Professional Scrum Training Courses
Enables all members of a software-focused Scrum Team to learn Scrum while doing it, experiencing what it is like to build products with modern Agile and DevOps practices.
Course where participants learn about the EBM framework through a series of hands-on, activity-based exercises to help leaders guide their teams toward continuously improving customer outcomes, organizational capabilities, and business results.
Professional Scrum Competencies
Scrum.org has created these Professional Scrum™ Competencies to help guide an individual’s personal development as they learn Scrum.
New and Now at Scrum.org
Resources Describing Scrum Guide Changes
Find a series of resources that discuss and describe the changes between the 2017 and 2020 versions of the Scrum Guide.
Accountabilities of a Professional Product Owner
In this joint whitepaper from Avanade and Scrum.org, we explore the key complexities of Product Ownership and ways to address them.
Measuring Enterprise Agility
This whitepaper describes the foundation mindset, actions and behaviors of agile in four simple statements supported by 12 principles
What Makes Scrum.org Different
Learn how Scrum.org is unique in the market as a mission based organization that provides consistent experiential training around the world.
Professional Scrum Certification Assessments
The Professional Agile Leadership - Evidence Based Management assessment validates and certifies an understanding about how leaders can best support their teams in an agile environment.
New Blog Posts
Does the role of the Scrum Master go away with time? For addressing the doubt, first, understand the role of a Scrum Master clearly. Suppose you go by the Scrum Guide, the person accountable for ensuring that everyone in the Organisation understands the purpose of the Scrum Framework. Thus, the Scrum Master serves not only the team but also the Product Owner and the Organisation. The Scrum Master helps in the overall understanding of the Scrum theory and practice. The functioning area comprises both within the Scrum team and the concerned organisation. In most cases, the Scrum master accomplishes the task by coaching, facilitating, and mentoring them. Thus, it enables the whole team to develop valuable product increments and delivers better. However, in the case of a new Scrum team in the organisation, who is also new to the concept, the task can be challenging and tedious. At the foundation level, the Scrum master can spend more time assisting the team in comprehending the overall Scrum Framework. In addition, Scrum Master coaches the team on self-management to help them hold a sustainable pace. However, the job is not at all easy. It gets difficult for the Scrum Master to make the team understand a few aspects. For example, it is difficult to convince the concerned team that each Sprint can deliver to its optimal potential within a month. Sometimes, it is even more challenging if the team’s composition is not in favour of the type of work we have been doing. So, It is certainly an effortful job to achieve. But with growing time, things settle down. Finally, the team acquires sufficient knowledge and training to work according to the Scrum Framework. Altering the role with time The role of a Scrum Master gets lesser complex with growing time. However, in practical circumstances, the team eventually improves a lot by acquiring better skills. They get mentored to learn better practices that support building increments and employing newer practices. It is during this phase when the team overcomes the shortcomings and comes to better terms. Continue Reading>> About tryScrum tryScrum’s mission is to humanize organizations by exploring prescience to challenge traditional thinking and drive transformation. We want to help Organizations become fully human and fully capable. We bring great value to clients by building capabilities through our training, coaching, and consulting services.
Jul 29, 2021 Read blog
Every company has customer focus in its vision or mission statement, but is it really? As an employee of a development team, how do I know if this is the case? How do I know we are are customer obsessed company? How do I sense it? These are the questions we want to explore in this post. Let's start with a simple question for the team: How many people are between the user and the development team? Typically, you see something like this: Often there are project managers, business analysts, requirements engineers, deputies, steering committees, usability experts, testers, or QA teams between the team and the user. I see the user(s) as our most important customer, because if the user is not happy, no one will pay for the product (sponsor), nor will any other market participant be interested in it. What can the Product Owner do to improve this situation? I have collected 6 tips for this: 1. Invite the User Instead of focusing on the perfect requirements and investing an extreme amount of time there, I would recommend bringing the user closer to the team. Do we ever want to invite a user to the sprint review? Or to the team room and show how we work and ask him for feedback on the current feature? What can I do to detach myself as a Product Owner even more from this system and focus more on the product strategy instead? 2. Merge Teams instead of splitting them up Instead of splitting teams into specialized silos, such as a test team or a QA team, which then pass on work to be able to develop more "productively" themselves, I would recommend bringing teams together. Too often I have seen "bug ping pong" between teams and never found it to be efficient. I would strongly recommend bringing teams together, pairing or mobbing or ensemble programming and completing and finishing (Definition of Done) features (Product Backlog Items) together. Read the blog "5 practices that help with agile software development" for more information. 3. Introduce Feedback Moments Instead of accepting or "rejecting" Product Backlog Items, I would recommend as a Product Owner to look for a different way of collaboration. For example, "feedback moments" go in this direction, which allow to bring the user directly to the team and let them give feedback. Feedback moments can empower the team, to whatever they need and confront them with the user problems instead of delivering pre-chewed solutions. This also helps with motivation. PS: Accepting or rejecting also implies a hierarchy, which we don't want to have in a Scrum team. So call it feedback moments. 4. Celebrate added Value instead of busy KPIs Instead of celebrating Velocity, Utilization and "Feature Completeness", we should define success as Impact for the user. What in the user's world is made better by our product? How does the team get more empathy for the user? More ideas on this in this Twitter stream from me. 5. Break down large features into smaller goals and bites Instead of working through big features (large batches) over multiple sprints, I would recommend working in small steps. How can we break down the big product vision into actionable sprint goals? Into daily goals that we can celebrate and measure as a team? It's counterintuitive to work in small batches, but progress and discipline bring faster successes and allow the product to become deliverable faster. 6. Delegate Sprint Goals Instead of doing everything myself, I think about what I can delegate as a product owner. Can I delegate the entire sprint goal to a department? Thought example: "For the next 2 sprints we are working on features for the internal marketing department. Please talk directly to Stefan from the department and just keep me updated. I will always be present at the Daily Scrum." In other words, I delegate the responsibility about the content of the product to another person and just get more information for decisions when I need it. Alright... 6 experiments to try and let me know of 😀. Could you stay quiet as a product owner and let the team run on its own for the next two sprints? Why not? How far away is the customer from the team?
Jul 28, 2021 Read blog
One of the things you do as a Scrum Master is help your Product Owner in different aspects of their role. It doesn’t mean that you need to know how to do their job yourself, but you should be able to bring valuable practices and techniques to their attention.
Jul 27, 2021 Read blog