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.

Change can feel like a minefield, especially when you're leading a team. Are you seeing enthusiasm, resistance, or something in between? This post unveils the five core human responses to change, equipping you with practical strategies to navigate each one, fostering resilience and high-performance in your team.

Scrum isn’t about ticking boxes or increasing velocity—it’s about achieving meaningful goals. This post unpacks how goal clarity fuels effective Scrum and what happens when teams forget that purpose comes first.

Bitte hören Sie auf, KI als ein Teammitglied zu behandeln, das Sie „an Bord holen“ müssen! Es ist ein ausgesprochen fähiges Werkzeug; nutzen Sie es im bestmöglichen Sinne.

In diesem Artikel erklärt PST Simon Flossmann, warum Selbstmanagement ohne diese 3 Prinzipien nicht funktionieren kann.

Answer Leveling is a simple technique for coaxing AI chatbots like ChatGPT, Gemini, or Claude out of their shell to generate more exciting and in-depth responses. In this blog post, you'll learn how Scrum Masters can use this method to get more detailed and well-thought-out answers to team-related challenges from large language models—even without advanced prompt engineering skills.

In this article, I discuss Scrum in toxic environments, how Scrum Master's push for transparency might be doing more harm than good, and I give some advice for those in such a situation.

In episode 5, Mehdi and Nils explore how AI can transform the way we interact with Jira. They also introduce two AI tools (LM Arena, OpenRouter) to compare different LLMs.

In this blog, PST Alex Ballarin explains how OKR and Scrum provide a powerful system for strategy execution and team alignment. This provide huge value both for executives and teams!

We may not be able to control market conditions or increase LandD funding right now. But we can redefine how we lead. The world of work is shifting, and so must the way we manage. As organisations face shrinking budgets, volatile markets, and rapid change, many leaders feel the pressure to tighten control, to demand more output, track every hour, and squeeze every ounce of efficiency.

In this final post, I reflect on the importance of professional standards when teaching Scrum. It’s not just what we teach, but how we behave that shapes learning. Inclusion, integrity, and clear boundaries build trust. As a former teacher, I’ve seen how conduct can make or break a learning environment.

Ever wondered what the "Professional" in Professional Scrum Master really means? It's not just a fancy prefix. In this article, I explore how true professionalism in Scrum goes far beyond certification—it's about unwavering integrity when stakes are high and shortcuts tempt. Through powerful comparisons between medical ethics and software development accountability, I reveal why mutual responsibility is the backbone of effective Scrum teams. Discover the binding covenant that separates those who merely practice Scrum from those who truly embody its transformative power. This isn't just about building better products—it's about becoming an agent of positive change in your organization.

In diesem Artikel erklärt PST Simon Flossmann 5 Ursachen, warum Scrum Teams mit Sprintzielen kämpfen – und was sie über dein Team verraten

Stop treating AI as a team member to “onboard.” It’s a tool.

Algunas voces claman que "la agilidad ha muerto" —señalando burocratización, captura corporativa y rituales vacíos— la evidencia muestra que la agilidad no ha muerto: ha madurado. Estudios globales confirman su expansión, su impacto superior en resiliencia, innovación y crecimiento, y su adopción creciente en industrias críticas. El problema no es Scrum ni la agilidad; es la superficialidad con que a veces se implementan. Scrum sigue siendo vital si se practica desde sus fundamentos: compromiso, coraje, foco, apertura y respeto. Estos valores no son adornos, sino prácticas vivas que sostienen a los equipos frente a la incertidumbre y el cambio. Sin embargo, mientras celebramos ceremonias ágiles, otras transformaciones silenciosas —como la inteligencia artificial, la fragmentación laboral, y la automatización del conocimiento— están redefiniendo las bases mismas del trabajo humano. Nos enfrentamos al riesgo de que la adaptación, inspección y retroalimentación sean tomadas por sistemas automáticos, desplazando la agencia humana. Frente a este escenario, Scrum puede ser un refugio de humanidad consciente o una ilusión vacía. La elección es ética, no técnica.

