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086: (Part 3) The Art & Science Of Doing Twice As Much In Half The Time Using Scrum For Ecommerce

Posted by Austin Brawner on August 11, 2015

If you’ve listened to parts one and two of this three-part series you should have a firm grasp on scrum, the methodology we use to help us do twice as much in half the time.

The final episode in this series will cover our personal experiences using the methodology, how we’ve modified it to fit our business, the things we’re improving as we move along, and how we think you should apply it to your ecommerce company. Plus, we also have a special guest joining us, and he goes by the name “Master Splinter.”

No, he’s not a mutant rat.

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.

This episode is part three 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.

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 the first two episodes of this series, he outlines what scrum looks like and how you can use it in your business.

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 framework applies to ecommerce
  • A complete breakdown of the 5 essential components of successful Scrum implementation
  • The most inefficient way to get projects done

Links / Resources

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Also, ratings and reviews on iTunes (hopefully 5-stars!) help us tremendously and we’re very grateful for them. We do read all of the reviews and we’ll answer your questions or comments on future episodes.

Austin: Hey Chad, what’s up man?

Chad: Hey man, how are you doing? How are things going?

Austin: Things are going pretty well. Things are going well. It’s midsummer. It feels good and–

Chad: It’s hot.

Austin: It’s hot.

Chad: I think we’ve talked about that in the last four episodes. So let’s stop talking about it. I feel like in the Midwest again everybody is talking about the weather.

Austin: It’s true. It’s because your pants start sticking to your legs as you walk around and it’s not ideal.

Chad: It doesn’t sound delightful.

Austin: Definitely not delightful but we can’t talk about it. An interesting book that I just started reading before we dive into what we’re going to cover today and if you haven’t read it yet, you guys will be all about it. It’s called Mindset: The New Psychology of Success by Carol Dweck. I’m 80% through it and I just ripped through it. It’s so good. She’s a Stanford psychologist. She has done decades of research on achievement and success and talks about a growth mindset and fixed mindsets. It’s really interesting because it’s not what you would expect. I always think of myself, I have a growth mindset or the belief that I can do whatever or that’s kind of like, I feel like I’m pretty strong in that sense. After reading her book, I’m convinced that I’ve got some serious fixed mindset and need to work on it. So if you guys have not read Mindset: The New Psychology of Success, definitely check it out.

Chad: I will definitely. That’s my list of 152 books that I have saved in my wish list on Amazon and I definitely need to do it but it’s weird–

Austin: Because now Amazon is delivering the same day.

Chad: Same day. God! It’s amazing. I was actually writing in Evernote this morning in my journal and it was like, I need more mindset, more exercise, more health, more of this stuff and so I’ll definitely added it to the list and of course I went to Amazon today, ordered some things and it’s going to be here tonight at 9 pm. So, mindset and one-day shipping, the same day.

Austin: Free same day, delivered today. I got the same thing. It’s insane. Scary for ecommerce business owners, exciting for humanity. If you need to consume more, you could do it quicker.

Chad: Let’s get on. We’ve got a really special, a special, special episode today and mainly because we’ve got a very special guest coming on board.

Austin: A member of our team.

Chad: A member of our team but not just any member. He’s the one, the only, Master Splinter.

Austin: Exactly. We’re really excited to have Ian join us because Ian has been a member of our team now for, oh my gosh, almost–

Chad: Eight months? Nine months?

Austin: Nine months. He has been a huge, huge, member, a contributor to the team and he’s behind the scenes a lot of the times working with us, working with clients and has really just taken over and he sees the role where he has leading a lot of our business and we’ve been so happy to have him. He’s the reason we’re able to come on here and be able to podcast every week because Ian takes over and runs a lot of the show behind the scenes. We’re excited to have Ian on the show. Welcome, Ian.

Ian: Hey guys! Thanks for having me and thanks for the kind words. I’m definitely excited to be on the show.

Chad: Awesome man. Are you nervous at all?

Ian: A little bit. First time on the podcast, so if I say anything stupid, you’re going to forgive me.

Chad: Now, in the amount of stupid things I say on the show, you won’t be able to beat me in one show. Don’t worry about it.

