🎙️ In questo episodio Fabio Panzavolta legge la Guida Scrum, il documento scritto da Ken Schwaber e Jeff Sutherland che definisce il framework Scrum. Scopriremo la teoria, i valori, gli eventi e gli artefatti che compongono Scrum, direttamente dalla fonte ufficiale tradotta in italiano.

In questo episodio Fabio Panzavolta esplora l'empirismo, uno dei pilastri fondamentali di Scrum. Scopriremo perché l'approccio empirico è essenziale nella risoluzione di problemi complessi e come si differenzia dall'approccio predittivo tradizionale. Vedremo anche come questo pilastro si integra con i tre elementi chiave: trasparenza, ispezione e adattamento.

In questo episodio Fabio Panzavolta esplora il Lean Thinking e la sua profonda connessione con Scrum. Scopriremo come questi due approcci si completano a vicenda e come il Lean Thinking influenza la cultura aziendale, l'eliminazione degli sprechi e la creazione di valore per il cliente.

Value isn’t one-size-fits-all—it’s unique to each person, team, and organization. Explore how Scrum helps generate value and consider what truly matters in your context.

Die Fallstricke einer oberflächlichen Product-Operating-Modell-Transformation

In my experience, if you have correctly defined the product (or product family), the Product Owner inevitably becomes someone at the Board−1 or Board−2 level (in the worst case). But now that you have a real Product Owner on board, a new problem arises: this person is incredibly busy. How can you relieve their workload? Through delegation. And delegation can be done either to the teams or by creating a Product Owner Team.

In diesem Artikel erklärt PST Simon Flossmann den Entwicklungspfad für Scrum Master

In questo episodio, Fabio Panzavolta esplora le differenze fondamentali tra Agile e Scrum, partendo dalle origini storiche fino alla loro applicazione moderna. Scopriremo come Scrum sia uno strumento pratico per implementare i principi Agile e perché questa distinzione è cruciale per le organizzazioni che vogliono migliorare il loro modo di lavorare.

Let me start by saying that I am not demeaning the Scrum Guide in any way. Teams are empowered - with Scrum - to respond and adapt to complex environments in ways that would have been impossible before. That being said, the Scrum framework "just" guides the interactions of the Scrum team itself.

If you’re leading your organization’s journey from Project to Product, Product Operations capabilities is one area you should be learning about and thinking through as part of the structure of your Product organization.

Is Continuous Deployment a bragging right or a game-changer? 🤔 CD isn’t just about speed. It’s about closing fast feedback loops to adapt quickly, learn from real user interactions, and drive outcomes. Without it, product development often becomes a guessing game, relying on assumptions instead of data.

Gut feelings and intuition might be spot on, but they can be fraught with biases, personal preferences, and wrong heuristics. Agile Coaches and Scrum Masters would be wise to use a more data-informed, evidence-based, and scientifically validated approach to improve team and organizational effectiveness.

In questo episodio Fabio Panzavolta approfondisce il concetto dell'Incremento in Scrum, uno degli artefatti fondamentali del framework. Esploriamo come rappresenti una pietra miliare verso il Product Goal, le sue caratteristiche essenziali e il ruolo cruciale della Definition of Done nel garantire la qualità del prodotto.

A common question for newcomers to Scrum: Can the Tasks of the Sprint Backlog Be Modified Mid-Sprint?

Product Managers and Product Owners frequently have to balance market needs, user experience, customer outcomes, and technical feasibility. However, the financial point of view in product development is equally important but often gets overlooked.

Managing the Product Backlog is about understanding what’s most valuable to be worked on next, fostering transparency, and maintaining flexibility to adapt to changes.

In questo episodio Fabio Panzavolta esplora lo Sprint Backlog, un artefatto di Scrum che comprende lo Sprint Goal, gli elementi del Product Backlog selezionati per lo Sprint e il piano per la realizzazione dell'Incremento. Scopriremo come questo strumento supporta l'autogestione del team e contribuisce al successo dello Sprint.

