Una transformación ágil es un proceso complejo, desafiante con muchos problemas que algunas veces se estanca debido a líderes que no maduran en la adopción del empirismo y hacen el cambio para resolver problemas complejos a través de la entrega de valor en ciclos cortos. Los líderes permiten el crecimiento o limitan el crecimiento de los equipos y la capacidad de ser ágiles en la organización. El evolucionar hacia un liderazgo que no use el control sino la autogestión para lograr resultados implica un cambio de mentalidad. Algunos factores o aspectos claves por considerar para convertirse en líderes ágiles serviciales pueden ser los siguientes:

Incremental delivery - or delivering value frequently - is a core concept of Scrum and yet it is so often misunderstood. Some might argue that it's wasteful to not make a few additional small changes or updates when you're already deep in the code. However, this perception is often rooted in a misconception. In reality, not using incremental delivery can be far more wasteful and inefficient.

It’d sure be nice if all the Stakeholders for a Scrum Team all agreed with the Product Owner on the direction for the product wouldn’t it? Or would it? Sounds kind of boring to us! Fortunately of unfortunately, Product Owners often have to navigate the challenges of working with Stakeholders who all hold different views on the direction of the Product. How do you manage this challenging situation? PST'S Jason Malmstadt, Robert Pieper, and I not only share some thoughts on this subject, but also a simple tool you can use with your Stakeholder crew!

Scrum is utilized in various industries, and as a result, leaders from diverse backgrounds are tasked with guiding Scrum Teams. While technical expertise can be an asset, it's not always a prerequisite for effective leadership in an Agile environment.

In this video, I, Martin, delve deep into the pivotal role of a Scrum Master or Agile Coach in motivating a Scrum Team. 📈🤝 I emphasise the importance of empathy, connection, and understanding the essence of a team's purpose. 🎯

Before going all-in on Agile, it's important to know the outcomes you want to achieve, the business value you want to create, and the leadership alignment you need to succeed.

La transformation digitale, suite à la transformation numérique démarrée il y a plus de 20 ans, a bouleversé notre quotidien. Cette révolution a bien évidemment changé de dimension avec l'avènement de nouvelles plateformes digitales, le cloud, le big data, l'omnicanalité, l'évolution de l'expérience utilisateur, etc. L'accélération et l'évolution des modes de consommation presque exponentielles dans leur adoption, en particulier en période de Covid, a complètement transformé l'horizon. Et comme Satya Nadella l'envisageait déjà en 2015, toutes les entreprises sont maintenant concernées par ces problématiques. La transformation est certes technologique, mais n'oublions pas que ce sont des humains qui sont à l'œuvre et que ces changements influent énormément sur les manières de travailler.

Does your Scrum Team find itself locked into destructive conflicts where each team member is convinced that their way is the only way, the best way and that everybody else who dares to disagree is crazy? Are you interested in shifting the dynamic from an "us vs. them" adversarial conflict to an "us vs. the challenge" partnership? What would be like if your team could harness every conflict to reveal new possibilities the team can align around? In this video, I will share an approach using the 10 Thinking Hats Of Scrum that can help your Scrum Team elevate the context of your conversations by evaluating options in the human-centric context of the people the Scrum Team exists to serve.

​​​​​​​We often get caught up in the tools we use and feel like we need to get our money’s worth by using every feature. Instead of creating transparency, using every feature of a tool often degrades the transparency of the Product Backlog. Keeping things simple and using a method such as a naming convention might be all that you need. Consider what is simple, is easiest to manage, and gives you the opportunity to create the most transparency.

Effective Sprint Planning is pivotal in Scrum. It hinges on ensuring the entire team grasps the Product Backlog, having a lucid product goal, and fostering a genuine team spirit. Without these, the path to building great products becomes muddled.

A 4-step approach to help you decide whether you should spend your precious and limited time on planet earth to use Scrum, bash Scrum or just move on with your life and ignore Scrum.

How much detail is enough? How much is too much? When it comes to Product Backlog Items, it can be challenging to find that “Goldilocks Point” of getting it “just right”. In this Lightning Round question, PST's Robert Pieper, Jason Malmstadt, and Gregory Crown tackle this issue with some disagreement among the group! Which one makes the most sense to you?

Il Podcast Scrum 🇮🇹 esiste per aiutare tutti coloro i quali vogliono imparare o migliorare la propria conoscenza di Scrum Professionale. In questo episodio, della serie "a domanda risposta", esploro quali sono le modalità per prendere decisioni in Scrum.

Just finishing several Product Backlog Items, without any clear reason why, is not a usable goal. Then what is? Find out in this video!

