Scrum Master vs Project Manager. They are two very different roles/accountabilities. How do we reconcile or differentiate the two? Find out in this blog with PST Robert Pieper.

Organizations define Product Manager and Product Owner roles differently. Company size, industry, and structure all play a role. Scrum makes the Product Owner accountable for maximizing value, but many companies add a Product Manager alongside—or instead of—a Product Owner. This creates variations i...

What’s the real challenge in Scrum? Not velocity. Not tools. It’s how people relate, decide, and collaborate under pressure. Scrum guides that—not with instructions, but with structure. Here's how.

Erfahren Sie, warum viele Product Owner und Manager sich um das Falsche sorgen: Nein zu sagen, anstatt zu allem Ja zu sagen. Dieser Artikel zeigt drei systematische Ablehnungstechniken auf, die die Beziehungen zu den Stakeholdern stärken und gleichzeitig die Produktstrategie schützen, um zu vermeide...

As a Product Owner, one has to dive deep into Product Management in order to create Valuable and Useful products. One of the key aspects in Product Management is to “know thy customer”. Knowing, understanding the behaviours, attributes and traits of the customer can help the Product Owner greatly t...

In knowledge work, backwards movement on the Kanban board often signals confusion or rework. Please don't confuse yourself anymore and find out whether moving cards backwards on a Kanban board aligns with practical knowledge work. Learn what Toyota can teach us about doing it right in Kanban. This a...

Two topics that keep crossing my path these days are trust and resilience. Trust as the foundation for collaboration, and resilience as the ability to deal with challenges, stress, and setbacks—and to emerge stronger. In this blog post, I want to share some first-aid interventions that can help b...

Many Scrum Teams still use velocity, but often in ways that create false certainty. This post explores how combining velocity with uncertainty can lead to better forecasting, greater transparency, and more meaningful conversations about value and risk.

Scrum Teams often track velocity but struggle to turn data into lasting improvement. In this Scrum.org webinar, PST Stefan Wolpers explores how AI tools analyze complex team data—velocity trends, stakeholder signals, and even psychological safety indicators—to craft smarter, more targeted Retrospect...

The blog post, titled "The Art of the Sound Decision: Jonathan Gowens' Framework," outlines six key components for making high-quality decisions, drawing parallels with samurai philosophy. The core idea is that effective decisions are not just intellectual exercises but commitments to action. The...

Most product teams are great at delivering, less so at discovering. This playful problem discovery game helps teams break out of assumption-mode and ask smarter questions. Inspired by real-world failures, it sharpens your instincts, challenges confirmation bias, and helps uncover what actually needs...

Scrum Teams must deliver working software to real users every Sprint; true progress is measured by delivery to production, not just by completing internal work.

To increase transparency (first pillar of Empiricism), Scrum Teams, as self-managing teams, can make a decision to broadcast all the information that middle managers and stakeholders need to be aware of. Leverage AI to create eye-catching Sprint Reports.

The purpose of the Scrum Master is to improve the adoption of Scrum. So, it makes sense that the Scrum Master should ask the question What does a high-performing Scrum Team look like

In diesem Aritkel beschreibt PST Simon Flossmann die Psychologie guter Entscheidungen.

Learn why many Product Owners and Managers worry about the wrong thing: saying no instead of saying yes to everything.

Scrum Bingo is a fun way to reflect and sometimes laugh at our routines. But it also reminds us to be intentional with our words, honest with our blockers, and respectful of the team's time.

Use Scrum only when transformative disruption is required. Or use ‘parts’ of Scrum if those parts prove to be better than previous ways-of-working.

Scrum Teams treat feedback and data as a neutral and objective input, not a tool to confirm biases. By basing their decisions on objective results rather than optimism or personal opinion, Scrum Teams ensure they are continuously learning and adapting based on what the data actually reveals, not wha...

This week we had a great Q&A on Forecasting and Release Planning. During the "Ask a PST" session, we answered many questions. We got so many questions, that we could not answer all of them. This blog post tries to remedy that and answers most of these from my (Dominik Maximini) perspective.

Scrum isn’t a detailed manual—it’s a simple game with a few clear rules. These rules don’t tell you how to win, but they create the boundaries for meaningful collaboration. This post explores what the rules are, why they matter, and what happens when we ignore them.

Ever get the feeling you’re the “agile person” in the room—brought in to run ceremonies, fix Jira boards, or play Scrum cop, but never actually invited to shape real strategy? If that hits close to home, you’ll want to listen in on my latest conversation with Michael Gerharz.

Most large organizations already have product teams, platform services, and customer-facing solutions, but they often work in isolation, creating delays, duplicated work, and poor customer outcomes. The real problem isn’t in the technology but how the organization is structured. This article brea...

Uncover hidden team dynamics, emotional burnout signals, and contradiction patterns that manual analysis misses—in real-time.