We are often told that getting to “yes” when asking a question is a powerful negotiation technique. That much is true but asking questions that lead to “no” can really tease out conversations and help to understand why a certain position is held by someone.

Accountability. It's a word that can strike fear into the hearts of many. But it's not about blame or shame. It's about owning your commitments, delivering on your promises, and creating a culture of trust and transparency.

The Pitfalls of a Superficial Product Operating Model Transformation — Are We About to Repeat the Old Mistakes?

In diesem Artikel erklärt PST Simon Flossmann, warum es in Scrum keine Definiton-of-Ready gibt.

The Product world is giving up on Agile. What's going on?

Crafting a compelling product vision is an essential step in guiding your product’s development and inspiring your team. Using the right tools and techniques, you can create a clear, customer-focused, and emotionally resonant vision. Remember, a good product vision defines where you’re going and inspires others to join you on the journey.

In questo episodio Fabio Panzavolta esplora il Product Backlog, uno degli artefatti di Scrum che rappresenta l'unica fonte di lavoro per lo Scrum Team. Scopriremo come questo "living artifact" evolve nel tempo e come contribuisce al successo del prodotto attraverso una gestione efficace e collaborativa.

In questo episodio Fabio Panzavolta esplora gli artefatti di Scrum: Product Backlog, Sprint Backlog e Increment. Scopriremo come questi elementi fondamentali del framework rappresentano il lavoro e il valore, e come sono collegati ai rispettivi impegni (commitment) che ne garantiscono l'efficacia.

In questo episodio Fabio Panzavolta esplora la Sprint Retrospective agile, l'evento conclusivo dello Sprint dedicato al miglioramento continuo del team. Scopriremo come questa retrospettiva Scrum permette allo Scrum Team di evolvere e ottimizzare il proprio modo di lavorare, garantendo maggiore efficacia e qualità Sprint dopo Sprint.

Scrum isn’t just for teams; it’s designed for anyone working toward a shared purpose. Discover how Scrum helps people, teams, and organizations generate value and solve complex challenges together.

Complex product development requires an adaptive approach. In our latest podcast, join our hosts Jeff Lee and Patrick Campbell as they dive into the tools and practices that can help you improve your product delivery, even when firmware and hardware changes are involved.

Project to Product states that product-based approaches will replace project-based approaches for delivering digital work. The book Project to Product by Mik Kersten describes this approach, comparing how BMW manages production to how a bank delivers digital products—highlighting the complexity, bureaucracy, and lack of transparency in project-based approaches. The Agile Product Operating Model (APOM) is a framework that helps organizations adopt a product-based approach. It helps organizations change mindset, alignment, and funding to support a product approach. APOM, an empirical approach, has seven characteristics: self-managed teams, learning-oriented, aligned incentives, empowered product leadership, integrated strategy, product investment, and agile governance.

In diesem Artikel erklärt dir PST Simon Flossmann, wie du 3 unterschätzte Fehler bei Sprint-Reviews vermeiden kannst

In questo episodio, Fabio Panzavolta approfondisce la Sprint Review, un evento di Scrum che si concentra sull'ispezione dei risultati dello Sprint e sull'adattamento dei piani futuri. Scopriamo come i Team Scrum possono trasformare questo evento da una semplice presentazione a una sessione di lavoro collaborativa che aumenta il valore del prodotto e il coinvolgimento degli stakeholder.

When teams first start adopting Scrum, it seems like they often encounter similar challenges.  In this article, I will address some of the common commons facing new Scrum teams and how to overcome them.

Does it make sense to aim for 100% utilization across the organization? Is that efficient? Whether it’s an ad agency, a factory, a product development organization, or any organization – it has a constraint. The constraint/bottleneck should be optimized, but other areas of the process shouldn’t aim for 100% utilization since that would create waste and overload.