Austin: I know. We were excited. We’ve talked about having Ian on and we said it’s a perfect time to introduce Ian because today we’re going to be talking about part three in our three-part series about scrum, like scrum for business and Ian truly is an expert on this. He’s been really taking over and leading us through some of this stuffs so that’s we’re excited to have him on the show. It was a perfect time to bring him in.

Chad: Absolutely, I mean, I name this series for us internally, The Scrum Life because I feel like I’m just scrumming everything in my life now and a big part of that is Ian.

Ian: I love to see that Chad.

Chad: Let’s talk about the topic summary like we always do. We want to cover why we’re talking about this specific leisure. In the last two episodes, we had Tim Francis of Profit Factory join us to introduce to us the scrum methodology so to speak. He came on to talk about it and then explained how it operated. In this third episode of the series, we’re going to focus on how we use scrum to get two times done, two times of the amount done in half the time.

Austin: Did they make sense two times done?

Chad: I was thinking twice as much done.

Austin: Twice as much is done. Because you said, it’s twice as much done.

Chad: As I’ve said, 2X is what I meant to say, 2X.

Austin: Twice as much done in the same amount of time. That is it. Two times done and half the time we sweep. That’s four times I think.

Chad: I don’t know but anyway—

Austin: Maybe it is been eight times.

Chad: All I really did was prove my previous point of the amount of dumb things I sometimes say. That’s all I did.

Austin: It’s good to be really, really good because we’re going to translate a lot of stuff that Tim said to how it works for us. If you haven’t listened to part one and part two, go do that now. Either if you are on iTunes. Just back it up and check those out or you can go to our website and check it out and really, like we wanted to dive into this in a three-part series because implementing this scrum methodology on our business with Tim has provided like incredible results for us and we think that it’s a breakthrough that had such an impact on our business. We really want to share it with you guys and break it down step by step. You can take it and hopefully pull it into your own business and get started just so you can get more stuff done. Before we do that, we’re going to go over a new review we got and I love getting reviews on the podcast. I want to give a shout out to California Chef who wrote, phenomenal podcast, five stars. She said she wanted to thank you. I said she because I think I know who it is, I want to thank you for your rich and insightful podcast. I’ve been devouring it now for weeks and it’s all I’m listening to. I’ve taken several actionable steps over the past weeks as well. I’m switching from MailChimp to Klavio. Thanks for all your help in sharing. I really appreciate it. I’ve got all the work I can handle at the moment, being a handmade artisan but next year in the fall I’ll be expanding and I’m sure I will contact you guys for consulting services. So, thanks so much for writing that reviews. We love it. It’s always great to hear.

Chad: Absolutely love it. And a quick note here, for this series, what we’ve talked about in previous episodes is we’re going to be giving out or we put together a guide that you can download and It’s Get Twice as Much Done in Half the Time with Scrum. It’s a process map and it’s going to outline what the scrum process should look like so that you can begin implementing the methodology into your business today. And you could get to guide in two ways as always. The first is by texting the word influencer to the phone number 33444 and per the norm, I’m going to give you a second to get the phone out of your pocket and then I’ll repeat it. That word again is influencer and it’s spelled I-N-F-L-U-E-N-C-E-R to the phone number 33444. Do that, an email with links to download the documents will be sent directly to your phone and you can also get the documents at ecommerceinfluence.com/scrum3. That scrum spelled out and the number 3, no spaces. Let’s dive in.

Austin: The overreaching theme for scrum is a system that is able to combine rapid innovation with disciplined execution so that as we’ve mentioned multiple times we get more done in less time. That’s really what it is. Imagine if you’re a fan of like anything Tim Ferris talks about or Perry Marshall, the 80-20 Rule, Parkinson’s Law, what really it is, it’s combining all those things, putting it together and giving a little bit of focus so you’re not overwhelmed.

Chad: We’re going to talk about how we’ve been using scrum but before we do that, I think what we are going to do is talk about some of the problems we were having before implementing scrum. Some of these scrums you are most likely or were most likely having in your business and for me personally, what we have found or what we had found is that there’s too many important projects. I noticed that we built a list of a hundred tasks and then next thing you know, we get 10 done but we’ve added 20. It’s like we’ve got all these important things to do but we’re having a hard time identifying what’s most important where we can focus on it. More importantly, for me personally, it was like, taking those tasks and chunking it down into very small bite size pieces. Because what happens is when the task is too big, or the concept of the task is so big, psychologically, it makes hard to get started and I found that sometimes it’s just overwhelming to think about the size of our project before scrum.