Many Scrum Masters seem to limit themselves to team-level work, avoiding the broader organizational challenges where real change often happens. This narrow focus raises questions about the role’s value and whether it's living up to its potential. Maybe it's time to rethink expectations—or redefine the role entirely.

People tend to highlight that Scrum is best suited as training wheels. However, what most people forget is Scrum is a means to an end; it's not a silver bullet. It is only as good as the members of the Scrum Team. If your team is not getting the desired results with Scrum, then it probably is not Scrum, it’s your Scrum Team that is ineffective.

Scrum’s strength lies in its structure—from theory and values to roles, events, and artifacts. This post explores how each part fits together—and why tweaking them might be hurting more than helping.

Softwarearchitektur ist mehr als nur die Auswahl von Technologien und Patterns – sie ist das Rückgrat, das sicherstellt, dass ein Produkt langfristig erfolgreich ist. Doch wie funktioniert Softwarearchitektur in einem agilen Kontext, in dem immer wieder auf neue Anforderungen eingegangen werden muss? Alles beginnt mit einer klaren Produkt-Vision, die vom Product Owner definiert wird. Diese Vision wird in Key-Value-Indicators (KVIs) und Qualitätsziele heruntergebrochen, die die Architektur aktiv unterstützen müssen. Architekturentscheidungen werden nun an diesen Qualitätszielen ausgerichtet und überprüft. Wenn der Product Owner seine Mitwirkung an Architekturentscheidungen jedoch nicht wahrnimmt, drohen Entscheidungen, die auf persönlichen Vorlieben oder Technologietrends basieren – mit langfristig negativen Folgen für das Produkt. Im Scrum-Framework gibt es keine explizite Architektenrolle, daher ist es die Verantwortung des gesamten Teams, sicherzustellen, dass Architekturarbeit in die tägliche Arbeit integriert wird. Regelmäßige Reviews und enge Zusammenarbeit zwischen dem Product Owner und den Entwicklern sind der Schlüssel zu einer Architektur, die das Produkt heute und in Zukunft erfolgreich macht.

Wie Sie KI nutzen, um Interviews von Teamkollegen, Stakeholdern und dem Management zu analysieren

In diesem Artikel erklärt PST Simon Flossmann wie Undercover Scrum funktioniert.

This is a quick-start guide that provides all the use cases for the Product Owner, Scrum Master, and Developers who can benefit from the power of AI and recommends AI tools.

New Scrum Teams aren't perfect, but when you use Scrum to get better, you get better at Scrum. So often, when you first start using Scrum, it can feel like you're just going through the motions. And while that can be frustrating, it's also a part of learning.

Effective Scrum Masters adapt teaching approaches to diverse team needs using varied methods like scenarios, gamification, and reflection. Professional teaching isn't about demonstrating knowledge but nurturing individual growth through tailored, responsive, and intentional practices.

If you have worked in product management long enough, you know that not every conversation ends in full agreement. Priorities shift, pressure comes from different directions, and decisions don’t always fit easily into the plan. Every Product Owner should understand BATNA - the Best Alternative to a Negotiated Agreement.

Are you ready to lead like a Chief Learning Officer? That’s what the best leaders are already doing. And that’s what the future demands of us all.

Scrum is a powerful framework for reducing risk, but only when its key mechanisms are fully understood and implemented. In this video, PST Robert Pieper outlines how Scrum helps teams manage uncertainty, reduce waste, and deliver value predictably through its built-in feedback loops and structure.

Let’s set the record straight: Scrum Master is not a dead-end job. In fact, it might be the best stepping stone to real leadership you could ask for.

In this blog, I discuss Continued Development as vital for growth as a Scrum Master using the teaching stance. It emphasises deepening expertise, actively seeking peer feedback, experimenting with new teaching methods, and openly sharing learning. This approach ensures Scrum Masters stay credible, accountable, and model continuous improvement.

This article explores how AI interview analysis can be a powerful sense-making tool for agile practitioners who need to quickly synthesize unstructured, qualitative data, particularly when joining a team mid-crisis.