Be mindful of your coaching distance. Too much distance from a team can lead to disconnection and false assumptions, while too close might block the team's growth and autonomy.

In questo episodio, Fabio Panzavolta esplora il Daily Scrum, noto anche come daily standup, l'evento quotidiano di 15 minuti che permette ai Developer di sincronizzarsi e pianificare il lavoro delle successive 24 ore. Scopriremo come questo evento del framework Scrum contribuisce al successo dello Sprint e del team.

"Its a marathon, not a sprint". I used to think that comparing a race that takes a few hours to a transformational program wasn’t representative of how hard it is to get product development off the ground. My tune changed when I ran a half marathon over the weekend.

The effectiveness of a Sprint Review can influence a product’s future direction and success. It also helps understand possible challenges and how to overcome them in future development.

The Key to Sustainability and Flow w/ Jeremy Willets and Tom Cagley — Hands-on Agile #64

In questo episodio, Fabio Panzavolta esplora lo Sprint Planning secondo la Scrum Guide (versione Novembre 2020). Analizziamo come questo evento dà il via allo Sprint e stabilisce le basi per il successo del team.

Increasing the Agility of Biotech Companies by Tuning their Scrum: A case study.

Scrum and Lean UX share several similarities in their principles and practices, particularly in their focus on collaboration, iterative development, and delivering value to customers. Both Scrum and Lean UX embrace an iterative and incremental approach. Learn more in this blog post from PST Simon Kneafsey.

In diesem Artikel gibt PST Simon Flossmann 3 Tipps, wie du Vielredner in Meetings unterbrechen kannst

In questo episodio, Fabio Panzavolta esplora gli Eventi Scrum secondo la Guida Scrum (versione Novembre 2020), con particolare attenzione allo Sprint come contenitore di tutti gli altri eventi. Analizzeremo come questi eventi creano regolarità e supportano l'ispezione e l'adattamento continui.

In this podcast, we dive into a transformative case study with CAPITAL Services, a leading credit card servicer. Once reliant on traditional waterfall methodologies, they sought a faster way to innovate and maintain a competitive edge. By adopting Scrum, they set out to deliver the best work and get real-time feedback on their progress.

In questo episodio, Fabio Panzavolta esplora il ruolo dello Scrum Master secondo la Scrum Guide (versione Novembre 2020). Analizziamo come questa figura chiave promuove e facilita l'adozione di Scrum, guidando team e organizzazioni verso una maggiore efficacia e agilità.

Despite massive investments in Digital Transformation, with $6.3 trillion projected by 2024, failure rates remain high—around 84%. The issue? Many large organizations lean heavily on scaling frameworks like SAFe or LeSS, but without adapting them to their unique needs, they struggle to achieve Agile success. Rather than simply adopting a framework, organizations should focus on evolving it to fit their specific, changing context. The key question isn’t “How can I adopt Framework X?” but “How can I evolve my framework to meet my organization’s needs?”

In questo episodio Fabio Panzavolta esplora il ruolo del Product Owner in Scrum, le sue responsabilità fondamentali e come massimizza il valore del prodotto. Analizziamo le caratteristiche di un Product Owner efficace e le sfide comuni nelle organizzazioni.

Scrum is designed to help, not complicate. Uncover what ‘help’ truly means in Scrum and explore if it’s addressing the right challenges for you, your team, and your organization.

Agile teams often struggle with how to size and forecast upcoming work. Flow metrics offer a simple, effective way to solve that problem without the headaches that come from traditional estimation methods. In fact, flow metrics can provide more accurate planning and forecasting than using points or hours—and they keep things agile, not bogged down in endless debates about estimates.

Efficiency seems like an important word. Other words like productivity, specialization, capacity, utilization and standardization also sound pretty impressive. These words are important words for optimizing (another word!) repetitive processes. The problem is that these words are not as important when it comes to creative work or problem-solving. Read more in this blog post from PST Mary Iqbal.