How the Agile Manifesto Was Created

7 Tipps, wie dir „Reading the room“ auch in Online-Meetings gelingt

Hacer la Daily bien es uno de los retos más grandes que tienen las organizaciones que hacen Scrum. La Daily Scrum, a menudo la mal llamada “stand-up meeting” o “reunión diaria de pie”, es uno de los eventos clave en Scrum. Su objetivo principal es fomentar la comunicación, la colaboración y la transparencia dentro del equipo de desarrollo.

In this video, Martin delves into the challenging decision-making process of whether to pivot or stay the course in a project. 🔄🛤️ He highlights the importance of balancing persistence with the recognition of when a change in direction might be more beneficial.

Scrum Values make the use of Scrum successful. How can you and your Team live these values during the Sprint Review? Check it out!

Scrum.org introduces Immersion Training, a unique alternative to traditional 2-day courses. It offers a flexible format with short sessions over weeks, promoting practical learning through real-world application and guided reflections for skill improvement. Immersion classes have the same learning objectives as their corresponding versions in the traditional setup. So what do they bring? Curious if this new format suits your needs? Read on for a list of compelling reasons why choosing an Immersion class could be the ideal decision for you.

🍵 As I sip my morning cuppa, I find myself deep in thought about the state of organisational agility. 🔄 I've seen methodologies rise and fall, each promising to be the magic bullet for organisational woes.

The Sprint backlog, a cornerstone of Scrum, offers teams a transparent view of their current work and progress. It's essential to differentiate between the Sprint goal and the Sprint Backlog, ensuring that teams set achievable goals while maintaining flexibility to adapt to changing needs.

Wie du Workshops beendest, damit sie noch lange in Erinnerung bleiben

Ihre Ursachen und wie Sie diese überwinden, z. B. durch empathisches Zuhören oder Mitgestaltung des Veränderungsprozesses.

If you are a Product Owner (PO), you are essentially the owner of the product and most POs I come across know what that entails. However, I also meet POs who determine during the Sprint which items from the Sprint Backlog the Development Team should work on, or what the solution should be, or even perform code reviews and evaluate work this way.

"How do you define Done when you’ve got dependencies outside the Scrum Team?” Dealing with Dependencies can throw a wrench into the process of even the most well-oiled Scrum Teams. It can be very challenging to get to a Done Increment when there’s something the team is depending on coming from outside the Scrum Team. How can a team best define Done in this scenario? PST'S Jason Malmstadt, Robert Pieper, and Gregory Crown have some surprising answers to this difficult question.

In this Scrum Lightning Round, our team tackles a very challenging question: “How does a Scrum Team work when they’re dependent on vendors or other business units that don’t use Scrum?” It’s a common scenario when applying Scrum in the real world and a question we get asked often. PST's Jason, Robb, and Greg all offer slightly differing perspectives on working through this tough situation.

The Scrum Guide is rather vague about how Product Backlog Items should be structured and how to make them transparent. That is by design because Scrum is intentionally incomplete. Understanding what attributes you are dealing with is helpful in creating a well-structured Product Backlog.

🚀 Dive into the world of empiricism in Agile development! 🌍 Discover how inspecting and adapting, deeply rooted in Agile practices like Scrum, ensures organisations stay ahead of the curve. 🔄 Join me on this journey through the Scottish Highlands of Agile development 🏞️, where change is the only constant, and success is all about reflection and adaptation. 💡 #AgileInsights #ScrumMastery 📊🔍.

One question that often arises in the context of Scrum is whether individuals can be part of more than one Scrum Team. While there is no explicit rule against this in Scrum, it's essential to explore the implications of such arrangements on productivity and adherence to Scrum values.

We have seen many Scrum teams attempt to resolve challenges by giving up and moving to Kanban. However, the decision to switch from Scrum to Kanban typically arises not from Scrum shortcomings, but rather from challenges in its implementation. In this episode, Jeff and Mike explore misguided reasons to move away from Scrum and things to consider before making that move.

The Product Backlog is crucial for Scrum to be effective. But for many teams, Product Backlogs are bloated, confusing, and hard to navigate. This blog discusses the challenges of building a great Product Backlog and what Scrum Teams can do to fight the bloat.

Great product ownership has the potential to transform companies, making them almost invincible, even when economic skies are dark. But how does this happen? And what exactly makes a great Product Owner in these times of adversity? The secret sauce, I propose, boils down to three Vs: Vision, Value, and Validation.

Ten Reasons and Five Approaches on How To Overcome Them

Wie kannst du das Daily Scrum verbessern? In diesem Beitrag erfährst du eine einfache Checkliste.

