There’s an old expression — don’t gild the lily. It means to try not to over decorate something that’s already beautiful on its own. Sometimes I want to tell a Product Owner that I am working with not to gild the lily by overloading their requirements with solutions.

Scrum has helped teams embrace transparency, empiricism, and value delivery—but the same principles are urgently needed at the organizational level. As Ken Schwaber and Dave West remind us, honesty is a demanding yet essential capability, especially when applied to how we design and evolve our organ...

Advanced Heat Map for Daily Banking: combining frequency and TCE‑based specificity to design economic boundaries of a product group, decide what to include, centralize or reconsider, and reduce coordination costs.

In diesem Artikel gibt PST Simon Flossmann Tipps, wie Scrum Master die PSM-III-Prüfung auf Anhieb schaffen können.

92% of organizations are increasing AI investment, yet only 1% achieve operational integration - not because of technology, but because they're running AI on industrial-age operating systems designed for stability, not evolution.

Eine User Story ist kein Mini-Pflichtenheft, sondern der Startpunkt für echte Zusammenarbeit. Ihr Wert entsteht nicht durch viele Worte, sondern durch Gespräche, Fragen und gemeinsames Verständnis. Warum weniger Schreiben oft zu besseren Ergebnissen führt, zeigt dieser Artikel.

The Scrum Guide uses “event” 24 times and “meeting” only twice. That’s not random. Scrum events aren’t meant for talking—they’re meant for changing. Learn how to make every Scrum event count.

A Definition of Done should protect the business, not just signal activity. In this blog, PST Robb Pieper explains how a product-level Definition of Done reduces risk, supports real integration, and builds trust in what teams call done.

Business Agility isn’t about speed. It’s about focus and alignment. And it’s what helps teams and organizations maximize ROI, reduce risk, and adapt effectively to change. In this article, we explore what keeps organizations stuck, the building blocks of business agility, and how to get there.

In diesem Blog Post beschreibt Mark Rehberg die Missverständnisse die Scrum häufig verursacht. Viele Organisationen führen Scrum mit der Erwartung ein, dass damit automatisch Probleme verschwinden: ineffiziente Prozesse, schlechte Kommunikation, unklare Anforderungen oder unzufriedene Kunden. Wenn...

A step-by-step guide for Product Owners on using AI to precisely transfer feature specs to Developers.

Government delivery keeps repeating the same mistakes because legacy decisions, compliance culture, and risk-averse governance trap teams in outdated cycles. These ghosts of past, present, and future drain value and slow change. Real progress needs adaptive funding, flexible commercial models, stabl...

AI is repeating the same mistakes we saw in failed Agile transformations: hype-driven adoption, weak leadership ownership, and poor alignment. This time, the impact is bigger. The AI Strategy Canvas helps leaders take a mindful, problem-first approach and build AI strategies that create real, sustai...

Stella Ihenacho - COO/Agile Coach at NSTAR Technologies sits down with Eric Naiburg, COO of Scrum.org, to explore one of today’s most pressing questions: Is Agile still relevant in a world shaped by AI and rapid change? (10:05 Minutes)

One of the most powerful tools Agile leaders have is also one of the simplest: asking great questions. Great questions don’t tell people what to do. They spark thinking. They nudge teams toward self-management. They build confidence and create space for creativity and innovation.

Your stakeholders aren’t the enemy. They’re allies you haven’t asked yet. The Meta-Retrospective brings them into the room to work through what’s broken and what’s working; no agile jargon but real actions, and stakeholder buy-in for what needs leadership support.

In diesem Artikel erklärt PST Simon Flossmann die am häufigsten übersehene Aufgabe eines Product-Owners

Government tracks delivery, not value, mistaking activity for impact. Evidence-Based Management provides the missing discipline by measuring outcomes, learning, and real behavioural change. By shifting from status reporting to evidence loops, departments can link strategy to delivery, validate assum...

Most organizations measure AI adoption, not synchronization - focusing on usage instead of how well AI speed, Agile speed, and organizational speed align to create real business value.

Most organisations do not fail at agility because of their teams. They fail because their operating model quietly pulls them back to the Industrial assumptions they are trying to escape. The structures, metrics and leadership habits designed for stable, predictable work remain in place, no matter ho...

A Agilidade não morreu - mas sua aplicação superficial mostrou limites claros. Neste artigo, exploro como os Product Operating Models surgem para conectar estratégia, cultura, estrutura e operação, e como o Agile Product Operating Model(APOM), da Scrum.org, oferece uma arquitetura prática para esca...

Portfolio management makes sure that money and people actually follow strategy, not just PowerPoint slides. When strategy and spending are misaligned, too many initiatives run in parallel, good ideas wait for funding, bad ideas keep going, and coordination overload quietly increases cost, risk and c...

Scrum’s events are called formal for a reason. It’s not about rigidity—it’s about visibility and shared responsibility. Formal events ensure everyone inspects, adapts, and learns together. Skip them, and you lose transparency, alignment, and trust.

In this episode of the Scrum.org Community Podcast, host Dave West sits down with authors Sander Dur and Ryan Brook to explore their new book, The Anatomy of a Product—a practical field guide that uses the human body as a metaphor to demystify modern product management. (30:22 Minutes)

Government has frameworks and governance, but lacks the essential capability that ties strategy to delivery: product leadership. Without clear ownership, outcome focus, or strategic authority, teams default to reactive project behaviour. Professionalising product leadership would create coherent dir...