Austin: It’s true. I think for different people, it means different things. For me, what’s been really helpful about setting, using this scum methodology is we work remote and we first needed a way to kind of organize everything we’re going to get done, put them all done and then not just organize like list everything down but then put them in a priority list and what was happening, what I was feeling was happening was that we had this non-immediate priorities. They were getting in the way of these priorities that are immediate. It’s very hard to differentiate between the two of them and often times what would happen is we would have the best intentions to get something done but non-immediate priorities would sneak in and replace the time that you needed for the immediate priorities if that make sense. That’s kind helped us solve this.

Chad: That makes a lot of sense. Now, we have Ian on the line with us today, really the person who brought us to this point with scrum. It’s probably a good idea to get Ian’s take on what was happening before he implemented it. So Ian, tell us, what were you feeling before you brought scum to us?

Ian: First thing I would say is that we always need to be able to adapt to new situations. Requirements for client projects are always changing as the lean business, we need to be constantly improving the efficiency of our business processes especially as we grow. The problem is and the frustration I was always having is that we were incredibly slowed with that. We work on all this process all the time and we talked about them all the time. Really, I’d say, we talk about them all the time but it would take us weeks, if not months to put these things into place.

Austin: Does any gets exactly what when I was talking about the non-immediate priorities, getting involved in front of the immediate ones, that’s I kind of totally agree. That’s where it was. We had this immediate changes we wanted to make and they get replaced by other stuff that with on our list to get on. We met with Tim, he’s great. He taught us scrum. He’s been teaching you guys in the last couple of episodes, really first off we had this desire for some more productivity and we got going but the first time with our first scrum, this has been months ago now, maybe two months. Our first scrum board was not that great. Let’s be honest.

Chad: It was built in Trello and I don’t think Trello is a good place for scrum. Maybe it works for some people but—

Austin: I think it does work for some people but for what we are modified version of scrum, that’s for a business and for marketing business it did not really work that well. Ian kind of took the bull by the horns here. He learned the process. Why don’t you maybe walked us through in? The quarterly meeting, this is where you kind of got dialed in and you said let’s do this right let’s be as efficient as the German train system and just go through it. Give us a rundown of how you prepared for the quarterly planning meeting and what that looks like. We called it the backlog meeting, how that worked.

Ian: Yeah, absolutely. We were sitting there. I think we were planning things out and I was thinking back to the last quarter. I was looking at all these goals we have had these tasks that we wanted to undertake and from the last quarter, we probably only accomplished about half of them. It didn’t mean that we didn’t have the time to do it. We just missed them. That’s kind of when we were sitting there and it dawned to me, we really need to do this. We really need to make sure we’re organized, in a way that we can knock out every single goal that we have for this quarter and that’s how we are going to be successful. I would say that the first thing I did to get prepared was to just put a little something in place so that we all had a little something that we could look up as we planned the meeting.

Austin: What was that thing that you put together that we all had to look at?

Ian: The first thing that I wanted to do is to kind of have a quick outline of the process, just knowing what steps we want to take to get everything planned out. The second thing I think, the most important thing was, admittedly a little bit of an excel gig—

Chad: I think that’s an understatement.

Ian: Maybe a little bit.

Austin: Excel wizard is what we call it.

Ian: What I did was I set-up a Google sheet actually in Google Docs so we could collaborate a little bit but really what all we were focused on was for the different projects that we had so let’s take an example and say that we want to redesign our website. What we do is we laid out all of those tasks, every single one that we can think of. I think a lot of people, before we were just kind of pick one and two task and say, okay I know where we need to start. I can identify them. I’ll just go do them and then we will figure out what’s next later. It turns out when we went through it and we really start to think about it, there are these five or six, these really important tasks that we would have otherwise missed. If we redesign our website, for example, normally I would have come in and say, okay I need to find a designer, I need to vent a few different designers and I need to pick one and then we can start moving. Had we have done that, we would have spent a few weeks finding designers. We would have asked that designer to take our project, they come back to us and say, okay, what’s your unique value proposition? What pages do you want us to build? What’s your ideal layout? Who are your ideal customers? We essentially would have spent few weeks finding these designers only to find out that we haven’t done all the work, all the preliminary work and we would have essentially pushed the project another five weeks into the future. Going through that process, now we know I need to do, I can get all these other different tasks. We can define our unique value proposition. We can layout the website. We can layout what pages we want and we can have all that done before we talked to a designer. Then when we come to that designer, I think that happens to you Austin. They tend back that wow you are the most organized and ready person that we have ever talk to.

