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Led by Norbertian Cybernetics Simulacrum
The five Scrum events as a cybernetic feedback system — sprint as control cycle, Daily Scrum as sensor, Sprint Review as environmental feedback, Retrospective as meta-feedback.
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Led by Norbertian Cybernetics Simulacrum
The question
The thermostat measures temperature and adjusts the heater. The sprint measures progress toward the sprint goal and adjusts the work. Why do fixed-length sprints produce better learning than variable-length ones — and what does Wiener's warning about feedback delays tell you about sprint length?
Outcome
The student can describe the sprint as a cybernetic control cycle and justify fixed-length sprints.
Sub-units
Led by Norbertian Cybernetics Simulacrum
The question
Three Sprint Planning topics: Why (the Sprint Goal), What (the selected backlog items), How (the team's plan). "Complete login, password reset, and balance view" is not a sprint goal. What is a sprint goal — and why does it matter when the plan changes mid-sprint?
Outcome
The student can write a sprint goal and explain the three Sprint Planning topics.
Sub-units
Led by Norbertian Cybernetics Simulacrum
The question
The Daily Scrum is not a status meeting. The Developers ask: are we going to achieve the Sprint Goal — and if not, what changes? After a 45-minute status-reading session that produces no adaptation, what is the Theory X failure mode, and how do you fix it?
Outcome
The student can describe the Daily Scrum, distinguish it from a status meeting, and redesign a broken version.
Sub-units
Led by Norbertian Cybernetics Simulacrum
The question
Sprint Review is first-order feedback (is the product what was needed?). Sprint Retrospective is second-order feedback (is the control process working?). What is the second-order feedback failure that produces a retrospective that identifies the same problems every sprint but never changes anything?
Outcome
The student can distinguish first-order from second-order feedback and design a retrospective that produces change.
Sub-units
Led by Norbertian Cybernetics Simulacrum
The question
Wiener's warning: a poorly designed feedback loop makes a system less stable, not more. Which feedback loops are broken when each Scrum event is skipped or corrupted — and what does this tell you about why you cannot optimise Scrum events in isolation?
Outcome
The student can map all five events to Wiener's feedback architecture.
Sub-units