2014 Development Team Review Influencer Study 
Scrum.org
NOVEMBER 24, 2021
They should develop and communicate the Product Goal, manage items and their ordering on the Product Backlog, and ensure that the Product Backlog is understood by stakeholders and team members. Sverrisdottir, Ingason & Jonasson (2014) also found no standard for how much time Product Owners spend with teams.
Project Pulse Journal
APRIL 8, 2024
Each approach establishes the development of project deliverables as influenced by the delivery cadence, defined as the number and timing of deliveries based on the type of deliverable. Project deliverables examples include daily tasks, workflows, and processes, and will vary from team to team.
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Scrum.org
AUGUST 1, 2022
It may suffice to move an item on the Scrum Board or Kanban Board to “Done” or “Ready for Review”, although a verbal statement is probably clearer for teams where the Scrum Board isn’t visible all the time. This ties closely into research on team cognition and cross-functionality. This communication doesn’t need to be verbal.
Herding Cats
AUGUST 22, 2018
No case study, no data, no description of what was the source of these savings other than NOT Estimating, no description of the processes, other than Not Estimating, no Root Cause of the core problems with the project in the first place, that when corrected or prevented would have removed cost, schedule, and headcount impacts.
Herding Cats
FEBRUARY 9, 2019
6, No 5, October 2014. [3] Princeton University Press, July 21, 2014. [4] Reducible (Epistemic, the study of knowledge). There are four kinds of reducible (Epistemic) uncertainties that create a risk to software development projects. 4] "Explicating the dynamics of project capabilities," Andrew Davies and Tim Brady, .
Herding Cats
JANUARY 23, 2019
No case study, no data, no description of what was the source of these savings other than NOT Estimating, no description of the processes, other than Not Estimating, no Root Cause of the core problems with the project in the first place, that when corrected or prevented would have removed cost, schedule, and headcount impacts.
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