Austin: Exactly. It’s all about parallel processes can what Tim talked about on previous episodes. I mean he talked about parallel processes but it is key because since instead of just saying we need to hire somebody to get going to build a website we realized what was going to be involved all the way down to schedule five appointments with five qualified agencies, review deliverables, make a decision, chose and sign an engagement letter. All those were knocked out as well as the other side, create buyer personas, outline key pages and so I could do both of those things at the same time. By the time, as I was finding new agency to help us redesign our website, I’d already knocked out the other stuff. That was the value and it was seeing both all the components of the website redesign at one time. I was able to do them in parallel versus what Ian was mentioning was just kind of a waterfall technique that Tim is saying you want to avoid which is do everything and you get to a certain point you hit a road block because you now waste two weeks having to do the steps that you should have been in the first place.

Chad: I mean a big part of that was chunking it down and finding out these little bits and pieces with insight project and that’s where that small little task has been helping so well. Ian, you know we’ve done this a few times now but can you give us like a quick sense or two on an area we need to improve and then maybe you can tell us how our listeners can apply that to their business.

get twice as much done in half the time with scrum

Ian: Absolutely. I think really the thing that I’ve noticed, something that really we’ve kind of been doing wrong is that we haven’t really been doing this as a group or kind of autonomously. What I mean to say is that this process not meant to be a hand holding process. My job as sort of Master Splinter is not to walk everybody through the process all the time and to tell them what to do. My job really is to just make sure everything is running smoothly so you should never, what I’d say the people should do is you should get not only yourself but you should get a group of people whether they’re be your employees, or the people your collaborating with on a project together and you should do that brain dump. You should get all the tasks out but you should do that together and there should be no, there doesn’t need to be one person dictating what’s said and what’s done but just get together and really take a little bit of time to lay down every single tasks you can think of, big or small. It could be as little as we’ve said before, like reaching out to five different people, right?

Austin: That makes sense. That’s something we were definitely working out and giving people a project, asking them to do the brain dump and then reviewing on that thing and also the reason why we called Ian, Master Splinter has to do with the fact that he is the scrum master and telling you the scrum master, we started to call him Master Splinter.

Chad: It’s just a cooler name.

Austin: Because we like the Ninja Turtles.

Chad: Yeah. Ian, let’s move on to the sprint meeting, right? Sprint planning meeting comes after this backlog meeting right? Can you explain to us briefly what’s sprint planning meeting is?

Austin: I think we did cover that in the last previous two, maybe if you could focus specifically on the way it works for us versus maybe the typical sprint planning meeting?

Ian: I mean per the sprint planning is really just about getting everything organized. So we’ve got all these tasks that we’ve laid out, some of them are huge, some of them are really small, one of the first things that we do is we go through list of tasks and we just give them numbers basically based on the size that they are. We use what’s called the Fibonacci Sequence and you may have mention that before in the previous podcast but we used the numbers basically one, two, three, five, eight, 13. The reason we don’t label the size of our tasks by let’s say one through five is just that we have a better perspective on how big a really large tasks is versus that’s going to take maybe 15, 20 minutes to accomplish.

Austin: How much bigger is the size 13 than a size two?

Ian: I would say, if you are looking at a sprint of like two weeks, size 13 is probably something that’s either going to take you two weeks or either going to think take you longer than that. It’s really something that you can’t grasp without breaking it down, quite a bit more. Often what we’ll do is once we go through all those numbers and a task then we’ll find the tasker about the size 13 and the size eight which I would say, a size eight is something that you can accomplish in about two weeks and we try to the best of our ability to break those down into smaller and smaller tasks. We’re always asking ourselves, with this task, can I break this down a little bit further?

