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084: (Part 1) The Art & Science Of Doing Twice As Much In Half The Time Using Scrum For Ecommerce

Posted by Austin Brawner on July 30, 2015

It seems like we’re all looking for the silver bullet when it comes to getting more done in our business. Look no further. There is a methodology that will help you do twice as much in half the time.

Too good to be true? We thought so, too…until we implemented it. Now our team is producing more work, at higher quality, and in much less time. And so can you.

 

The Scrum Methodology was originally designed for technical projects, but now it’s being applied to business and it’s been a smashing success for many.

Our own experience has been extremely positive. Our team is on the same page, we’re doing the right things at the right time, and we’re knocking out project after project weekly.

Tim Francis is the guest on the first two episodes in this series. He is a scrum “master” so to speak and he taught us the ins and outs of the process. In this series, he’s going to outline what scrum looks like and how you can use it in your business.

This episode is part one in a 3-part series about applying the scrum methodology to innovate with disciplined execution while getting twice as much done in half the time.

Part one is an overview of the methodology, part two is how to execute the methodology, and part three is a review of how we implement scrum into our business and how you can apply it to yours.

 

Key Takeaways from the Show

  • How scrum can help anyone do twice as much in half the time
  • Why and how the scrum methodology applies to ecommerce
  • The 5 essential components of successful scrum implementation
  • The most inefficient way to get projects done

