In this Scrum Pulse webinar, PST Russell Miller will show you how to establish—and maintain—clear, actionable product vision, whether you're at the beginning of your journey or mid-stream. Learn lightweight, practical approaches to creating and explaining the vision. We want to involve others, creat...

Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be earned within the team, not assigned.

Is your company in the middle of Agile transformation? PST Robert Pieper assembled a free eBook to show you the process, the challenges, and how to be successful.

There’s a reason we often say, “Trust but verify.” It's because trust is important — but to build and maintain trust we need transparency. In Scrum, the Sprint Review gives us a way to practice that idea consistently.

Gantt charts assume certainty and predictability; Scrum helps manage complexity and uncertainty.

Balancing AI’s potential with its product discovery and delivery risks: How unchecked AI can introduce bias, compromise data, and erode empathy.

In diesem Artikel erklärt PST Simon Flossmann 3 mentale Modelle, die Product-Ownern helfen, nicht den Überblick in der Produktentwicklung zu verlieren.

Personas help us understand who we’re building for, but access to real users isn’t always easy. The Airport Persona Interviewer GPT lets you simulate live interviews with realistic personas based on your input, like age, role, goals, and pain points. Instead of filling out static templates, you have...

Scrum isn’t about Jira, velocity, or checklists—it’s about how people relate, interact, and make decisions together. Learn why relationships and interactions are the heart of the framework.

In this "Value Delivered" episode of the Scrum.org Community Podcast, host Dave West and PST Jay Rahman, Founder of Fractal Systems discuss how agile principles helped a large investment bank turn a struggling multi-million dollar project into a success. (43:07 Minutes)

This blog discusses managing a product portfolio within the Agile Product Operating Model(APOM). It emphasizes shifting from funding work to funding products/teams, empowering them with ownership and decision-making. It also covers minimizing cross-product initiatives to maintain focus, enabling pro...

Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, adaptation, and continuous improvement.

When a new Scrum Team first starts working together, they go through some common growing pains. Knowing what to expect for a new Scrum Team can help make things go a little smoother.

Product Discovery is not a phase; rather, Product Discovery is a continuous process to learn fast, test early, and de-risk product decisions. It helps teams avoid building the wrong thing by validating user needs and assumptions before investing in delivery.

In diesem Artikel lüft PST Simon Flossmann das Geheimnis erfolgreicher Daily Scrums.

Agile isn’t one-size-fits-all. **Plan–Do–Inspect–Adapt** (PDIA) is powerful for delivery work, but when the goal is to explore strategy, test hypotheses, or navigate ambiguity, you need a different mindset—**Frame–Learn–Assess–Improve** (FLAI). Here’s why a small shift in language can reshape the wa...

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.