Philips, with their roots in complexity science, used both the Scrum framework and Liberating Structures to help people navigate challenges, from small to complex, by working together effectively. This case study is the first in a series to demonstrate how Scrum Teams (can) use Liberating Structures to deliver more value to their stakeholders. Each case study focuses on how one particular Liberating Structure was used to help Scrum Teams overcome a the company challenge frequently experienced by many teams.
“Can an R&D team of chemists, physicists, electrical engineers, mechanical engineers and embedded software developers optimize teamwork and value by using Scrum? And can live virtual Scrum training deliver a practical Scrum learning experience to everyone on such a functionally diverse team?”
There is no such thing as an Agile Transformation, Digital Transformation, DevOps Transformation, or any of the Whatever Transformation that you can think of or have been sold. You can’t buy agility, and you certainly can’t install it. There is no end state, no optimal outcome, No best practices. We are no longer factory workers.
A typical Kanban board shows a series of steps or activities that work passes through. Does this mean that Kanban is only suitable for "linear" processes? Scrum is a proven strategy for addressing complex adaptive problems, so if Kanban is linear, is it an unsuitable complimentary practice to add to Scrum?
It doesn't make sense to use Scrum for everything, but it can be hard to beat in the world of complexity. This canvas will help teams explore their existing environment and reveal challenges the team might face whether they use Scrum or not.
Even the best Scrum implementations can use a little tune-up now and then to stay healthy! Our 'Scrum Tune-Up' canvas helps you explore team and organizational dynamics to improve and get more value out of your Scrum.
Eine hohe Produktqualität ist Dreh- und Angelpunkt von Scrum. Der Massstab von Produktqualität in Scrum ist die „Definition of Done (DoD)“. Wer aber ist verantwortlich dafür, dass die Produktqualität erreicht wird?
Ein Produkt für Kunden verfügbar zu machen ist der einzige Weg für ein Unternehmen, mit diesem Produkt Wert zu generieren. Erst wenn ein Produkt am Markt verfügbar ist, sind Kunden bereit, Geld dafür zu bezahlen. Wer aber entscheidet, ob ein Produkt released wird?
In my daily life as a Scrum Master, I witness many crazy situations. I want to share my discoveries via this comic series featuring Koos Coach, the silly Scrum Master struggling to understand and master Scrum.
In this Scrum Tapas video, Professional Scrum Trainer Ravi Verma uses satire as a way to emphasize how agile can help an organization by discussing ways that some of the organizations that he has been brought into are thinking and acting prior to really understanding what agile truly means. Ravi then takes a more serious view in each area with suggestions of how the Agile and Scrum Values can come into play and enable the organization to decide if this is right for them. (8:20 Minutes)
In this Scrum Tapas video, Professional Scrum Trainer Ravi Verma uses satire as a way to emphasize how agility can help an organization. He discusses ways that he has seen people within organizations look at agile for software delivery as outdated and what can happen if they ignore the value that working in a more agile way can help. (4:28 Minutes)
What’s up awesome people. I hope you had a great week and ready for the weekend. In this [2 Minutes FAQ] video, I will answer the frequently asked questions: How can the Scrum Master make the Scrum team more self-organised?
El objetivo de Scrum es maximizar la entrega de valor a través del aprendizaje de los clientes. Scrum se basa en el empirismo y si queremos potenciar sus beneficios se requiere que exista foco en le entrega de valor de negocio. Scrum es una herramienta para lograr la agilidad empresarial.
I've been using a visualization that people find useful for understanding the relationship between the various Lean/Agile requirement containers. Some people call the full model a dinosaur. Others are reminded of the snake who ate an elephant from "The Little Prince". (I'm sure there is a good connection to elephant carpaccio somewhere in here ...). In this article I'll explore this model and connect it to the stances of the Scrum Product Owner.
Many organizations are racing to become more agile. But do the numbers support the hype? Does adopting an agile operating model have a direct impact on the bottom line? In this webinar, Christopher Handscomb, partner at McKinsey and Dave West, CEO Scrum.org discuss the results of new research on measuring the impact of agility on the bottom line. They discuss the value of agile and how it really does make a difference on performance and results.