Links / Resources

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  Chad: Austin, what’s up my friend? Austin: Hey Chad, how are you doing? Chad: I’m pretty good today, pretty good. It’s another day in the crash cube recording more podcast for our listeners and it gets me excited. Austin: I’m excited as well. This is an important episode that I have been really looking forward to. I think this is one that means more to us, maybe not more than the other ones that’s hard to say that it means more or less but it’s one that has had—the topic that we are going to be discussing has had a big impact on the way I personally operate and the way that you operate. The reason why we are excited because it’s an important topic for us. Chad: I think it’s important in three ways. Psychologically, it has helped us incredibly as individuals. Relationally, between you and I. Then, in terms of productivity it’s has helped us really move the business along. I hate to say that it’s life-changing but it is kind of life-changing in what we’ve been able to do. Austin: For the time being. I think that’s key when people talk about life-changing. I say the word life-changing sometimes, people say it’s cliché but I think different times in your life you are moved by different things and this happens to hit us at a perfect time when our business is growing. We are no longer involved as much on a day to day with every project and for me, that’s personally been something I have been dealing with and like had been trying to grow as a leader, as a manager to be able to understand what my next role is. This has been something that’s been helpful for that because I look at as we have grown and I am no longer involved with every project in the business like I used to be when it was just the two of us. There has been an aspect of me feeling like I am grasping at things that I don’t need to be involved with and had been an element of like a micromanager, something that I have heard from Chad and from other members of the team. It’s something that it’s like the worst thing for me because I feel like that is the last thing I want to be. What we are going to talk about today has helped me to try to get past that. Chad: On the flip side, it’s funny. You and I are very similar in many ways but we are also pretty opposite in many others and specifically for me it’s like you worry about the micromanaging aspect and being seen as that whereas I know that I am a hindrance to being able to build systems because of how I operate. That’s hard to swallow sometimes when all you want to do is build a system in business to help it be almost self-sustaining. Any other ways I’m a hindrance to this so it’s been tough psychology until this point where we are able to talk on this topic. So why don’t you tell us a little bit about the topic that we are going to be talking about today? Austin: Sure, so this is the part one of a three-part series where we are going to be discussing project management methodology that can help you get twice as much done in half the time. We are still going to do the math on that if that’s eight times or however much it is. It’s a lot more. It’s something that we have been using for the last couple of months. It has helped us knock out our quarterly priorities earlier, faster than before. It’s like combining all the best productivity tricks and hacks, 80-20 rule, Parkinson’s Law—all these things into one. One project manager methodology and that’s why we are excited about it. Chad: This is a three-part series as he said and our guest for the first two episodes of the three parts is Tim Francis of Profit Factory who is a certified scrum owner, which basically means he has mastered the scrum system which this entire series is going to be based around. So he is obviously more than qualified to talk about it. Plus, he has been on the podcast before. We really going to be talking about this because Tim helped us implement this methodology into our business and has provided some incredible results for us in a very short amount of time. So we want to share with you guys to help you do more. get twice as much done in half the time with scrum Austin: What you can expect today through this discussion of part one is really why believe it’s different than anything else out there and you’re going to learn the elements of scrum so you can start to build like a little metal framework that you can apply to your business about how this should work. It’s going to be an overview in part one. But you got to want to come back for part two because once we give you the framework, part two, we are going to discuss the actual execution of the methodology. What’s working for us, what hasn’t worked, the mistakes that people make when they first get started but we are going to start slow. Bring in a complicated process and hopefully a way that is easy to understand and start from there. Chad: A couple of things before we jump in with our guest today. We really appreciate any kind words, feedback on a podcast. So send us an email at podcast@ecommerceinfluence.com and of course, we’ll take negative stuff too so we can improve. On top of that, for this series we are going to be giving away a guide that really says get twice as much done half the time with scrum. It’s a process map. We’ll include some I think an Excel spreadsheet that are master of scrum Ian Myer did for us. But really it’s going to outline how to do scrum for your business and you can get that guide in two different ways. The first is by texting the word influencer to the number 33444. Again, that’s an influencer to the number 33444. I‘ll give you a second to get your phone out just in case. Okay, that’s the word influencer and it’s spelled I-N-F-L-U-E-N-C-E-R, to the number 33444. Do that and we’ll send you an email with the links to download it. We’ll also give some documents at out URL, ecommerceinfluence.com/scrum1. That’s the word scrum, S-C-R-U-M and the number 1, no spaces. So ecommerceinfluence.com/scrum1. Before we dive in with Tim here. Let me give you a quick