In this article, PST Alex Ballarin explores how Objectives and Key Results (OKRs) complement the Agile Product Operating Model (APOM) from Scrum.org. He explains how OKRs bring measurable alignment to APOM’s four domains — Strategy, People, Structure, and Value Cycle — turning strategic intent into evidence-based results and enabling true organizational agility.

Scrum events serve a purpose, but are they all necessary for every team? In this post, PST Jason Malmstadt discusses why each Scrum event exists and whether all of them are truly needed.

Dieser Artikel und sein zugehöriges Video über die KI-Risiken in der Produktentwicklung zeigen drei konsolidierte Risikokategorien und praktische Grenzen auf, um ein kundenorientiertes Urteilsvermögen zu bewahren und gleichzeitig KI effektiv zu nutzen.

Where in Singapore can you learn Agile and Scrum the way they were truly intended? Where can you find training that goes beyond personal opinion and is grounded in global standards, local relevance, and the authority of the organisation that created Scrum? That is exactly what Kiwii Pte. Ltd. brings to Singapore. This blog is the first in a broader series in which Scrum.org trainer Chee-Hong Hsia shares his perspective on Agile in Singapore, exploring the realities, misconceptions, and opportunities within our local landscape.

In diesem Artikel erklärst PST Simon Flossmann ein Methode, die jedes Meeting verbessert.

When Your Leverage Becomes Your Liability Because You Outsource Thinking.

Competitive advantage comes from minimizing the time between decision and learning — the faster you validate assumptions with real user feedback, the faster you can adapt and create value. Traditional projects optimize for delivery and predictability, while product thinking optimizes for continuous learning, reducing risk, accelerating revenue, and turning responsiveness into a strategic edge.

Delivery isn’t the finish line — real success comes when a shipped feature creates measurable outcomes and impact. By extending “Done” beyond delivery to include learning and evidence of value, teams shift from output-focused activity to outcome-driven results that truly matter.

In fast-changing markets, traditional hierarchies still help leaders see the big picture, but they struggle to keep pace with reality. As information travels upward and decisions come back down, organizations risk losing focus on customers and slowing adaptation. Agile organizations take a different approach: they emphasize connectivity over control. Decisions move closer to the customer, supported by connected teams, shared data, and shorter feedback loops. Creating Agile Organizations (CAO) reframes the challenge: Shift from reporting to connecting across teams. Design for tight coupling inside product groups and loose coupling between them. Use AI to amplify local decision-making, not to recentralize control. The result — organizations that move fast locally while staying coherent globally.

Scrum isn’t powered by lone heroes—it thrives when groups of people engage together. From teams to stakeholders to leaders, Scrum creates the structure for collaboration, transparency, and shared purpose. Which groups are you engaging—or leaving behind?

Most organizations are attempting to build the future of AI on the crumbling foundation of a rigid, outdated, project-based funding system. This approach is fundamentally mismatched with the iterative, experimental nature of AI development. To truly unlock business value, a shift is required—from funding temporary projects to funding durable products.

La adopción de Scrum puede ser un proceso complejo, difícil y sin rumbo en muchas organizaciones. Algunas veces se inicia su adopción sin tener en cuenta los beneficios y el esfuerzo de cambio necesario para lograr los resultados de negocio que se esperan; en algunos casos, las organizaciones pueden hasta decidir cancelar sus proyectos de cambio por el desánimo de los resultados. Aquí algunos factores que pueden ser tomados en cuenta para mejorar el éxito de la adopción de Scrum.

Many teams adopt Scrum successfully but struggle to gain the support of their executives. In this blog, PST Robert Pieper shares how leaders can shift their perspective to see agility as a company-wide advantage that drives better decisions, stronger collaboration, and measurable business results.

The Psychological Safety Radar helps you build a space where people: Speak with honesty Listen with empathy Learn with humility Grow with courage

The most successful Scrum Teams adopt the product model by organizing their Scrum Teams around products. Because dependencies are the bane of value delivery!

In diesem Artikel stellt PST Simon Flossmann 3 Fragen vor, die sich Product Owner viel zu selten stellen.

Scrum Teams don’t exist in a vacuum. The Scrum team's success—or failure—is heavily influenced by the broader organization around them.

Tiny organizations crushing giants — without process, without friction.

Executives keep hearing that “95 percent of AI projects fail.” The truth is uglier: it’s not the models that are failing, it’s the management operating systems we’re using to leverage them.

When we were developing the Professional Scrum with Kanban guide and class, Daniel Vacanti kept insisting I inspired the Work Item Aging flow metric we introduced. I was complimented, but didn’t recall the exact reference. Well, it turns out I did write and talk about this way earlier than the PSK.

Scrum helps teams solve complex problems, but even skilled practitioners can fall into common pitfalls that hold them back. PST Robb Pieper shares how to spot these mistakes and fix them to restore collaboration and deliver real value.

Scrum isn’t about compliance—it’s about engagement. By giving teams purpose, mastery, and autonomy, Scrum taps into intrinsic motivation. When people are engaged, they care, contribute, and grow. Are your teams engaged—or just going through the motions?

For more than 40 years, business experts have emphasized the importance of efficiency, specialization, and keeping people busy. The idea was that if we optimize our processes we can deliver value sooner. And for certain kinds of work, that approach works well. But not for creative work.

