation to excel in today’s
competitive market. It also takes
Development Game
speed and flexibility. This change is
Hirotaka Takeuchi and Ikujiro Nonaka
reflected in the emphasis companies
are placing on new products as a
source of new sales and profits. At
3M, for example, products less than
T five years old account for 25% of
he rules of the game in new product develop- would account for one-third of all profits in the 1980s,
ment are changing. Many companies have an increase from one-fifth in the 1970s.1
sales
discovered that it takes more than the ac- This new emphasis on speed and flexibility calls
cepted basics of high quality, low cost, and differen- for a different approach for managing new product
tiation to excel in today’s competitive market. It also development. The traditional sequential or “relay
takes speed and flexibility. race” approach to product development—exempli-
This change is reflected in the emphasis companies fied by the National Aeronautics and Space Admin-
are placing on new products as a source of new sales istration’s phased program planning (PPP) system—
and profits. At 3M, for example, products less than may conflict with the goals of maximum speed and
five years old account for 25% of sales. A 1981 survey flexibility. Instead, a holistic or “rugby” approach—
of 700 U.S. companies indicated that new products where a team tries to go the distance as a unit, passing
In today’s fast-paced, fiercely competitive world of com- Mr. Takeuchi is an associate professor and Mr. Nonaka,
mercial new product development, speed and flexibility a professor at Hitotsubashi University in Japan. Mr.
are essential. Companies are increasingly realizing that Takeuchi’s research has focused on marketing and global
the old, sequential approach to developing new products competition. Mr. Nonaka has published widely in Japan

80. The Knowledge-Creating
Company
by Ikujiro Nonaka
Editor’s Note: This 1991
article helped popularize the
notion of “tacit” knowledge—
the valuable and highly
subjective insights and
intuitions that are difficult to
capture and share because
people carry them in their
heads.

81. Yahoo Chief Product Owner – “Scrum is faster, better,
cooler! It’s the way we first built software at Yahoo,
yet is scalable to large, distributed, and outsourced
teams.”

83. 63
Complexity / Empirical Management

84. 64
step factory enterprise

85. 65
Stacy and Complexity
unstable •Timebox
•Emergent
Emergent Requirements
Software
Time •Complexity
•Anarchy
stable
known Technology unknown
•You need boundaries!
Every Activity in Scrum is Timeboxed! http://www.plexusinstitute.org/
edgeware/archive/think/
main_aides3.html

86. 66
It is typical to adopt the defined (theoretical)
modeling approach when the underlying
mechanisms by which a process operates are
reasonably well understood.

87. When the process is too complicated for the
defined approach, the empirical approach is
the appropriate choice

88. 68
Strategic Planning / Agile Planning

89. 69
Purpose of planning?
What is planning?
What is estimation?
Why do we do planning?
Are you successful?
What is your biggest issue in planning?
Please discuss on your tables:
Timebox 10 min

90. 70
Planning is ...
Planning is the (psychological) process of
thinking about the activities required to create a
desired future on some scale. This thought
process is essential to the creation and
refinement of a plan, or integration of it with other
plans.
Planning is a dialogue.
Dia = through;
Logos = Word / Thinking

91. 71
The Product Backlog
• Emergent
• Deliverables, Stories, Functionality
Requirements
• Prioritized and Estimated
• More detailed on higher priority items
• Anyone can contribute
• Product owner is responsible for priority
• Maintained and posted visibly
• Business Plan

92. 72
size & duration

93. Finland
Denmark
USA
China
Austria
Canada
Brazil
France
UK
Germany
Italy
Country-Points
Slowakia

94. Product Backlog Iceberg
Priority
Sprint
Release
Next Release
74 © 2008 Objectbay So0ware & Consul9ng GmbH.

95. Certified ScrumMaster 2008
presented by
bor!s gloger

120. The End

121. Results
Scrum Meetings

122. Tactical Level Sprint Planning 1 Analysis / Pulling
Backlog Items
Sprint Planning 2 Design
Daily Scrum / Day 2
Synchronisation /
Pulling Tasks
Daily Scrum / Day N
Sprint Review Results
Sprint Retrospective Improvement

123. 103
Estimation Meeting

124. 103
Estimation Meeting

125. 103
Estimation Meeting
Preparation of Sprint Planning
Formal estimation
Spend at least two meetings
per Sprint
Estimate only Size not Time
=> Input for Release Planing

126. 104
Planning Meeting

127. 104
Planning Meeting

128. 104
Planning Meeting

129. 104
Planning Meeting

130. 104
Planning Meeting
Product Backlog
Team Capabilities Next Sprint Goal
Business Conditions Review, Selected Product
Consider, Backlog
Technology Stability Organize
Sprint Backlog
Executable Product
Increment

131. 105
Daily Scrum Meetings

132. 105
Daily Scrum Meetings

133. 105
Daily Scrum Meetings
• Daily 15 minute meeting

134. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day

135. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room

136. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs

137. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions

138. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?

139. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?

140. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?
• What is in your way?

141. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?
• What is in your way?
• Impediments and

142. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?
• What is in your way?
• Impediments and
• Decisions

143. 105
Daily Scrum Meetings
• Daily 15 minute meeting
• Same place and time every day
• Meeting room
• Chickens and pigs
• Three questions
• What have you ACHIEVED since last meeting?
• What will you ACHIEVE before next meeting?
• What is in your way?
• Impediments and
• Decisions

144. 106
Sprint Review

145. 106
Sprint Review

146. 106
Sprint Review
Done!

147. 106
Sprint Review
When a Team member says “done,” what does that mean?
Done!

148. 106
Sprint Review
When a Team member says “done,” what does that mean?
Done! Code adheres to standards, is clean, has been re-factored, has been
unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it

149. 106
Sprint Review
When a Team member says “done,” what does that mean?
Done! Code adheres to standards, is clean, has been re-factored, has been
unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it
Development environment for this to happen requires source code
library, coding standards, automated build facility, and unit test
harness

150. 106
Sprint Review
When a Team member says “done,” what does that mean?
Done! Code adheres to standards, is clean, has been re-factored, has been
unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it
Development environment for this to happen requires source code
library, coding standards, automated build facility, and unit test
harness

151. 106
Sprint Review
When a Team member says “done,” what does that mean?
Done! Code adheres to standards, is clean, has been re-factored, has been
unit tested, has been checked in, has been built, and has had a
suite of unit tests applied to it
Development environment for this to happen requires source code
library, coding standards, automated build facility, and unit test
harness

152. 107
Evaluation Consequences
Restoring unfinished functionality to the Product Backlog and prioritizing it.
Removing functionality from the Product Backlog that the team unexpectedly
completed.
Working with the ScrumMaster to reformulate the team.
Reprioritizing the Product Backlog to take advantage of opportunities that
the demonstrated functionality presents.
Ask for a release Sprint to implement the demonstrated functionality, alone
or with increments from previous Sprints.
Choosing not to proceed further with the project and not authorizing another
Sprint.
Requesting that the project progress be sped up by authorizing additional
teams to work on the Product Backlog.

153. 108
Sprint Retrospective

154. 108
Sprint Retrospective

155. 108
Sprint Retrospective

156. 109
Running a Sprint

157. 110
Running
30 days
Team builds functionality that includes
product backlog and meets Sprint goal
Team self-organizes to do work
Team conforms to existing standards and
conventions
Tracks progress

158. 111
Monitoring a Sprint
SPRiNT Burn Down
Product Burn Down / Sprint / Release
Velocity Chart
Parking Lot Chart

159. 112
News -- 50 Produkte -- 30 Schnittstellen - 10 ...
20 9
30 x

160. 113

161. 114

162. 115
Hrs
Sprint Ende
Trendline
aktuelle
Tendline
Tage

163. 116
Abnormal termination
Sprints can be cancelled before the allotted thirty days
are over
Team can cancel Sprint if they feel they are unable to
meet Sprint goal
Management can cancel Sprint if external
circumstances negate the value of the Sprint goal
and
If a Sprint is abnormally terminated, the next step is to
conduct a new Sprint planning meeting, where the
reason for the termination is reviewed.

164. 117
ScrumMaster = Change Agent

165. In 1967 I submitted a paper called quot;How Do Committees Invent?quot;
to the Harvard Business Review. HBR rejected it on the grounds
that I had not proved my thesis. I then submitted it to
Datamation, the major IT magazine at that time, which
published it April 1968.
Here is one form of the paper's thesis:
Conways Law Any organization that designs a
system (defined broadly) will
produce a design whose
structure is a copy of the
organization's communication
structure.

166. 119
Scrum a Change
Process
Most projects deliver software every 6 to 18 months. Scrum reduces this to many 1 month deliveries to increase
control via inspect/adapt.
This puts stress on the team and organization, exposing underlying problems and limitations.
The ScrumMaster’s job is to prioritize these problems and help the organization overcome them to get better at
software development, managing software investments, and becoming a community to work in.

167. 120
Listening
To listen fully means to pay close attention to what is being said beneath the words.
You listen not only to the 'music,' but to the essence of the person speaking.
You listen not only for what someone knows, but for what he or she is.
Ears operate at the speed of sound, which is far slower than the speed of light the eyes take in.
Generative listening is the art of developing deeper silences in yourself, so you can slow our
mind’s hearing to your ears’ natural speed, and hear beneath the words to their meaning.

168. 121
ScrumMaster = Leader and Facilitator
Removing the barriers between development and the
customer so the customer directly drives development
Teaching the customer how to maximize ROI and meet their
objectives through Scrum
Improving the lives of the development team by facilitating
creativity and empowerment
Improving the productivity of the development team in any
way possible and,
Improving the engineering practices and tools so each
increment of functionality is potentially shippable.

169. 122
A Day in Life of a ScrumMaster
Ensure everyone is doing what they have agreed
to do
Determine where Scrum is compared to where it
could be and update your own Scrum product
backlog
Work the product backlog
A dead ScrumMaster is a useless ScrumMaster
and,
Use all of your senses, including common sense,
and remember that you have no authority.