background. Tim Francis is the founder of ProfitFactory.com. He is also world-wide Kolbe certified and he is also a certified scrum product owner. In 2013, he began systematizing his business Tim Francis Marketing and Revenue Guru by a staggering 50% in just three months by also cutting his workload by about 20% to 25%. So he has been a guest lecturer at NYU in New York City, at the University of Alberta in Canada and has been a master class teacher in Mixergy. He has helped us out significantly with this process so we are pumped to welcome Tim back to the show. Tim: Good day. Chad: Awesome. I actually think you’re the first podcast guest that we are having on for the second time. Maybe the second, I don’t know. So welcome back. Austin: No, I think it is. I think it is. The first one. Chad: You know what Hugh Darren came on twice, didn’t he? Austin: Oh yeah. Chad: But either way. Welcome back. Glad to have you. Before we really jump into the topic today if you could, for those who didn’t listen to the first episode with you, can you give us a quick 30 seconds on your background on your marketing expertise? Tim: Yeah absolutely. I think that business gives us an opportunity to experience like magic in life. And yet, at the same time it’s also so sad if we get really crushed under the heaviness of business and some of the day-to-day. I myself, got really sick, I burnt out a while ago, like five years ago working too much to the point that I actually couldn’t walk for three straight months and that was quite an alarming wake-up call for me. Since then I have sued systems and scrum and other different tools to learn how to build big parts what I call an engine room so my business can run in a lot of ways without needing me. Since then I have been able to enjoy amazing experiences, traveling through North America, having kind of once in a lifetime truly soul-stirring type experience. So if I can help other business owners live the magic a little bit more, I feel like I’m fulfilling my mission. Chad: Awesome. Well, this is a perfect place to do that just because so many people do listen to us, more importantly, you have helped us quite a bit so we want to share more with what you have been teaching. Specifically today we are going to be talking about what you had already mentioned which is scrum. Scrum for business. So I guess the first question we want to ask is very broadly, what is scrum? How has it helped you and or clients to get two times more done or however much more done in less time? What is that? What is scrum? Tim: So I own my own marketing company as well in addition to profitfactory.com and in my marketing company as soon as we started using scrum, we are able to take projects that used to take two weeks and get it done in three and a half days. That’s an acceleration of like 186% or some incredible acceleration which is really exciting. Scrum is just a way to manage your work and manage your teammates if you have them so that things just get done on really like turbo. It’s so crazy to think that you can take the same pieces of the puzzle and just arrange them a little bit differently and suddenly you get a dramatically better result. Chad: Interesting, so how is this really different then than any other I guess project management methodology? Tim: So as kids whether you realized it or not, we were all taught something called waterfall. Waterfall is a way to do work where you basically say first we are going to consult the client or let’s say do all of our outlines for our project. Then after that, we are going to move into the design. Then after that, we are going to move into production and then after that, we are going to move into quality testing and so on and so forth. That applies whether it is writing an essay in school or whether it’s like first I am going to go university and then I am going to do this other thing and it was very kind of like segmented. The way that we grew up with and oftentimes in the workplace as well, if you ever had a job, is this idea that there is a deadline and you have to deliver your finished essay or your finished project on this deadline. So, in essence, you are bringing 100% of the project, you’re delivering it at 100% of the time that you have. With scrum for business, we are actually really turning it upside down and saying instead of delivering it 100% of the project at 100% of the time like the deadline, we are actually going to take an 80-20 look at what it is we want to build and we are going to build just the top, top, top maybe not even the top 20%, maybe the top 5%. We are going to make that deliverable in the first two weeks. Not three months, not a year. Like literally a customer needs to be able to pick up and hold it and feel it and use it at the end of the two weeks. Now I am not saying that everything about your product has to be live. So it’s not like we are saying you want to build a website now instead of taking three months to do it, you have to do it all in two weeks. That’s not what I am saying. I am saying pieces of the website have to be up and running in their entirety that customers can actually use it within two weeks or three weeks or four weeks. So you just say a sprint can be one to four weeks. The reason that that is so game-changing because we are able to in a very short amount of time get market feedback. So if you have ever read Eric Ries’ The Lean Startup, it’s kind of that idea of minimum viable product at MVP so that you can get feedback right away before you’ve gone and spent all this time and all this energy and maybe even a whole bunch of money, building something what is like a way simplified version that you can get feedback. You can also take a look at how did we build over the last two weeks and how can we make it way better. So that’s kind of like part A of what really makes it different is instead of delivering 100% at a 100% time, we are delivering like 5% in two weeks and it’s actually useable. The other thing is there is incredible like say collaboration and accountability along the way. So in