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)

Are you sick and tired of destroying precious time, money, goodwill, potential and value in the name of "transformation"? Do you want to learn 7 reasons why this keeps happening over and over again? Interested in learning 7 ways to stop this from happening? Watch this video and help your company stop sacrificing value at the altar of "transformation".

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.

Im Sommer 2021 nahm ich an einem Werte-Workshop teil. Der Tag endete für mich mit mehr Fragezeichen auf der Stirn, als er begonnen hatte. Nicht die Diskussion über die Werte verwirrte mich, sondern die Frage: Was unterscheidet Vision, Mission, Strategie und Roadmap? Im letzten Jahr habe ich viel gelesen, recherchiert und mit erfahrenen agilen Coaches darüber gesprochen, was eine Vision, eine Mission und eine Roadmap auszeichnet. Dabei bin ich auf die folgende, überraschend einfache Erklärung gestoßen. Um dir ein Jahr Arbeit zu ersparen, teile ich sie hier mit dir:

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.

Grow confidence, celebrate small successes, and build the muscle to get through the hard stuff.

In this video podcast episode, PST Joshua Partogi share his opinion how Scrum Masters stay relevant so they won't be seen as an individual that can be replaced by Artificial Intelligence like ChatGPT.

Originalmente se tiende a asociar Scrum y la Agilidad al desarrollo de software, pero esto no ha limitado la posibilidad de su uso en diversas industrias como, por ejemplo: marketing, manufactura, la industria de la panificación, etc. La figura muestra una lista de industrias que están adoptando Scrum para mejorar su enfoque de entrega de valor y redefinir sus formas de desarrollo de producto. ¿Qué otras industrias conoces donde se usa Scrum o potencialmente puede usar Scrum?

Scrum Master mit Personalverantwortung im Team – ein Antipattern? Ich habe noch nie einen Scrum Master getroffen, der diese Idee nicht als Scrum-Antipattern bezeichnen würde. Als Argumente werden dafür meist drei Gründe angeführt:

In this vlog, PST Joshua Partogi share a guidelines as a starting point for agile.

Is your Product Ownership consistently optimizing sustainable, measurable value from your products and services? Or do you feel that Product Ownership is stuck in your company? If you fall in the second category, this video blog is for you! You will learn 6 ways to get Product Ownership unstuck by combining ideas from the world of Scrum, Agile Product Management and Co-Active Coaching.

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 Planning?

Scrum is a lightweight framework for solving complex problems. The mechanics are relatively easy to understand, and your Scrum Master will help you with this. However, it is much more important for a Product Owner to exploit the benefits of Scrum from a business perspective.

In this podcast Shane Hastie, Lead Editor for Culture & Methods at InfoQ spoke to Patricia Kong of Scrum.org about the importance and value of facilitation skills for collaborative teams.

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)

What are the characteristics of a Scrum-friendly environment that supports nurturing high-performing Scrum Teams? Such an environment is your north star that your organization can always get aligned against. In this post, you will get a clear and solid image of a Scrum-friendly Environment.

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?

„Als [Rolle] möchte ich [Funktion], um [Nutzen].“ User Stories, die so geschrieben sind, bergen drei große Probleme: 1. Sie ignorieren den Kontext oder die konkrete Situation. 2. Sie verwenden Personas. 3. Sie koppeln die Funktion mit dem Ergebnis für den Nutzer. Hier die Probleme im Detail:

Ha salido la quinta edición del ’The Business Agility Report’. Cómo sabes es un reporte sobre la agilidad de negocio en el mundo. Destaca sobretodo el crecimiento y gran impacto de la agilidad de negocio en todo el mundo conjuntamente con otras tendencias de 2022 que te compartimos en el siguiente video.

In the heat of "the battle" teams tend to forget why they use the Scrum framework after all and what the foundations are of it. Why do we have Sprint Planning sessions every other week, why does our Product Owner has these or those accountabilities, why did we started using a team board after all, why did... 

This is the fourth part of the four-part series on conflict. In the first part, we explored why we need conflict. In the second how to establish a space that will be conducive to exploration of ideas. In the third some techniques to review suggestions and ideas. In this post, we will explore a pattern to guide the group through a conflict objectively. 

9 von 10 Agilisten verbringen ihre Zeit damit, Dinge zu verbessern. Aber was bedeutet „besser“ eigentlich? - Ist es besser, wenn weitere Prozesse zur Qualitätssicherung eingeführt werden? - Ist es besser, wenn weitere Funktionen zum Produkt hinzugefügt werden? - Ist es besser, wenn wir stets neue Methoden in den Ablauf der Retrospektive einfügen? - Ist es besser, wenn wir noch ein weiteres Chat-Tool einführen, damit das Team besser kommunizieren kann? An welchem Punkt ist „besser“ dann gut genug? Ich nehme dir die Antwort vorweg: Wenn „besser“ „mehr“ bedeutet, dann niemals. Mehr Prozesse, mehr Features, mehr Methoden und mehr Tools sind keine Garantie für Agilität. Wenn du wissen willst, welche Frage sich Agilisten stattdessen stellen sollten dann lies weiter...