Austin: A good example is when we said a hiring agency to redesign our website, that’s a 13. We then broke that down into, reach out to ten agencies and then schedule appointments with five of them. Both those tasks were about five is pretty much so that you can break that down into much smaller more manageable chunks and that’s been very helpful for us.

Ian: Absolutely. So the next thing that we do is we want to break things down using those same numbers so that’s one, two, three, five, eight and 13. We bring them down into priority. Thirteen, being the highest priority task and one being the very low priority task, something that really if you didn’t do it at the end of two weeks it wouldn’t be a problem. People will barely notice. The main reason for this is to know what it needs to get done first and going through this and this is really one of the most important things to think about is what is imperative and what’s not. So we might go through and say, I really need to lay out, I really need a lot of content for the website. It might turn out that the first thing that we really need is the unique value of the proposition. How can we convey our marketing message if we don’t even know how we’re positioning ourselves or who we are as a company? That’s really the next step, is defining those priorities. Going through and giving a priority number to every single task that we have. From there, we can start to kind of get an idea or we can group these different numbers together and then when we start to tackle all our different tasks we can say, okay, I’m going to focus on the priority 13 task, the really high priority task and then ones those are all knocked out, then I can focus on an eight then I can focus on five.

Austin: The whole key is that if you don’t knock out like if you knocked out your 13s and your 8s, you have a pretty good week. If you missed, you definitely want to miss the ones that are like 3s and 5s, not the 13s or the 8s. Let’s get on. Let’s move on along a little bit into the daily scrum because that’s where now we’ve got things organized and you go through priority, through size, assign it to team members, then we actually get going with this stuff and start working on it. Can you talk a little bit about the daily scrum Ian and how we go through, we have our daily stand up, what that is and how we’ve modified it to work for us?

Ian: Yeah. Absolutely. First thing I say is that before we were doing scrum, we did have a meeting. We always had what we call our check-in call and we come in and we basically talk about what our kind of three big goals was for the day and whether or not if we needed something through somebody else we let them know. It was a good start. I think it kept us focused but really the idea of a daily scrum or stand up meeting is to focus really intensely on what we can do to get these projects knocked out. For a lot of us, our day to day work is very much the same, and to hear from somebody, day after day after day that their goal is exactly the same as it was yesterday, one, isn’t very useful to us and two, I think a lot of people just stop listening.

Austin: You zone out.

Ian: Absolutely, so really the sprint planning meeting is all about one, staying focus, two, I think it’s encouraging people and keeping them really excited about the projects they are going to knock out for the day, and then three, it’s about removing the bottleneck right away. Those things that are preventing you from doing what you want to do. The more bottleneck you have knocked out like out of your way and the easier it is to get your stuff done, you’re just incredibly motivated.

Austin: A good example today, we went through this meeting, one of the things that came out was a bottleneck was one of our new employees didn’t have yet a copy of Photoshop and she had a project that was on Photoshop so we did, instead of like derailing the meeting and trying to fix it, we said okay, we know that’s it and we identify that as a bottleneck, I say, once we’re done everyone stopped, everyone said, what they’re going to do, what they did yesterday, what they’re going to do today and talked about their bottlenecks and everyone who was not involved with the projects hopped off and the people who were there to solve the problem stayed on and we just solved the bottleneck, we got her a copy of Photoshop. She was able to then work on her project without being stuck any longer.

Chad: This has actually been a huge game changer for us from previous meetings because the amount of times we would have discussions in these meetings, months ago with derails so many things. It’s not even derailing, instead of being 15 minutes, it would end up being half hour then Master Splinter, guys, common let’s just move on to where we need to move on to. Now, implementing the daily scrum, doing it the right way only talking about this scrum tasks have really made things much more efficient and it has been so good for now in what we’ve been doing but also the mindsets so that we can enjoy the meetings for as if we’re feeling like they’re a burden sometimes because of the length we go to.

Austin: Let’s move along to the next—

Chad: That’s very country-esque of you.

Austin: Inspired by the song at the beginning of the podcast.

Chad: You like that?