This whitepaper offers a practical guide for product professionals to identify and address ethical blind spots that can lead to harm—whether through data misuse, manipulative design, or misrepresentation.

In this Ask a PST episode of the Scrum.org Community Podcast, guest host Lindsay Velecina is joined by Professional Scrum Trainer Dominik Maximini to answer listener questions about forecasting and release planning.

This blog explores how product definitions evolve in large companies, the debate around "sub-products," and the importance of empowering teams with a clear problem and the ability to release value. It suggests that "product-ness" might be a scale rather than binary, and that the key question is whet...

There are a bunch of AI keywords that create your foundational knowledge of AI. You should know and understand them.

Explains how the Scrum Master is accountable for enabling effective product delivery, fostering team success, and ensuring each sprint produces a usable, valuable increment.

Scrum actually has very few rules. It’s a simple framework with just enough—but not too much—structure to help teams work together. It’s flexible. It’s lightweight. And it gives teams the space to learn, adapt, and improve continuously.

Not long ago, a product manager asked me, “What’s the one thing most PMs get wrong?” Now, there are plenty of easy answers—ignoring data, neglecting stakeholders, frameworks, . But let’s go deeper. Here’s the truth: Many product managers love their product too much.

En este artículo, el PST Alex Ballarín te explica qué son los autodiagnósticos para Product Owners y como pueden ayudarte a avanzar en el camino que necesitas para llegar a ser un product owner más estratégico.

Practical alignment tools empower Scrum Teams by strengthening stakeholder relationships, maintaining user focus, and building trust to deliver products that meet organizational goals.

In diesem Artikel beschreibt PST Simon Flossmann 3 Hebel für bessere Teamleistung.

Is the outcome of your meeting to schedule another meeting? In this short video, I identify three deeper challenges behind this frustrating dynamic and walk you through how to shift the pattern, starting with what’s in your control.

How often do you have to escalate? In this short video, I identify three common causes behind this frustrating dynamic and walk you through how to shift the pattern, starting with what’s in your control.

Maximizar la entrega de valor con Scrum sigue siendo una tarea difícil y compleja cuando no se considera el valor a entregar. Para mejorar este objetivo se necesita partir desde el entendimiento de las necesidades del cliente. Se pueden usar muchas herramientas o técnicas para este propósito. Algun...

Scrum depends on the intelligence of the people using it. That means learning, understanding, and making reasoned decisions. Is your team thinking—or just doing?

A fast-growing food industry company transformed its approach to product development and collaboration by adopting Professional Scrum—across both software and culinary teams.

Struggling with meetings that just lead to more meetings? In this Scrum Tapas video, PST Stephanie Ockerman shares why weak teamwork, lack of focus, and poor prioritization derail meeting effectiveness—and how facilitation skills can help turn things around. (5:13 Minutes)

In this Scrum Tapas video, PST Stephanie Ockerman explores the challenges of a "culture of escalation" — where teams rely on escalation just to get work done. (6:33 Minutes)

Agilität nach Vorschrift hat ausgedient, da KI reine Routinetätigkeiten automatisiert und Produktbetriebsmodelle ergebnisorientierte Teams erfordern.

In diesem Artikel teilt PST Simon Flossmann 3 Wahrheiten über Scrum, die er gerne am Anfang seiner Scrum-Master-Karriere gewusst hätte

A product without a vision is like a ship without a compass—it might move, but it won’t reach the right destination. Through a sample, see how we can leverage AI to create an inspiring Product Vision video.

According to the Scrum Guide, a Sprint can be cancelled—but only by the Product Owner, and only if the Sprint Goal becomes obsolete. But what does that even mean?

Across organizations of all sizes, I hear the same concerns. They are all expressed different but the common theme is: “Won’t embedded specialists be underutilized?” “Isn’t decentralization too costly or inconsistent?” “Shouldn’t we have one standard way of working?” These aren’t complaints, the...

Explains the difference between subjective goals and the objective Definition of Done in Scrum, highlighting how clear, measurable criteria ensure consistent product quality.

Velocity is one of the most misunderstood ideas in Agile teams. This post explains what it really is. A result, not a target. Something to notice, not something to hit. We break down how velocity often gets misused, share a travel analogy that makes it real, and show how teams can use it to have bet...

Scrum, como marco ágil, promueve la autoorganización, la mejora continua y la entrega de valor incremental. Sin embargo, muchas organizaciones intentan escalarlo desde la jerarquía, obviando el poder real de su red informal. ¿Qué ocurre cuando reconocemos que el cambio cultural profundo —como adopta...

If your teams are busy “doing Agile” or writing OKRs but the business results aren’t showing up, you’re probably stuck in Process Theater—lots of activity, not much real progress. This happens when people focus on following the process instead of connecting it to actual outcomes, missing the crucial...