Scrum done right. Still nobody uses it. Because nobody wrote down why.

Two decades in the room with executives who want something vague and teams who have to build it — first specifying and architecting the systems, later facilitating the people who build them. Most of that work sits in the gap this book is about: turning a business pressure into something a team can actually deliver against.

The narrator is me, doing the job, including the parts I got wrong. An impediment I let sit for six days. Four days of chairing a status report while believing I was facilitating. A Review where I watched a Product Owner accept work that didn't meet its own acceptance criteria, and said nothing until a developer did.

Those are in the book deliberately. A method that only works when everyone performs perfectly isn't a method — and a practitioner who claims they've never made those mistakes hasn't been in enough rooms.