FAQs (Frequently Asked Questions) What is the role of a Scrum Product Owner? A Scrum Product Owner is responsible for defining and prioritizing the Product Backlog, ensuring the team delivers value to stakeholders, and maintaining alignment with the product vision. How can I improve my backlog prioritization skills? You can improve backlog prioritization skills by understanding user needs, estimating the value of features, and regularly reviewing and adjusting priorities. What certifications are available for Product Owners in Scrum? Certifications like Professional Scrum Product Owner (PSPO) are widely recognized for Scrum Product Owners. How can a Product Owner handle scope creep effectively? Managing scope creep involves clear communication with stakeholders, prioritizing based on value, and having a change control process in place. Why is continuous learning important for a Product Owner? Continuous learning keeps a Product Owner updated with the latest industry trends and best practices, enabling them to make informed decisions and adapt to change.

Los equipos ágiles pueden utilizar una variedad de métricas para medir su desempeño y el progreso de su trabajo. Pero no solo eso, un equipo agile también debe ser consciente de que valor entrega y de cómo evoluciona la organización.

In Scrum, it is the expectation that the Product Owner makes the Product Backlog transparent. Making the Product Backlog transparent doesn’t just mean making it visible; it means making it easy to understand, to convey meaning, and to have it illustrate the ‘why’ behind the Product Owner’s decisions. Introducing levels of decomposition is an optional practice that can be applied when a situation calls for it.

As the world evolves, so does the essence of leadership. Traditional management, apt for defined problems, finds its counterpart in agile leadership, tailored for our world's intricate maze. Agile leadership champions creativity, self-managing teams, and environment creation, moving away from mere oversight.

Scrum Values make the use of Scrum successful. How can you and your Team live these values during the Daily Scrum? Check it out!

Scrum has an accountability called “Product Owner”, but you’ll also come across people with the title of “Product Manager”. Are they the same thing? Related to each other? Is one better than the other? PST'S Gregory Crown, Jason Malmstadt, and Robert Pieper shed some light on this confusing topic in this Scrum Lightning Round.

When we talk about desired stances of a Scrum Master - Change Agent is one of them and we emphasize that a Professional Scrum Master should be an effective Agent of Change. However, in my subjective point of view, we rarely mention the domain of Change Management explicitly and we do not emphasize that Scrum Master should be an expert in Change Management. So, let's dive a bit deeper into the domain of Change Management and discover what Scrum Master can do to become and effective Agent of Change.

Superare il concetto di ritardo con Scrum è possibile! In un mondo in cui le scadenze sono spesso un pilastro cruciale, l’approccio di Scrum può inizialmente suscitare dubbi e scetticismo. La flessibilità apparente delle funzionalità da sviluppare può sembrare controintuitiva, ma è proprio questa caratteristica che rende Scrum un approccio ideale per affrontare problemi complessi in modo empirico. Questo articolo esplora come il concetto di “ritardo” si trasforma in un’opportunità di crescita, quando Scrum è applicato con competenza.

In the world of product development, the language we use can profoundly shape our approach to work. 🗣️ One term that I believe has been misused to the point of causing more harm than good is "User Stories". 📚 In my latest blog post, I argue for a shift away from this term towards a more flexible and transparent framework for describing our work: "Product Backlog Items". 🔄 This change can help us avoid the pitfalls of trying to force all our work into a user story format and ultimately lead to more effective product development. 💡 Join me as I delve into this topic and propose a new way of thinking about our work. 🚀 #ProductDevelopment #BacklogManagement

Die Scrum Master Gehaltsumfrage 2024: Werden Sie fair bezahlt? — Eine anonyme Umfrage von der Community für die Community!

Explore 8 red flags indicating incomplete Kanban adoption. Enhance your team's agility with Practicing Kanban

Do you ever struggle to help the leaders in your organization see the benefits of agile thinking or using the Scrum framework? I will address this challenge as I answer the Scrum Lightning Round Question: “How can we influence high leadership levels into better implementation of Agile & Scrum methodologies?” I will also discuss the benefits of Misk Ritigation. 🤔

Uma pergunta recorrente para quem está iniciando no Scrum: Por onde começar com o Scrum? Nesse artigo você verá sugestões de como começar com o Scrum - o que pode ser feito antes do primeiro Sprint, rodando o primeiro Sprint e o que fazer na sequência.

In a world marked by constant change and complexity, effective facilitation has become a critical skill for individuals and organizations alike. Whether you're leading a Sprint Planning event, a brainstorming session, or a strategic planning workshop, the ability to guide conversations, foster inclusivity, and elicit valuable insights is paramount. Facilitation is not just about orchestrating discussions; it's about creating an environment where everyone's voices are heard, ideas are explored, and decisions are made collaboratively. This is where Liberating Structures come into play, offering a toolkit of powerful facilitation techniques that can transform the way groups work together.

The Product Owner is the bridge between corporate strategy and the Scrum Team. The Product Owner must balance the demands of users against the need to ensure that the product remains up to date from a technical perspective. This often means that the Product Owner may need to choose between developing new features to satisfy customer requests and fixes for technical debt.