In diesem Artikel erklärt PST Simon Flossmann 3 OKR-Fehler von Teams mit internen Kunden häufig begehen.

In this post, PST Alex Ballarín explains what OKRs (Objectives and Key Results) are, and why they can significantly improve the effectiveness and value delivered by Scrum Teams.

Scrum is built on more than practices—it's grounded in theory. Explore the two foundational theories behind Scrum—Empirical Process Control and Lean Thinking—and how they shape the way Scrum helps teams navigate complexity and deliver value.

AI is transforming product management across the entire Planning Onion, from vision to validation. Learn how AI enhances market analysis, backlog prioritization, and customization while rethinking technical debt. Discover how the Model Context Protocol and AI code generation are revolutionizing how Product Owners deliver value in Scrum.

OpenAIs neues (Stealth) LLM Optimus Alpha analysiert Teammetriken und übersetzen diese in umsetzbare Retrospektivenkonzepte.

In diesem Artikel beschreibt PST Simon Flossmann 3 Strategie-Lektionen die er aus seinem letzten „Strategy Knotworking“-Workshop gezogen hat

A deep dive into business agility in the Construction and Infrastructure sector, - exploring lessons on safety, transparency, end-to-end accountability, portfolio management, and milestone planning. Real-world examples show why agility isn't optional, but rather essential for delivering lasting value.

In the third blog of this series, I'll explore Evaluation as a core competency of a 'Professional Teacher' stance. Using examples and practical ideas, I'll argue that professional teaching means inspecting both delivery and impact, using evaluation to drive real change.

I join Jonathan Stark on Ditching Hourly to discuss the current state of Agile as a platform, how it has evolved over the years, and what practitioners should consider when managing their careers as the platform matures.

Adoptar Scrum requiere cambios que se dan en muchos aspectos dentro de una organización. Estos cambios a veces demoran en ser realizados y esto provoca que se tengan impedimentos que impidan o retrasen la entrega de valor. A continuación, algunos impedimentos que pueden aparecer al adoptar Scrum y que pueden servir de referencia para identificarlos en forma temprana:

Struggling to get real buy-in for agile at the executive level? You’re not alone. Too many agile transformations stall because senior leaders remain stuck in old ways of thinking while teams push for change. We need to break down why executive traction is the missing ingredient in enterprise agility and how to actually get it. In this blog I'll talk about how we can turn 'agile' from a buzzword to a business enabler.

You have been working on an agile team or maybe a Scrum Team. And every time someone refers to requirements, they mention about User Stories. So, now you have started to believe that User Stories are Requirements. But is that true?

Strategy is a disciplined way of diagnosing the problem that matters most, choosing an approach, and committing to a focused set of actions.

It may be tempting to push the team to deliver more by overloading the Sprint with extra work. But don’t do it! One of Scrum’s core values is focus, and that value exists for a reason. A team that focuses on delivering a reasonable amount of work will accomplish more than one that tries to take on everything at once.

Points are not for measuring individual performance. Points are for forecasting future delivery. We don't need to fake the data to make developers look better, because that's not what points are for.

PST Stanley Chatman created the AI Engagement Accelerator Kit to help real teams ship GenAI solutions faster

You’ve adopted Scrum. You’ve trained your teams. But still, something’s off. Scaling is slow. Results are inconsistent. That’s because you’re scaling the wrong thing. It’s not just about growing Scrum—it’s about re-centering your organisation around it. In a world where enterprise agility often disappoints, this article offers a bold perspective: the problem isn’t Scrum—it’s how we orient Scrum Teams within complex systems. Enter the 3D Reality Model: a visual, three-dimensional map that places Scrum Teams at the core of product-oriented transformation. The model provides a reference system with three strategic axes: Portfolio (Height): Vertical alignment with goals and governance. End-to-End Value (Width): Ownership across the full delivery cycle. Cross-Org Collaboration (Depth): Transparent engagement with surrounding teams and services.