Austin: Yeah I did. Just don’t go watch the music video

get twice as much done in half the time with scrum

Ian: Guys, let me jump a little bit really quick because I think our listeners would love to hear this. I think the main thing that if you’re going to do one thing to put this sprint meeting into place is just have that meeting and to ask the question to everybody in the group, what have you done in the past day or two to accomplish or to get a little bit closer to your project goals, what are you going to do for the day and what are your bottlenecks and just keep it to that. It should be one of the quickest meetings that you’ve ever had and then if you want to talk to somebody about something, if you have a bottleneck, you want to work out, have that meeting with that person just right after that meeting

Austin: I think that’s the best thing that we’re seeing is just clearing that self out so it’s key. So, we’re going to move along to the sprint review section after we, we simply talked about planning, getting the backlog out there, sprint planning meeting, our daily stand up to keep us moving along. After two weeks, we then have a sprint review meeting and this has been very helpful because it allows us to show off what we’re doing. We basically don’t show what we’re doing for the two weeks to that. We don’t waste time showing it to other team members and tell that sprint review meeting when it’s kind of our chance to show off what we built.

Chad: What do we call it? Show and tell or something else?

Austin: Show and tell. It feels really good. You can go and you just get to show off a little bit.

Chad: And if you don’t have anything to show off, you feel really bad, hence the accountability.

Austin: It’s like I’ built this sweet little dashboard thing that I like. I want to show you guys. That is worked well for us. Ian, can you talk about how we modified this review meeting to suit our needs?

Ian: Yeah. For people who know scrum, it was really built the first time for software developers. So it’s really easy to think of a show and tell for software developers because they are showing people the piece of software that they built so far and what it looks like. For us show and tell could be really anything but what we want to make sure happens is that everybody who’s involved in the process is doing a little bit of show and tell themselves. Per the reason that we want to do that is one so people can get feedback on the work that they’ve done. And two, so that we can ones we got that feedback we can adapt, we can take a look at what something somebody has built and without micromanaging them over the two weeks then we can get back to them and say, okay well, I think we should change this. I don’t really like this element of the project. In our next two weeks, let’s focus on making these changes. It’s really adaptive.

Chad: I’m going to jump in here quick. For those who are listening, if you listen to the first and second part in the series, Tim called it basically building a ladder one rung at a time and making sure it’s also on the correct wall. This is the meeting where you sit there and you look at the three or four wrings that you have built and said, are they at the right wrings, more importantly, are we building this ladder on the correct wall? Instead of placing that ladder on this wall when it’s completely finished only to find out it’s wrong, these are the meetings where we sit here and say okay, correct wrung so far on the correct wall. If not, this is where we readjust and this allows us to make sure they were doing things efficiently adapting as Ian said

Austin: Also, the next thing is because you give more responsibility over two weeks and you don’t micromanage, you don’t focus and tell somebody is actually the way they should build something. You give them the ability to be more creative and more often than not, you’re going to be surprised and pleasantly surprised by what someone has come up with without being micromanaging. At the end, after two weeks, you can look at it and say, okay maybe, that’s not exactly what I was thinking about. Let’s make some changes here and there but for the most part, it’s going to be an exciting thing I look after last week when Chad built up this awesome process and we were all blown away like that’s way better that what we even envisioning.

Chad: You didn’t give me a little credit there. You didn’t expect me to get that far so I just wowed you.

Austin: In our mind—

Chad: I was just messing round but go ahead.

Austin: I know but I’m actually giving you credit here because I don’t think anyone of us envisioned it to be that detailed except for you and you were able to show off and what was in your mind. Where you thought Chad talked about how sometimes if it’s too large of a project, an idea can be hard to get started, well, that’s because in his mind, the idea was more complicated than in our minds and he was able to show up with something that was more complicated and actually better than we’ve imagined. I think that you’ll find that–somebody is ringing on our door. Anyway, that’s my whole point. Give people responsibility and you’ll be pleasantly surprised.

Chad: At the end of the day, it really what this is doing is eliminating the idea of that deep dark rabbit hole. So you’re not just getting sucked right down into it. That’s a big part of it.

Austin: Plus you’ve got to show.

Chad: Show and tell is awesome. Let’s move on the sprint retrospective. Let’s keep this one short. We’re running out of time here and if you could Ian, a couple of sentences of what on what we’ve done with the retrospective.

