Agilität nach Vorschrift hat ausgedient, da KI reine Routinetätigkeiten automatisiert und Produktbetriebsmodelle ergebnisorientierte Teams erfordern.

In diesem Artikel teilt PST Simon Flossmann 3 Wahrheiten über Scrum, die er gerne am Anfang seiner Scrum-Master-Karriere gewusst hätte

According to the Scrum Guide, a Sprint can be cancelled—but only by the Product Owner, and only if the Sprint Goal becomes obsolete. But what does that even mean?

Across organizations of all sizes, I hear the same concerns. They are all expressed different but the common theme is: “Won’t embedded specialists be underutilized?” “Isn’t decentralization too costly or inconsistent?” “Shouldn’t we have one standard way of working?” These aren’t complaints, they’re tradeoffs. And tradeoffs only make sense when you’re clear on what you’re optimizing for.

Explains the difference between subjective goals and the objective Definition of Done in Scrum, highlighting how clear, measurable criteria ensure consistent product quality.

Velocity is one of the most misunderstood ideas in Agile teams. This post explains what it really is. A result, not a target. Something to notice, not something to hit. We break down how velocity often gets misused, share a travel analogy that makes it real, and show how teams can use it to have better conversations. This is not about speed or precision. It is about mindset. And it is a first step toward more honest, value focused planning.

Scrum, como marco ágil, promueve la autoorganización, la mejora continua y la entrega de valor incremental. Sin embargo, muchas organizaciones intentan escalarlo desde la jerarquía, obviando el poder real de su red informal. ¿Qué ocurre cuando reconocemos que el cambio cultural profundo —como adoptar Scrum genuinamente— no se decreta desde arriba, sino que se propaga entre pares?

If your teams are busy “doing Agile” or writing OKRs but the business results aren’t showing up, you’re probably stuck in Process Theater—lots of activity, not much real progress. This happens when people focus on following the process instead of connecting it to actual outcomes, missing the crucial middle step of changing behaviors and delivering impact. The fix? Use outcome mapping: clarify the real behaviors and results you want, then set objectives and key results around those—not just process compliance. Build trust by empowering teams to make decisions and measure progress by tangible change, not vanity metrics. That’s how you move from theater to real traction.

“Good Enough Agile” is ending as AI automates mere ceremonial tasks and Product Operating Models demand outcome-focused teams. Agile professionals must evolve from process facilitators to strategic product thinkers or risk obsolescence.

Scrum Events nerven Entwickler? In diesem Artikel erklärt PST Simon Flossmann, was Scrum Master dagegen unternehmen können.

Most teams plan a Sprint with one question in mind: "What can we deliver this Sprint?" But here's a different take. What if, within every Sprint, we planned across all three horizons of innovation?

Scrum isn’t a finished product—it’s a starting point. What completes it? The collective intelligence of your team. This post explores what that really means, what gets in the way, and how you can unlock it in your day-to-day Scrum practice.

Sprint capacity planning is one of the most often used complementary practices by Scrum Teams. This article from PST Dr. Pawel Rola provides all the basic information and practical examples to help you plan your next Sprint capacity.

In diesem Artikel erklärt PST Simon Flossmann die 3 unsichtbare Hindernisse, die Scrum Teams langsam machen.

Ergebnisse einer Umfrage: Trotz 25 Jahren des „Manifest for Agile Software Development“, unzähliger Bücher, Konferenzen und zahlreicher Berater kämpfen wir alle gemeinsam darum, Agile zum Erfolg zu führen.

Agile estimation often feels broken. But maybe it is not the technique, it is the thinking behind it. This blog challenges common misconceptions like “you must use story points” and explores why estimation should support learning and decision-making. Through a simple card experiment and the Cone of Uncertainty, it reframes estimation as a conversation about value, not just effort.

In today's world when training budgets are shrinking then as a leader how are you motivating your team members. Money is not the only thing to build a culture of growth and learning. As a leader your small actions can make big impacts

In der Welt des agilen Arbeitens haben wir unsere eigene Sprache entwickelt. Wir sprechen von Sprints, Backlogs, Impediments und Velocity. Für viele neue Scrum Masteinnen und Product Owner*innen ist dies schnell zur Selbstverständlichkeit geworden – doch genau hier liegt eine der größten Herausforderungen: Wie kommunizieren wir effektiv mit denjenigen, die nicht in unserer agilen Blase leben?

