Scaled Professional Scrum is based on unit of development called a Nexus. The Nexus consists of up to 10 Scrum teams, the number depending on how well the code and design are structured, the domains understood, and the people organized.
Scrum brings agility to and creates Agile organizations through the implementation of empirical process control, the process of frequent inspection and adaptation.
I’ve been witness to the start of hundreds of teams and projects. There’s a point at which, during the launch of a new team even before the first Sprint, I can tell with fair certainty whether the team will be successful or not.
n this session, we examine some common and not- so-common metrics before introducing how we can use them as a guide for continuously measuring business goals, aligning them with software development efforts, and then deciding what to do next.
An analogy I can think of is... I want my dart to hit the dart board, and not necessarily the bull's eye.... as it calls for a lot of details which apparently is missing during estimation.
A program team of over 40 people decided to move to Agile from their traditional development practices. The program was old and had been in existence for over 6 years.
To imbibe Agility in an organization which is a state of high responsiveness, speed, and adaptiveness organizations should promote a new organizational culture of openness, transparency, respect for people, constant learning, improving, and constant ad
In this short video, I explain the challenges of scaling Scrum and how to create a Nexus™ to manage multiple Scrum teams to deliver an integrated increment every Sprint.
In this short video, Ken Schwaber explains the challenges of scaling Scrum and how to create a Nexus™ to manage multiple Scrum teams to deliver an integrated increment every Sprint.
“Eventbrite Order Notification” – This is probably one of the best mails I receive as a ScrumTrainer It usually means I have another student with whom I can share my
Years ago I was complimented on “improving the group dynamic” by bringing in a cafetiere for the my agile team to use. We developed a bit of a ritual around this object. One person had made it clear that the kettle needed to be left to cool so the co
Have you ever been in a meeting where you felt afraid to share a difficult and truthful statement? Was "the obvious" in the room the whole time, but no one would speak up and talk about it?
I always spend time during training classes thoroughly covering the concept of Definition of Done, sometimes abbreviated “DoD.” As a concept it’s fairly eas
Are you a Manager that believes in the power of Scrum? There is a difference between thinking, believing and knowing. Don't miss out on a huge opportunity to become the next market leader in your space.
File this one under: “how do you do Sprint Reviews when you have lots of teams?” Indeed, the traditional presentation format gets long, boring, and ineffective when you have more than a handful of teams presenting at a Sprint Review.
One of the favorite activities of HR departments seems to be herding people into teamwork trainings. In these trainings they will have endure learning about all sorts of ideas related to teamwork. Most of them with no scientific validity. Learning to give feedback to other team members has its sure place in sessions like these.
As people and organizations grow and mature their implementation of Scrum, they regularly check with us at Scrum.org about particular points of interest. Recently we have seen an increase in the need for help and inspiration in scaling Scrum and in ways to educate and assess Scrum practitioners.
In this webcast, Ravi Verma, Scrum expert, and founder of SmoothApps discusses self-managing teams, a fundamental element core to agile software delivery and any Scrum Team.
Young Jimmy is in 3rd grade. He's constructed an immaculate paper-mâché volcano. It took every spare minute of the last to weeks to make. His mom carefully loads it in the back of the minivan.
If I had a penny for every minute I sat in a meeting where teams argued about what was and was not “Agile” I would be a gazillionaire by now. Sometimes, the most vocal and dominant voices are the least aware of the fundamentals of Agile.
A team that I work with decided one day to improve the general mood in the team. A member of the team (David) bought the Snakes & Ladders board game for the team.
Setting up an enterprise-scale agile department with 200 developers working towards the same vision will ensure you are invited to speak at all of the most prestigious conferences, but is there a simpler solution?
Are you part of a Team in the workplace? Odds are the answer is "yes". Do you observe other Teams in your organization doing inspiring work and wonder how they do it?
As a leader, your own behavior has a profound effect on the effectiveness of Scrum in the workplace. Want to embody great leadership to elevate your organization's performance?