scrum in a regular basis, we are touching base with our other teammates and if you are a solopreneur you can still do this with other entrepreneurs where you are working together with them and instead of just oh well, I’ll do it tomorrow, I’ll do it tomorrow, I’ll do it tomorrow, we are able to get to a place where there is a ton of accountability and we are able to just push a little bit more and stay focused to get more done in the short-term. So I would say those are the two biggest kind of differences. And that second one, instead of saying I have got three months to do this, we are saying no, no, no. we are just going to look at a really short timeframe and we are going to look to get a specific part done in that specific timeframe which gets everybody really focused. Austin: Tim that sounds really good. I’m it rested to hear how this can apply to a lot of our listeners who are on ecommerce or work for ecommerce businesses. How could we apply scrum to I guess Product Company selling something online. How does this relate and also, if you could define a little bit. You mentioned sprint. I want after that go over what sprint is for people. You talked to us and you kind of coached us of what is sprint is before. We’ll go over the details after that. Tim: I think one of the most amazing, amazing examples of scrum principles at work in a product business, in an ecommerce type of situation was this actually a supplement that came out a little while ago called NO Xplode. Are you guys familiar with NO Xplode at all? Austin: Absolutely yes. I have sued it before. It’s so intense. I tried it once or twice. Pretty much done after a couple of uses. Tim: It’s got the excellence and intensity that Ecommerce Influence would be able to handle. Austin: It is brutal. Gets you all jacked up. You can’t sleep. But it’s good. The people love it. Tim: Okay. So did you know that before he went and built a colossal warehouse with inventory as far as the eye could see and before he went and did all the entire formulation on it and…that he actually just sold a book on the principles behind NO-xplode with advertising in muscle and fitness magazine or maybe I don’t remember which publication. So without actually building the product and selling it, he actually created an ebook or maybe it was even a physical book that he sell first to see if there is any interest in his product. When he advertised that he got all these feedback in a few different ways. One was, he now had a list of buyers. And in marketing we always talked about a trip wire, what is a small thing that somebody could buy to prove that they are a buyer. So he established a trip wire. He got a list of prospective buyers of his supplement, plus he was able to take his ideas and put them out and get rapid feedback before he went and invested tons of money into inventory and infrastructure and figuring out his distribution and supply chain and before his massive website. On and one and one in ecommerce like cooking up all the pain and process. Like before all of that had to happen, he was able to take a much smaller version of his business and go improve the concept first before going any further. Do you think that’s a fair representation of ecommerce and products and scrum in action? Austin: I think so. I think that makes a lot of sense. I mean that’s where I think a lot of people get tied up when they are running a product business, thinking in two weeks sprints and three weeks sprints that it can be difficult when you are just kind of churning more product in, product out that sort of feeling. Tim: I feel like when you think about product it’s kind of like the classic example and I tip my hat to Jeff Sutherland who wrote the book Scrum and one of the kinds of leading thinkers in scrum. He says imagine a camera where it’s like maybe after the first two weeks, maybe it can’t focus, maybe it doesn’t have an LCD screen for you to be able to see the pictures. Maybe it doesn’t zoom. Maybe it doesn’t upload to YouTube but at the end of two weeks, maybe it does have the case. Even if it’s just the outer case of the product and now somebody could pick it up, and say I like how it feels, I like how it looks or I would imagine this would be better if we put some finger grooves in here or I’d like you to be bigger or smaller. Even though you’re eventual buyer can’t give you feedback on the whole product because you haven’t built it yet, it’s only been two weeks, they can start giving you feedback on the concept and it is unbelievable how much feedback so soon. I have done this before and probably a lot of people who are listening to this have done this before where you work super hard to climb the ladder to build something only to find it’s leaning on the wrong wall and you’re like, oh my God are you kidding me? It avoids that situation. We’re going to create a very small ladder that’s only a couple of rungs tall. We’re going to lean it against the ladder and see what people say. Then from there, we can decide to go up the same wall or tilt against a different wall. And then we can build the next couple of rungs the ladder and then just keep moving the ladder around and keep building by a couple of rungs along the way and by the end you are going to have a really tall awesome ladder that’s exactly on the perfectly right wall and you’ll have a super efficient way to climb it every single time you need to go make a ladder. Chad: I think that’s a fantastic analogy because I think of like very small chunks. I think how we used to do our quarterly planning before we talk about scrum. It used to be we have got 90 days, what are the goals that we want to hit? What are the top five goals? Then we put these big goals out there and we sit there and we say kay I have got to reach this long goal, the waterfall if that’s what you call it. But now, what we have done we have chunked it down too far that we can basically reassess literally every two weeks if our ladders on the right wall building one rung at a time at the same time. It’s not like we have one big ladder and