The biggest competitive edge your team can get is learning as fast as possible. Not the biggest feature, expendable budget, or exposure, but learning. The Learning Loop helps to shorten your learning time.

The Scrum Framework is simple, yet many misconceptions exist about applying Professional Scrum. We often notice cheat sheets and Scrum frameworks that do not match the Professional Scrum Standards. That is why we have decided to change our Scrum Framework poster and align it to Professional Scrum and what we teach in our classes.

This article challenges the conventional view of Scrum as merely a delivery framework and reframes it as a powerful engine for product innovation and evolution. While many teams use Scrum to deliver work more predictably, the real opportunity lies in using it to discover what truly adds value for customers. This blog presents four practical strategies to make Scrum more innovation-focused: 1. Treat releases as experiments to validate assumptions. 2. Release based on value, not just Sprint boundaries. 3. Embrace strategic procrastination to keep backlog items flexible. 4. Refine frequently in small efforts to reduce rework and support adaptability. The conclusion emphasizes that Scrum, when used thoughtfully, enables teams not just to ship features, but to learn, adapt, and deliver meaningful outcomes in dynamic markets.

Excessive handoffs in software development create delays, reduce quality, and harm team morale. Learn how eliminating handoffs boosts agility, flow, and value delivery.

In diesem Artikel stellt PST Simon Flossmann die Product-Owner-Reifegrade vor.

In Scrum, “Done” means done. Not halfway done, not “almost there,” and certainly not “we’ll get to it next Sprint.” Yet, many teams find themselves with a growing burden of unfinished work. Over time, that burden starts to feel like a monkey on the team’s back—heavy, distracting, and hard to shake off.

In this blog, Ryan Brook asks, "Is your Product Owner actually owning anything?" He explores what real Product Ownership looks like; setting clear goals, making value-based decisions, owning the customer journey, and building strong user relationships. If they're just forwarding emails or waiting on approvals, it's time to ask why.

Despite 25 years of the Agile Manifesto, countless books, conferences, and armies of consultants, we’re still collectively struggling to make Agile work.

In this blog, author Ryan Brook shares a practical approach to launching new products by treating go-to-market as a learning process. He explains how using real customer insights, short Sprints, and Strategyzer’s Test and Learning Cards helps teams validate assumptions, reduce waste, and make smarter decisions with each step.

Scrum isn’t missing pieces—it’s purposefully lean. This post explains why the framework only includes what’s required to implement its theory, and how teams can avoid over-complicating it with extras that dilute focus and slow down learning.

In diesem Artikel beschreibt PST Simon Flossmann 5 Werkzeuge, die Product-Ownern helfen sichere Entscheidungen zu treffen.

Es gibt einen Weg, ethische KI und Agilität zu verbinden, indem vier pragmatische Grundsätze festgelegt werden: Datenschutz (Klassifizierung von Informationen), Wahrung menschlicher Werte (Definition der Rollen von KI und Mensch), Validierung der Ergebnisse (Verifizierungsprotokolle) und transparente Nachvollziehbarkeit (Erfassung von Beiträgen einer KI).

Case Study on the Power of Flow Metrics: How a struggling team slashed their Cycle Time by 89% and rocketed their Release Frequency by 1.200%.

Ryan Brook explores consent as a competency of professional mentoring in Scrum Mastery. He outlines how true mentoring requires ongoing permission, not assumption, and offers reflective questions to assess professionalism. The post emphasises humility, timing, and ethical restraint as essential to consent-based mentoring.

In diesem Artikel beschreibt PST Simon Flossmann 5 Modellen, um schwierige Teamdynamik zu navigieren.

One of the biggest mistakes I’ve seen in Agile adoption is the separation of design and development into different teams, each with their own Product Owner and their own Product Backlog.

Over the last year, we have continued to refine our understanding of the Agile Product Operating Model(APOM). In this blog, we discuss the key elements of APOM. The seven characteristics are Unique, Holistic, Evidence-based, Empowered Teams, Empirical, Complete, and Change Management built in.

Are your workdays truly productive? What if I told you that despite the long hours, only 2.8 hours of your 8-hour workday are spent on meaningful tasks? This article dives into the Productivity Paradox, uncovering the root causes of distractions, ineffective communication, and poor leadership practices. I’ll also share practical solutions—Structured Working Agreements—to help teams reclaim their focus, improve decision-making, and foster a culture of deep work. Ready to tackle the hidden productivity killers in your workplace?

