In this live session of Ask a Professional Scrum Trainer, Joanna Plaskonka and Magdalena Kucharska will be available to answer your burning questions about Scrum and the challenges you or your teams have.
Scrum is a tool that helps people, teams and organizations generate value through adaptive solutions to complex problems. If Scrum is a source of frustration (because, for example, "the Scrum Master keeps on distracting us"), it's a sign that it is not Professional Scrum but the team is just going through the motions and not embracing what Scrum has to offer. In this Scrum Pulse, PSTs Joanna Plaskonka and Magdalena Kucharska will talk about these misconceptions and consider what you can do to make working with Scrum Master better and more effective through communication.
In this webinar, Professional Scrum Trainer Ravi Verma shares a play from his Scrum Adoption Playbook – the Scrum Team Quick-Launch or Reboot. He shares the 10 common barriers to the emergence of self-managing Scrum Teams and the 10 practices we use to help Scrum Teams break-through these barriers. He will also leave you with one concrete action you can take immediately after the webinar to deepen your learning and bring this approach to your organization.
The idea of self-managing teams who have flexible scope and timelines can be perceived as daunting to some executives and senior leaders. In this session, Professional Scrum Trainer, Mary Iqbal talks about some of the common misconceptions about Scrum and Agile in general from a leader’s perspective and how to overcome them.
The PO must consider the impact of each stakeholder request on the overall goal and vision for the product, as well as the available resources and time constraints. Sometimes the best response to stakeholder requests is "no".
In a recent webcast (1) I mentioned that Scrum by its nature, assumes psychological safety exists in order for Scrum as a practice to function. Furthermore I would assert that for Scrum to be truly successful Scrum absolutely requires psychological safety to be established both inside and outside of the Scrum Team.
My feeling is that within the Scrum Guide, psychological safety is an implied practice, not explicitly mentioned nor referenced as an essential element. But without psychological safety Scrum and the essential people who enact the framework, may function, but cant’t flourish.
Before I go there any further, lets delve into a definition of what psychological safety is, and more importantly what it is not.
Empiricism is one of the underlying concepts of the Scrum framework. Scrum is founded on empirical process control, and transparency is the first of the three pillars. How does this show during Sprint Retrospective?
Goal setting is an essential tool supporting agility in complex environments. Various A-B-C formulas lead us to believe it’s a straightforward process, but setting and using goals effectively is challenging. Common pitfalls include not going deep enough with what we aim to achieve and bringing a success-or-failure perspective to the process rather than an empirical mindset. If it feels like your team is missing the mark, consider my top seven tips for setting more effective goals.
Agile approaches like Scrum have long promoted the importance of working at a sustainable pace. This principle was made part of the Agile Manifesto due to a common practice in the software industry where people were(/are) expected to work extra hours in order to meet a deadline. Commonly this was(/is) used to mask inevitable inaccuracies in planning, poor management and quality issues.
Empiricism is one of the underlying concepts of the Scrum framework. Scrum is founded on empirical process control, and transparency is the first of the three pillars. How does this show during Sprint Review?
In this episode of the Scrum.org Community Podcast, Professional Scrum Trainer Sander Dur from Xebia joins host Dave West for a discussion about leadership where they delve into topics including the importance of building trust, transparency and psychological safety in Scrum Teams and organizations. (27:35 Minutes)
Scrum Teams are often given goals with the expectations that they need to be achieved. This anti-pattern leads to waste and disengagement. The article explores the purpose of setting goals in a complex environment.
Being an effective Scrum Master or team member inevitably involves difficult conversations. How we approach challenging discussions can mean the difference between a transformative moment and one that goes sideways. Fortunately, there is a lot we can do to prepare for those times when we need to wade through a thorny issue. Let’s look at some strategies for facilitating difficult Scrum Team conversations.
Il est fréquent de demander au Scrum Master de tenir le rôle de facilitateur dans les 5 événements de Scrum. Dépassons ce cap pour aller vers des stratégies plus apprenantes, à la fois pour le Scrum Master et pour la Scrum Team.