we put it on the wrong wall. It’s like here is our first three steps, is this the right wall, are these the right steps before we start building further. Austin: Inevitably, going back to what Chad said, when you do the 90-day goals we thought we are doing a great job but what happens is we leave the planning session and we really go hard for like a couple of weeks and then there would be like this dead time in the middle of the quarter maybe like a month, a month and a half where things would kind of get overwhelming and then you would see that deadline in front of you in a couple of weeks. Now we are going to really go after at it again, wrap it up again to hit that deadline and then you’ve got three months that go by and you got nearly as much done if you are doing that two-week, reassess, two-week reassess. Tim: I think an important part of scrum is and this is something from using it in my own company is oftentimes we want to be firm on the goal and flexible on the path. Like anybody who has ever built a business, knows that it’s a very circuitous winding path to get to where you want to go. I think it’s like 90 days is a beautiful timeframe to be setting goals and I give you guys a huge high five for doing that quarterly planning and I think the deeper that you get into your business, the more concrete you can oftentimes be. So if you have been doing your business for five years you know we need to create an email marketing sequence for this. We need a new landing page for that and we are also going to work on these three internal systems because we know that’s where customer service is falling apart or something like that. Whereas maybe at the very beginning of a business or anew product line or something maybe it’s far more unknown and we say like well we don’t know what system we need and we don’t know what products we need, we don’t know what marketing assets we need but either way being firm on the end-goal at 90 days and then being incredibly flexible on how to get there, I think that that allows for the discovery to happen every week along the way. Does that make sense? Chad: Absolutely. I think about our most recent scrum meeting which we had yesterday and I think at the beginning of the quarter we put a goal down for our email marketing system and started out two weeks ago with the scrum meeting on what we need to do and then Austin had an epiphany on a Sunday night, the night before our scrum meeting and now we have changed it. But it hasn’t changed our end goal but what it has done is it has refocused us. Like you said, it’s going to change whereas before we would have not seen this potential change until two weeks before the end of the quarter. It’s a big difference. Tim: I think that like so much of business is being in the spirit of discovery and also being like responsive, being agile like scrum is an agile project management method and agile was built in the software industry and it was proven over 20 years and it’s used all over the place down the software industry. Surprisingly, it’s out on the software industry so few people know about it. So it’s exciting for me to take it out of software and bring it to the non ‘technical’ parts of the world even though I do own a virtual company in internet business and whatever myself, we are not developing software. So much of business is kind of like an athlete. Athletes are always told when they are competing like read the play and then react. Read the play and react and business moves very quickly these days and to be too rigid about the path, totally robs you from those epiphany moments like you just mentioned. It robs you from you the changing landscape. It robs you from—to be totally frank, the universe works in crazy ways sometimes. Do you know what I mean? I am not saying that as some woo-woo statement I mean I have things happen in my business I could have never predicted in a million years like that phone call from an old friend or happy to see something on TV or something that just sparks something and to be flexible and responsive to that along the way I think is so valuable. It’s such an amazing asset rather than being stuck in some rigid 90-day, this is how we absolutely have to do it from day one to day 90. Austin: Well we have gone over, let’s dive into it a little bit more. What are kinds of some of the elements of scrum? What is a scrum team look like? Tim: So I think there is kind of like the textbook version and there is kind of like gorilla small business version. Austin: Let’s do that one. Tim: Yeah exactly. If you read Jeff Sutherland’s awesome book about scrum, he comes from a world of software and big companies. We are talking like the massive companies like Google and Facebook and Apple and even massive ecommerce websites like WalMart.com or something like that. I mean I don’t know who else he has worked for or hasn’t but I am saying is that size of a company that would have the full-blown scrum build out. When it comes to small business. You actually can use as a solopreneur or as a person with just an assistant or a couple of people. And so, looking at that the big version of scrum would say you’re going to have team members, you are going to have a scrum master, you’re going to have a product owner and you are going to have a stakeholder. All of those are different people with different roles. The big picture scrum will also say make sure that everybody collocated as much as possible in the same location, in the same office all working on just one project or for one client kind of thing. That’s kind of like the textbook, big business, big version scrum version. In the small business, maybe even micro small business solopreneur type situation, we don’t have really any of those advantages. It’s like we don’t have a team of 10 people maybe or if you do maybe they are scattered all around the world because you have got contractors. I know my AdWords guys in Italy and my personal assistant is in Indiana and my copywriter is in Denver. It’s like we are scattered around the globe and so we don’t have