In Scrum planen wir viel: Es gibt einen täglichen Plan, wenn die Entwickler während des Daily Scrum darüber nachdenken, wie sie heute dem Sprint-Ziel näher kommen können. Natürlich spiegelt das Sprint-Ziel selbst ein größeres Etappenziel wider, das das Scrum-Team für wertvoll hält, um die Probleme seiner Kunden zu lösen. Außerdem gibt es das noch Produkt-Ziel, ein mittel- oder langfristiges Ziel des Scrum-Teams. Schauen wir uns drei kritische Probleme an, die Scrum-Teams mit Produkt-Zielen haben, und ein praktisches Tool, das Ihnen hilft, das Durcheinander zu vermeiden.

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.

We plan a lot in Scrum: There is a daily plan when the Developers think about progressing toward the Sprint Goal during the Daily Scrum. Of course, the Sprint Goal reflects an intermediate target the Scrum team considers valuable to solve their customers’ problems. Moreover, there is the Product Goal, a mid- or long-term objective of the Scrum team. Let’s check three critical issues Scrum teams have with Product Goals and a practical tool that helps you avoid the mess.

Are you a product owner? Do you need some coping strategies? Here are two tried and tested strategies. First, become a developer and use the notion of a product owner helper from large scale scrum. Secondly, have a speak now or forever hold your silence meeting.

This is the third part of the four-part series on conflict. In the first part, we explored why we need conflict. In the second how to establish a space that will be conducive to exploration of ideas. In this post, we will explore some techniques to objectively review ideas. 

Der Scrum Guide enthält viele Regeln und Empfehlungen, aber kannst du sie unterscheiden? User Storys zu schätzen ist nicht verpflichtend. In Scrum gibt es keine verpflichtenden Best Practices! Scrum ist ein Rahmenwerk und keine Methode. Der Scrum Guide beschreibt deshalb nur das „Was“ und nicht das „Wie“. Deshalb sind Praktiken immer nur Empfehlungen. Scrum Master, die Best Practices als verpflichtende Scrum Regeln auffassen, behindern die Agilität im Unternehmen. Agil zu sein bedeutet, sich an den Kontext anzupassen. Allerdings ist dieser für jedes Team, jedes Produkt und jedes Unternehmen verschieden. Damit du nicht auch zu diesen Scrum Mastern gehörst, findest du hier eine Übersicht der wichtigsten Regeln und Empfehlungen aus dem Scrum Guide.

In this article, I will try to give you some ideas on how a Scrum Master can serve the organization and also some practical examples.

El informe sobre el estado de Agile en 2022 es un documento que proporciona una descripción general del estado actual de las prácticas y metodologías ágiles, incluida información sobre su adopción y eficacia. Las organizaciones pueden utilizar este informe para evaluar la eficacia de sus prácticas ágiles e identificar áreas de mejora. Aqui tienes nuestro análisis para el 2022.

Does the following situation ring a bell? You enter a room and immediately get involved in a situation, listen how a problem is described, see a task or read a request. A single look, a single sentence, a small wink makes you think you perfectly know what is going on. This blogpost invites you to step back and listen before you act. It provides questioning techniques to help you as Scrum Master, Product Owner, Developer or Agile Leader to stay a little bit longer in the state of "actively do nothing" and listen before you act.

Let’s unpack what defines trust and how, although it does not sit among them, the Scrum values help build trust among team members.

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)

Nexus es el marco ideal para escalar Scrum debido a que no modifica Scrum. Es ideal para quienes ya usan Scrum debido a que su adopción se basa en Scrum. Nexus mejora la visiblidad y transparencia de las dependencias entre los equipos, dependencias externas y de otro tipo que elevan el riesgo de no entregar incremento de producto integrado entre todos los equipos que escalan a través de Nexus. Un evento clave es el Nexus Daily Scrum donde participan al menos un integrante de cada equipo Scrum del escalamiento además del equipo de Integración, Product Owner y Scrum Master.

This is the second part of the four-part series on conflict. In the first part, we explored why we need conflict. In this post, we explore how to establish clear boundaries at the start of the event to provide the environment that will enable you as a facilitator to navigate through conflict. 

In this year's 2023 DevOps Digest's predictions for Agile, Dave West and Patricia Kong of Scrum.org shared their predictions for 2023.

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.

Vor ein paar Tagen hat OpenAI ein neues Modell einer generative KI zur Verfügung gestellt, welche "Gespräche führen" kann: ChatGPT. Ich dachte, es könnte interessant sein, ChatGPT ein paar Fragen über Business Agilität im Allgemeinen und Scrum im Besonderen zu stellen.

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.

As a facilitator, your purpose is to hold the space to allow the people in the event to achieve the agreed outcomes. This will require distance from the participants as the focus is on helping the people work through the agenda to deliver the outcomes. This is the first of a four part series.

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. 

Die wichtigste Aufgabe als Facilitator ist nicht, zu facilitieren. Stattdessen solltest du deinem Team die Groan Zone erklären. 99 % der Scrum Master machen den Fehler, dass sie ihr Wissen und ihre Erfahrung mit Gruppendynamik nicht mit ihrem Team teilen. Dadurch zwingen sie ihr Team bei der Moderation von Scrum Events vom Scrum Master abhängig zu sein. Teilst du hingegen dein Wissen über die Groan Zone mit deinem Scrum Team, dann wird Facilitation eine Fertigkeit jedes Teammitglieds. Damit stärkst du wirksam die Fähigkeit zum Selbstmanagement. Selbstmanagement zu fördern, ist der eigentliche Auftrag jedes Scrum Masters.

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?

En una brillante conversación que hemos tenido hoy con un grupo hemos llevado adelante esta conversación sobre si un product owner es distinto de un product manager. ¿Quieres ver cómo es la diferencia?