Almost all Scrum Teams use a type of board to visualize their work giving them a better understanding of where they are currently and helping them make upcoming decisions. In this post, we investigate the techniques of effective collaboration on Sprint Board one by one.
Empiricism is one of the underlying concepts of the Scrum framework. Scrum is founded on empirical process control, and transparency is the first of the three pillars. How does this show during your Daily Scrum?
What is one of the most important aspects of holding the Scrum Master accountability? If you immediately thought about something like removing impediments and helping the team get to Done, I want you to think of the bigger picture. How you show up as a leader has the biggest impact. Not sure what that means? Read on to see why your mindset and what you bring of yourself to your Scrum practice are critical to success.
There are many ways to facilitate Daily Scrum. In this Introduction to Facilitating a Daily Scrum, you will learn three different techniques along with the benefits and challenges of each. Your team can experiment with these as they see necessary and choose whichever method helps them best focus on their progress toward the Sprint Goal while producing an actionable plan for the next day of work. (6:30 Minutes)
I need your support, dear community. For months, I have been working on turning the popular Scrum Anti-Patterns Guide PDF into a new book from Scrum-org’s Professional Scrum Series, published by Pearson.
There is one challenge, though, I like to ask for your support: which cover shall it be — red or blue?
Sprint Planning is one of those events that even experienced teams don’t use to its fullest potential. Here’s why. Many teams see the Sprint Planning event as the time for selecting which Product Backlog items (PBIs) they will deliver in the upcoming Sprint. And that’s it. There is so much more that teams can do to maximize the value they get from Sprint Planning.
In this episode of the Scrum.org Community Podcast, Kurt Bittner guest hosts and has Professional Scrum Trainers Peter Goetz and Thomas Schissler on to talk about the relationship between software architecture and Agile Teams. They discuss common misconceptions Agile teams have about software architecture, the role of the Product Owner in software architecture and more! (35:23 Minutes)
At Scrum.org, we are always looking for ways to improve the impact of our interactions with students. As a result, we are experimenting with a learning format called Flipped Learning. We are beta-testing this format now, and invite you to join the experiment! Your feedback will help us shape the future of this offering.
Many organizations struggle with OKRs (Objectives and Key Results). Let's explore how agility principles and practices such as Scrum can help us use OKRs to improve alignment, focus, empowerment, and empiricism in our organization.
This ScrumPulse Webcast moderated by Dave West, CEO of Scrum.org, Tomasz Maj, Expert at McKinsey, and Rishi Markenday, Professional Scrum Trainer, discuss their research and initial findings as presented in the new paper titled - “In pursuit of value, not work.” They will describe how companies typically have four key missed opportunities to focus on value and what organizations, teams, and individuals can do to incrementally add value by capturing those missed opportunities.
Somewhere along the line, people and organizations seem to have lost a certain sense of pragmatism. Job requirements are more focused on theoretical knowledge, rather than certain (work)life skills. In other words, we need to focus more on solving challenges, and less on flashing around theoretical achievements.
During refinement, the team discusses what we will deliver with each Product Backlog item. Although it's easy to drift into sorting out how we will deliver each PBI during these discussions, planning at this stage is a mistake.
What if a Generative AI can not just answer questions but also learn while constantly improving its model? Wouldn’t that lead to the long-run obsolescence of many knowledge workers, for example, Scrum Masters, agile coaches, product managers, and Product Owners?
Stakeholders want to know when things will be done, and rightfully so. But what if they demand their features to be delivered on scope, on time, and on budget? The tried-and-tested iron triangle might not be the best approach...
Every Scrum event has a maximum allowable time period to carry it out, called a timebox. While Scrum events have a maximum amount of time, they do not have a minimum amount of time. Let’s look at all of the event timeboxes and how they make Scrum Teams more effective.
In this episode of the Scrum.org Community podcast, Kurt Bittner, PST Ron Eringa and PST Laurens Bonnema come together again to join host Dave West for a discussion on some of the topics in the new book, The Professional Agile Leader, including hierarchy and shifts to more flat, agile organizations. (27:32 Minutes)