the advantage of being in the same office with one scrum board on the wall. So sometimes your stakeholder is your product owner, is your scrum master is your copywriter and it’s all the same person. Austin: Well just to define maybe what each one of these. You just mentioned stakeholder. For people who are listening who aren’t familiar, could you define maybe the stakeholder, the scrum master and some of the key terms that you have mentioned so that they can have an idea? get twice as much done in half the time with scrum Chad: Well, give them high-level overview because in part two we’ll definitely dig deeper in these ones. Tim: Sure absolutely. So the stakeholder is going to be whoever is writing the check and is, in the end, has to live with the results. So if you have an ecommerce website, as stakeholder could include an investor, if you have an investor in your company. It could include a client like let’s say you are doing ecommerce services for ecommerce clients then your client could be a stakeholder. If it’s your own website, if it’s your own ecommerce business then you are the stakeholder. There can be multiple stakeholders depending on but at the end of the day who has to live with the dollars and cents of what happens. That’s the stakeholder. Austin: Sure, it makes sense. So you got stakeholder and then the rest of the team that you talk about any kind of the higher level you got for the product owner and scrum master, right? Could you define kind of what how it goes and relate to a small business? Tim: Absolutely. So if the stakeholder is the furthest removed from actually doing the work, the other end of the spectrum would be like the scrum team members and so that’s going to be all of your and again this is the term that I came up with just from doing this myself, is it will often has to be a mix of coordinators and specialists. So coordinator tome is like if you have a project manager, or if you have a personal assistant, someone like that. You’ll have some of those in the team and then the specialists are going to be like the SEO person, your copywriter, your designer, your programmer, those are all your specialist and those are kind of like the do-ers. It’s like the team of talent if you will that are actually doing the work. That probably doesn’t seem too foreign this idea of stakeholders and kind of like your team of talent, your scrum team that probably seems normal. It’s that in-between parts that maybe are a little bit different and so the in-between part is what called the product owner and also a scrum master. If you have a much smaller team, your scrum master and your product owner will be the same person and they may also be one of the teams of talents. So for example, for a while in my team, I was stakeholder and product owner and scrum master and the copywriter. Because I was the best in writing copy and we didn’t have any dire that out. The scrum master is the person who oversees the team and says what are we getting done? Once the sprint, the two-week sprint is set out, they are the one that keeps the team in track, helps the team identify bottlenecks and roadblocks that they are running into along the way. Like what’s my log info for this or we don’t have the authorization to buy stock images on iStock photo for some of our Facebook ads or something. Those are all little roadblocks along the way and the scrum master helps the team identify and remove them so the team can just keep moving every single day that goes by. So that’s your scrum master. They also often manage the scrum board which I’m sure we’ll talk about more later to say how are we moving tasks along the 29:30 board, what is the priority, how do we keep things moving. So the product owner which you would have to have bigger business to have a product owner but let’s talk about it is somebody who is basically the liaison between the stakeholders and the scrum master and the scrum team. So the stakeholder might say okay we need to increase sales by 10% and the product owner will sit in the middle and say how are we going to go and do that? Are we going to split test some ads? Are we going to try to traffic source? Are we going to increase our bid prices on certain keywords? They are all going to go through that thing to say like what is going to take the business objective of the stakeholder and how do we translate that into projects and tasks for the scrum team to go and do. Does that make sense? Austin: It does. It does make sense. I think that’s a key thing to focus on. Because one you have a team then you can get into the meetings and that sort of thing, knowing the people around involved with the process, now we can get in these meetings and that sort of thing and that how that actually works. I think you have done a good job of giving an overview. You have done a good job of giving an idea of what it looks like. Chad: I think the one thing I do want to ask, we’ll wrap this one up in a minute but obviously there are a lot of obstacles to scrum that we can talk about in the in the next part but what would you say the biggest mental obstacle to actually understanding this process? Something that hearing this for the first time, they are not sure if they can implement it but we obviously all of us believe that they should. Like what’s an obstacle that they typically come across mentally and how do we overcome that so that we overcome that so they will start to plan for our scrum way of life? Tim: I went and got certified as a worldwide scrum product owner before I went I felt there was kind of like there is a lot of meetings, there is a lot of details here, what is a product owner that seems like confusing, what is a stakeholder. There is a lot of titles, there is a lot of name, there is a lot of meetings. It kind of feels uncomfortable in a sense. And so when I lead business owners because I do consult to companies on how to implement scrum, it’s like I tell them, look just scrum is scrum. You don’t have to roll out all of scrum in all the different people in meetings right away. Just pick