This blog post addresses the confusion around the Product Owner accountability in Scrum. It clarifies that a Product Owner is a set of accountabilities, not just a job title, and that their core purpose is to maximize the value of the product delivered by the Scrum Team. Ultimately, Product Ownershi...

In this episode of the Mastering Agility Podcast, Ryan Brook brings his homework with him as he joins hosts Jim Sammons and Rich Visotcky for a vibrant Q&A session to answer questions left over from an Ask a PST session.

Many leaders assume that psychological safety only thrives in democratic workplaces where challenging a manager is socially acceptable. But research shows something far more interesting. Psychological safety is not a democratic phenomenon. It is a human one. People everywhere want to prevent mistake...

Agile helps teams deliver value sooner, reduce risk faster, and increase transparency while maintaining the ability to change direction quickly based on feedback and lessons learned. But one of the most powerful — and least discussed — benefits of Agile is that it exposes the problems that have been...

In this blog post, I summarized the DORA Report 2025. This year, their main focus was on AI. See the takeaways of the repost.

In diesem Artikel beschreibt PST Simon Flossmann, was er lieber früher über Scrum Masterei gewusst hätte.

What Agile practitioners knew about AI adoption - and why traditional change management was solving yesterday's problem

If your organization is putting in the effort but still feels misaligned, overwhelmed, or stuck in old patterns, the problem isn’t your process. It’s a missing set of core competencies. This article explores the three interconnected capabilities that help leaders and teams move from chaos to clarity...

A breath of fresh air! I recently attended a meetup in Calgary and was happily surprised to hear a presentation about cutting-edge software development.

Most organisations are still run as if the world were predictable, even while their markets move faster than their governance, funding, and delivery can cope. This article contrasts the Industrial Operating Model with an Agile Product Operating Model, and shows how Scrum, Kanban, and Evidence-Based ...

Skipping events? Trimming “non-essential” parts of Scrum? You’re not optimizing—you’re weakening the framework. Learn why Scrum’s value emerges only when its events and accountabilities are combined into one rhythm.

Ihre agilen Events scheitern nicht, weil den Menschen die erforderliche Ausbildung fehlt. Sie scheitern, weil Ihr Unternehmen die Rituale übernommen hat, aber gleichzeitig die Transparenz, das Vertrauen und die Anpassungsfähigkeit ignoriert hat, die für deren Erfolg unerlässlich sind.

Government delivery often fails before teams even begin, because procurement locks in assumptions and restricts flexibility. Shifting procurement left and adopting Lean-Agile Procurement creates faster, collaborative, outcome-driven contracts. By building commercial capability and integrating procur...

What makes self-managing teams effective? And how are they also cost-effective? In this live Ask a Professional Scrum Trainer session, Professional Scrum Trainers Robb Pieper and Jason Malmstadt will leverage their experiences to tackle your toughest questions about the business impact of self-manag...

The Sprint Review is more than just a demo - it is a two-way communication to request feedback and learn from it.

I am often asked whether a Developer can support more than one Scrum Team. The answer is yes, but it's not ideal. Being on multiple teams means attending two (or more!) Sprint Plannings, two Sprint Reviews, two Retrospectives, and two sets of refinements. Not to mention two Daily Scrums—every single...

The Anatomy of a Product explores products as living systems, revealing how to diagnose and improve every part, from vision to delivery. Using metaphors, practical tools, and real-world stories, it helps product teams think clearly, collaborate better, and build healthier, more purposeful products.

In diesem Artikel erklärt PST Simon Flossmann, wie Scrum Master ihre Product Owner bei der Maximierung des Wertes unterstützen können.

The article explains that psychological safety does not promote repeated avoidable mistakes but instead fosters transparency, learning, and responsible professional behavior. It highlights that teams with high psychological safety are more likely to openly discuss errors, leading to meaningful impro...

81% of Singapore businesses use Agile, but 57% say their teams don't understand it. Discover the real cost of bad Agile implementations and how to spot the warning signs before it's too late.

Your Agile events aren’t failing because people lack training. They’re failing because your organization adopted the rituals while rejecting the transparency, trust, and adaptation that make them work. And often, the dysfunction of mechanical ceremonies isn’t a bug. It’s a feature.

AI won't make product managers obsolete - but it will expose who has been doing real strategic thinking and who has been hiding behind administrative tasks. The future belongs to Cognitive Orchestrators who set intent, shape ethical constraints, and elevate decision quality - not passive reviewers o...

With one Scrum Team, most people agree it’s easy to shape your Scrum in many ways. You can aim for innovation, efficiency, or customer-specific work. Just use different practices and it works. Once you add a scaling framework, that flexibility drops. The real optimisation goal shows up. Many time...

Scrum Teams don’t start with every skill—they grow them. By sharing what they know and acquiring what they need, teams expand their collective intelligence and improve continuously. Whether it’s asking, buying, or working for new capabilities, growth is a team sport in Scrum.

Dieser Artikel zeigt Ihnen, wie Sie kulturelle Dysfunktionen diagnostizieren und entscheiden können, welche Auseinandersetzungen zu führen sinnvoll sind.