170. 123
Impediments II
The tyranny of the waterfall
The illusion of command and
control and,
The era of opacity.

171. 124
Scrum Teams

172. Multi Disciplinary Cross Functional with
No “Roles”
5-9
self-sustainable

173. 126
Rules of Etiquette
Team should create “Teams rules”
Never use the word “you”
Be on time
Use a talking stick
No name calling

174. 127
Collaboration
The Product Owner is not enemy
Other teams need to understand that we need them
We all deliver to the same goal
Open collocated space is recommended

175. 128
Scaling / Distributed Teams / Larger Scrum

176. 129
PO
PO
Team
Team
Anforderer aus den
Fachbereichen
Anforderer aus den
Fachbereichen
Die Anforder schreiben
BI und der Po priorisiert, Backlog
Backlog
erst im Sprint arbeiten priorisiert
die Anforderer direkt mit
dem Team
PO
Team
Anforderer aus den
Fachbereichen

177. 130
Marketing Sales Kunde Dev. IT Kunde Kunde Kunde
P P P P P P
P
P P P
P
P P Product Owner
P
P
P P P P
Team Team Team Team Team
P
Team Team Team Team
P P P

178. 131
Common Pitfalls

179. 132
If you do not have in place:

180. 132
If you do not have in place:
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog

181. 132
If you do not have in place:
1. Prodcut Owner is missing
1.1.No Vision
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized

182. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized

183. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized

184. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog 5. No Burn-Down Chart
2. Product Backlog
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized

185. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog 5. No Burn-Down Chart
2. Product Backlog 6. No Daily Meeting
2.1.Is not sized
2.2.is not estimated
2.3.is not prioritized

186. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog 5. No Burn-Down Chart
2. Product Backlog 6. No Daily Meeting
2.1.Is not sized 7. No Impediment List
2.2.is not estimated
2.3.is not prioritized

187. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog 5. No Burn-Down Chart
2. Product Backlog 6. No Daily Meeting
2.1.Is not sized 7. No Impediment List
2.2.is not estimated 8. Software not Done
2.3.is not prioritized

188. 132
If you do not have in place:
1. Prodcut Owner is missing 3. Sprint meeting
1.1.No Vision 3.1.Team accepts backlog items “not ready”
1.2.No roadmap 4. Sprint Interference
1.3.No product backlog 5. No Burn-Down Chart
2. Product Backlog 6. No Daily Meeting
2.1.Is not sized 7. No Impediment List
2.2.is not estimated 8. Software not Done
2.3.is not prioritized 9. No retrospective

189. 133
What is hard about Scrum?

190. 133
What is hard about Scrum?
1. Overwhelming details if not
managed

191. 133
What is hard about Scrum?
1. Overwhelming details if not
managed
2. Cross-functional team
understanding

192. 133
What is hard about Scrum?
1. Overwhelming details if not
managed
2. Cross-functional team
understanding
3. Getting a product backlog

193. 133
What is hard about Scrum?
1. Overwhelming details if not
managed
2. Cross-functional team
understanding
3. Getting a product backlog
4. Non-dedicated resources

194. 133
What is hard about Scrum?
1. Overwhelming details if not
managed
2. Cross-functional team
understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks

195. 133
What is hard about Scrum?
1. Overwhelming details if not 6. Estimation / metrics
managed
2. Cross-functional team
understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks

196. 133
What is hard about Scrum?
1. Overwhelming details if not 6. Estimation / metrics
managed
7. Daily estimates / decomposition
2. Cross-functional team of work
understanding
3. Getting a product backlog
4. Non-dedicated resources
5. Integrating support tasks

197. 133
What is hard about Scrum?
1. Overwhelming details if not 6. Estimation / metrics
managed
7. Daily estimates / decomposition
2. Cross-functional team of work
understanding
8. Longer term planing /
3. Getting a product backlog coordination with other teams -
4. Non-dedicated resources conflicting priorities
5. Integrating support tasks

198. 133
What is hard about Scrum?
1. Overwhelming details if not 6. Estimation / metrics
managed
7. Daily estimates / decomposition
2. Cross-functional team of work
understanding
8. Longer term planing /
3. Getting a product backlog coordination with other teams -
4. Non-dedicated resources conflicting priorities
5. Integrating support tasks 9. Time for research / slack

199. quot;My advice is to do it by the book, 1. Shu ( : , Shu? quot;protectquot;, quot;obeyquot;)
get good at the practices, — traditional wisdom — learning
fundamentals, techniques, heuristics,
then do as you will. proverb.
Many people want to skip to step three.
How do they know? quot; -- Ron Jeffries 2. Ha ( : , Ha? quot;detachquot;, quot;digressquot;) —
breaking with tradition — finding
exceptions to traditional wisdom,
reflecting on their truth, finding new
ways, techniques, and proverbs
3. Ri ( : , Ri? quot;leavequot;, quot;separatequot;) —
transcendence — there are no
techniques or proverbs, all moves are
natural

200. 135
Velocity Game

201. bor!s gloger
Copyright of this presentation is by Boris
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