the top 2% that really seems the most attractive to you and do that for a few sprints and see how that goes and after that then roll in the next feature of scrum that looks appealing to you. We will talk about this in greater detail later but basically if all you did like even if you were a solopreneur just starting your business you probably know at least one other entrepreneur and if you said to that other entrepreneur that hey on my backlog of things that I like to get done, these are the top two most important things or top five most important things for me to get done in the next seven days or the next 14 days and if you just look at that and you pick the top number one most important item you work on it and then every day and every other day, you have a quick 15-minute maybe 10-minute accountability meeting with that other entrepreneur and you went back and forth just to say answer the three questions that always get asked in scrum which we’ll talk also about in a few moments. It’s like if all you did was that and just said at the end of the two weeks I am going to have a ship of a product on my most important two to three items, I have an accountability partner and we are going to do this for the next two weeks—that is scrum. Congratulations. High five, you have done it. It’s not the full-blown rollout of the different levels in people and yet you are still taking advantage of the principles of scrums. At the end of the day when you look at scrum, there is no part of it that’s new. It’s 80-20 in selecting your priorities, it’s the idea of minimum viable product, it’s the idea of account like regular accountability, it’s short deadlines, it’s batching, it’s Parkinson’s law—it’s all these super amazing principles that we have heard about just kind of scattered around all combined into one super way of being able to get so much done on super steroid. If you know what I mean. Chad: That makes sense. That’s brilliant. I think it’s fantastic. This whole part one was designed to be an introduction without overwhelming the details. We are about to get into that in part two but people aren’t going to hear part tow until a week later. So this is a perfect way to get them thinking about scrum. And since it will be seven days later when they hear more of the nitty-gritty that we are about to record, what should they do right now to take their knowledge at scrum without getting too deep? Where should they go to get to enhance their knowledge what they have learned on today so they can be prepared on next week’s finer details? Tim: So depending on when a person listens to this, my book may be done and it might not be done. So currently if they go to scrumforbusiness.com at the very least they are able to opt in for a pre-release notice of when the book will be out. There are some complementary chapters so depending on when they opt-in. So that’s one thing I want them to do is to go to scrumforbusiness.com. The other thing that a person can do is to just begin taking all the projects that they want to do and to write them down. To me, whether you do it in a whiteboard or on a spreadsheet on your computer or a bunch of post-it note and just stick them straight on the wall just getting all of those projects out of your brain and kind of doing like the classic bran dump. Just to get everything in your mind down on the paper. Then when we get into part two, we’ll talk about what can you do with all those sticky notes and all these different tasks and projects so that you can now move them into a scrum type situation and really start knocking things off the list like you guys have done a great job of since I have chatted and taught you guys a lot of this a little while ago. Chad: Fantastic. Austin, do you have anything else? Otherwise, what we’ll do we’ll close this one up and we’ll move to part two. Austin: That sounds good. I totally agree with just dropping all your tasks or use a Google Drive spreadsheet and list them all out and go from there. So I think that’s a great place to start. We’ll wrap this one up and get into part two. Chad: Sounds good. Austin: So just to remind you for this series with the help of our guest, Tim, we’ll put together get twice as much done with half the time with scrum process map. It’s going to outline exactly what you needed to do to get scrums going in your business. You can get the guide in two different ways. The first way is by texting the word influencer to phone number 33444. So reach in your pocket, not if you’re driving. If you’re not driving pull out your phone and open to the text field and all you do is type influencer in, it’s spelled I-N-F-L-U-E-N-C-E-R and text that to the phone number 33444. That’s 33444. You do that, we’re going to send you an email with a link so you can download them directly to your phone or save it to your email. You can also get these documents at ecommerceinfluence.com/scrum1. The number 1, not the letters spelled out. So thanks for joining us. If you haven’t subscribe, head to iTunes and just go there and subscribe to the ecommerce influence podcast. You’ll get one a week. We are very consistent and we love to hear from you as well. If you have been a long-term listener but you have not wrote a review please go there and write a review on iTunes, let us know what you think, where we can improve, what you like, any topics as well. We always read through there to find new topics to go over. So that’s it. thanks for joining us today and we will see you later. Transmitter: Thanks for listening, to get even more actionable insights from the most influential experts and the most successful CEOs in ecommerce, to help you grow your business from one million dollars to 10 million plus, visit ecommerceinfluence.com.
  Chad: Austin, what’s up my friend? Austin: Hey Chad, how are you doing? Chad: I’m pretty good today, pretty good. It’s another day in the crash cube recording more podcast for our listeners and it gets me excited. Austin: I’m excited as well. This is an important...
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