Peter Yang, ein renommierter Produktleader, argumentiert, dass KI die Produktrollen in zwei Gruppen aufteilen wird: Generalisten und Spezialisten. Alle anderen in der gefährlichen Mitte laufen Gefahr, verdrängt zu werden. Was bedeutet dies für die Rollen Scrum Master, Product Owner, oder Agile Coach?

What is one thing that is always true for a Product Owner? Yes, you guessed it right. Product Owner is an accountability within the Scrum Framework.

Organizations adopting AI often fixate on tools and models while overlooking the behavior change required to realize value. The AI Enablement Coach complements Scrum—not as a new team role, but as an enabling partner who helps teams integrate AI into real workflows, measure outcomes, and iterate. This post maps the role’s practices to Scrum values, events, and Evidence‑Based Management to accelerate adoption without breaking Scrum.

With the advent of AI, a new paradigm in product development is emerging where people can build and launch their product on their own. Let's see what the solution is.

In diesem Artikel erklärt PST Simon Flossmann wer von einem Training in KI profitiert.

What Peter Yang's Product Management Framework Reveals About the Future of Scrum Masters and Agile Coaches.

From wasted features to late launches, risk is everywhere. Scrum doesn’t hide it—it makes it visible and helps teams reduce it, Sprint by Sprint. Is your team truly controlling risk—or just hoping for the best?

Managing multiple products can feel overwhelming, but it doesn’t have to be. In this post, PST Jason Malmstadt gives you tips on defining your products clearly, finding focus, and navigating complexity through better product management.

There is an awesome book, Peopleware, written way back in the mid 1980s. I am not sure how many folks out there have read that book or if they really understood the concepts of the book. In the very first chapter the authors make it very clear, to quote them: The major problems of our work are not so much technological as sociological in nature. And yet here we are in 2025, where we are still looking at AI to address technological problems believing somehow it will change the world around, without addressing the sociological problems underneath.

In this blog post PST Joshua Partogi shares how to map Agile Leaders maturity to the metrics they emphasise.

Slack time is not wasted time. It is the breathing room that allows teams to step back, adapt, and grow. Not to mention the ability to deal with any emergencies that happen to come up.

In diesem Artikel erklärt PST Simon Flossmann Coaching-Skills, die jeder Scrum Master haben muss.

Scrum isn’t about busywork—it’s about making outcomes more predictable. But many teams confuse predictability with fake certainty. In this post, we explore how Scrum really optimizes predictability, where teams go wrong, and what you can inspect today.

A simple 3-block framework to realign teams around: 1. Why We Exist 2. What We Do 3. How We Work

When a company tries to be product-, customer-, and operations-focused at the same time, it loses clarity and energy. Mixed strategic focuses create internal conflict, slow innovation, and weaken real competitive advantage.

Die agile Welt spaltet sich in zwei Lager: Diejenigen, die davon überzeugt sind, dass KI die Praktiker aus der Welt schaffen wird, und diejenigen, die KI als eine weitere Modeerscheinung abtun. Beide liegen falsch.

Artificial intelligence promises to supercharge software development, but it introduces a critical paradox: the ability to build the wrong thing with perfect efficiency is now greater than ever. This article delves into why human-centric frameworks like Scrum are not becoming obsolete, but are instead essential guardrails in an age of automation. It explores the new economics of amplified failure, the potential shift for developers from creators to curators, and why the most vital skill is no longer raw speed, but strategic wisdom.

Agile is often reduced to buzzwords about mindsets or methodologies, but its real value runs deeper. In this post, PST Robert Pieper explains how Agile as a strategy helps teams adapt, learn, and deliver meaningful results in a constantly changing world.

Taking a leaf out of fellow PST Sander Dur’s recent post, I would like to explore if Product Ownership and Product Management are mutually exclusive or inclusive. I personally like his analogy that the Product Owner and the Product Manager are just two different t-shirts. Now, different people have different PoVs on the two, I will be sharing my learning and experiences in this post.

When your backlog isn’t prioritized, even great teams can lose focus. In this blog, PST Jason Malmstadt explains how effective prioritization helps teams deliver faster, stay aligned, and build trust with stakeholders.

Most people don’t understand “leading” and “lagging” indicators. And that’s fine, because the terms are meaningless. They’re used by consultants to sound authoritative but lack consistent definition or practical value.

When you’re kayaking in fast whitewater, the boat tends to go wherever you look. That's because when you look at something, your whole body tends to lean that way without you even realizing it.

In diesem Artikel beantwortet PST Simon Flossmann die Frage: Welches ist das Wichtigste Scrum Event?

The Agile world is splitting into two camps: Those convinced AI will automate practitioners out of existence, and those dismissing it as another crypto-level fad. Both are wrong.

Scrum doesn’t guarantee predictability or remove risk. It helps you optimize both—if you treat it as an approach, not a process checklist. Discover how to make Scrum lead you somewhere meaningful.

Many companies water down the Scrum Master by splitting the accountability across teams, making it a side hustle, or rotating it each Sprint. It feels efficient but strips away the very impact that makes Scrum work. The Scrum Master isn’t about booking meetings, being a Jira jockey, or tracking velocity. Their true value is coaching, enabling team effectiveness, defending empiricism, protecting quality, surfacing dysfunction, and serving the organization. They don’t need to be full-time every minute, but they must be dedicated and focused. Cutting corners here is the most expensive "savings" you can make.

This article introduces four perspectives for structuring product groups and teams: frequency, criticality/uncertainty, operational dependencies, and cost of delay. Together, they help define the right scope of product groups and balance autonomy with efficiency.