Ian: Absolutely. I think that this is an incredibly important part of the process. It’s all about improving your efficiency, your time saving and your accountability. The retrospective is really focused on improving scrum myself. Scrum is necessarily going to look pretty the first time you do it. It didn’t look pretty for us. We were working in Trello and it really wasn’t what we expected it to be at first but if you go through this process of basically asking, okay, what’s working? What’s not working? What do we need to do to improve? You’re going to improve the process every single time and suddenly you’re going to be spending less and less time on these projects and you’re beginning them done quicker and quicker. If you really think about it, putting an hour in it every two weeks to improve the process even by half an hour a week you’ve already gained the time back and then every week after that, you’re going to be saving more and more time.

Austin: It’s great. It’s really helpful And that’s where we’ve made some of these that’s how like you said is how we stopped using Treo, how we improved our process and now we have been doing it in a couple of months and it’s way better than it was. That’s what we look at.

Chad: The new normal for us is pretty incredible. I mean, I was joking earlier before about how they didn’t expect me to come up with this part of this system that we’re building and that’s specifically because of who I am. My Kolbe score indicates that I actually hinder a system’s building process, yet because of scrum, I was able to come back and actually say, wow look I actually was able to put this in place. I was just joking earlier but really it shows a point here is that somebody who can hinder a process because of the way I am actually can really bring a significant value because of the way it helps me as a person operate and it’s different for everybody but I think it’s been incredible for us.

Austin: And Chad just mentioned his Kolbe score. It’s K-O-L-B-E and if you haven’t taken that, I highly recommend it. It’s interesting. A little short test that explains how you process things, not a Myers Briggs personality Test but when you’re confronted with challenges, what your typical mode of removing of the challenge will be and operation is. It’s really interesting.

Chad: Very much so.

Austin: I highly recommend it. I really believe that a lot of stuff that we’re getting done in two weeks used to take us a month or two months because of it, so I highly recommend it. That’s all we’re going to talk about with scrum at this point. We’ve gone over so much in terms of details but what about you Ian, how is it affected kind of a way that you’re operating?

Ian: I would say the first thing, I don’t have to manage different tasks and different projects on a day to day basis which is so important for me because most of my time needs to be dedicated to working for our clients. Not just for ourselves. So, to have everything be so self-organized and to have you guys and all of our other employees doing the work without me having to assign task, without me having to draw out a specification for whatever we’re doing it’s huge. It’s a huge time saver and my anxiety levels are a lot, a lot lower.

Chad: Hey man! I’ve got to tell you I appreciate you coming on the show today. You said you were nervous but I didn’t hear it. You sounded like a natural man. Good job today.

Austin: Great job.

Ian: It’s been great talking to you guys. I think this is some I geek out on a lot.

Austin: Ian is an excel wizard. I’m not even joking.

Chad: That’s not a joke at all.

Austin: He does magic and that stuff. We didn’t even realize existed.

Chad: I’m going to close this up a little bit. Ian will give us the end but I want to remind everybody that for this series we put together a get twice as much done in half the time process map. Probably also throwing that some of that excel work that Ian has done so you can use that and of course it’s going to outline the entire scrum process and what it should look like and how you can implement it and you can get the guide in two different ways as I’ve said in the beginning. The first is by texting the word influencer to phone number 33 4 44. I’ll give it one second. Okay, again, that’s the word, influencer and it’s spelled, I-N-F-L-U-E-N-C-E-R to the number 33 4 44. Do that and we’ll send it to your email and you can also get those documents at ecommerceinfluence.com/scrum3. That’s the word scrum and the number 3, no spaces. Ian, what do we need to do next?

Ian: Absolutely. If you have them already, you should definitely subscribe to the Ecommerce Influence Podcast. We do this every week and if you did like it and if you didn’t like it please write us a review. We’re always trying to improve and we love to hear some feedback. Lastly, have a great day.

Chad: See you on the next episode.

Austin: Thanks, Ian. See you guys in the next episode.

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.

Austin: Hey Chad, what’s up man?

Chad: Hey man, how are you doing? How are things going?

Austin: Things are going pretty well. Things are going well. It’s midsummer. It feels good an...

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