You might think agility is something you apply uniformly. And if you are working in a large org, you have probably heard someone propose that “we all should have one way of working”. A standard way across the entire company. I am here to share that, in my experience, this does not make much sense most of the time. Different Flavours of Adaptability Different parts of a business move at different speeds, operate under various constraints, and require different types of adaptability. Also, not all products are in the same phase. Some might be emerging, with lots of uncertainty, others might be ready for scaling up, and others are mature. All these differences require a different flavour of agile, in terms of adaptability, governance, budgeting, processes and structure.

In diesem Artikel teilt PST Simon Flossmann 10 Coaching-Fragen für Scrum Master.

Ryan Brook outlines five principles; Consent, Safety, Restraint, Relevance, and Integrity for professionalising the mentor stance in Scrum Mastery. He distinguishes mentoring from coaching, emphasising relational fit, ethical presence, and reflective practice. This post sets the foundation for a series exploring each principle in depth.

Agile teams face ethical challenges. However, there is a lightweight framework that integrates with existing practices, protecting sensitive data and human expertise while enabling teams to confidently realize AI benefits without creating separate bureaucratic processes.

Upstream Kanban is a Kanban system designed to uncover new knowledge and assess delivery options. The upstream is a highly creative, collaborative, and unpredictable activity. Consequently, the Upstream Kanban requires a specific set of metrics that can help guide your decisions. This article explores seven essential Upstream Kanban metrics to support product backlog management, agile decision-making, portfolio management, and agile product development.

In this blog, Ryan Brook examines the structural challenges of portfolio planning within the UK Government, including political churn, annual budget cycles, and restricted funding. He argues that agility, through adaptive governance, empowered boards, and value-led delivery, is not just beneficial but essential for responsive, effective public sector outcomes.

Scrum’s power lies in its simplicity. It defines only the essentials—leaving space for teams to adapt, experiment, and grow. This post explores why the Scrum framework is purposefully incomplete and how that gives teams the freedom to find what really works in their context.

Unsicherheiten können für ein Scrum-Team auch eine Chance sein In der Softwareentwicklung streben wir oft nach Klarheit, bevor wir loslegen – doch was, wenn Unsicherheiten nicht nur Hindernisse, sondern auch Chancen sind? In meinem Blogpost zeige ich, wie Scrum-Teams durch empirisches Arbeiten im Sprint nicht nur effizienter werden, sondern auch neue Möglichkeiten entdecken. Anstatt den Sprint als Mini-Wasserfall zu sehen, sollten wir Unsicherheiten als Teil des Prozesses akzeptieren und nutzen, um innovative und zielgerichtete Lösungen zu entwickeln. Entdecke die Kraft der Flexibilität und den wahren Wert agiler Methoden!

In diesem Artikel erfährst du von PST Simon Flossmann 5 Werkzeuge, um ermüdenden Online-Meetings wieder lebendig zu machen.

Ryan Brook explores how Scrum and the Double Diamond model complement each other in fostering innovation. By combining structured discovery with iterative delivery, teams can better frame problems, experiment safely, and deliver meaningful outcomes in complex environments.

Ken Schwaber und Jeff Sutherland haben am Ende ihrer Scrum-Trainings stets betont, dass es wichtig sei, nun selbst Erfahrungen zu sammeln. Fachkonferenzen bieten hierfür eine ideale Plattform für Feedback und Weiterentwicklung. Sie sind eine gute Ergänzung zur agilen Community im eigenen Unternehmen oder in der Region. Doch welche konkreten Vorteile bringen solche Veranstaltungen für Einsteiger in die agile Arbeitswelt?

It isn't just individuals who can suffer from burnout. Sometimes, it's the whole Scrum Team. PST Mary Iqbal explores this serious problem in her latest blog post.

The Untold Story: How the Revolutionary Scrum Master Role Lost Its Way Once envisioned as transformative change agents, Scrum Masters have increasingly become mere meeting facilitators in many organizations. Drawing from two decades of experience guiding agile transformations, this article exposes the critical factors behind this troubling evolution—from certification factories to fundamental leadership misunderstandings. Discover why the reduction of this dynamic role to ceremony management represents just 1% of its true potential, and learn how organizations are unwittingly setting their Scrum Masters up for failure through contradictory structures and impossible expectations.

Case Study on Breaking the Tech Barrier: Implementing Scrum in Both Technical and Non-Technical Teams to Drive Measurable Business Outcomes.