If Context is King in AI - Context should be considered a core "platform product" for enabling AI leverage. What might it look like to develop AI Context like a Product?

Stuck in a product discovery rut? PST Sander Dur presents the 72 Discovery Tactics Card Deck and why it should be your go-to tool for sparking fresh ideas and breaking through stale thinking. Draw from six creative themes to challenge assumptions, prototype boldly, and inspire action—whether you're solo or in a team workshop. Ready to energize your next Sprint? Use it solo or in team workshops to spark fresh ideas, remix multiple cards for even wilder insights, and bust through stale thinking whenever you need a creative jolt.

Organizing product groups effectively is essential as organizations grow or shift from project-based models. Ideal product teams are small, cross-functional, flexible, and self-managed. Scaling often requires approaches like Team Topologies, with Stream-Aligned, Platform, and Enabling Teams, treating shared services and platforms as products. There’s no one-size-fits-all model, but key ideas include making self-managed teams the core unit, decoupling delivery from skills development, and striking a balance between people and product growth. Ultimately, success relies on people and a holistic approach to change.

Yes, outcomes matter. And we can’t measure our success as Scrum Masters by outcomes alone. In this follow-up to Part 1, I explore the deeper, less-visible indicators of impact—like how we show up in difficult moments, how our teams respond to conflict and change, and how we grow our capacity to lead with presence, clarity, and courage. If you've ever felt discouraged by missed goals or external pressures outside your control, this piece is for you. Let's rethink how we define success in complex environments—and reclaim the parts of leadership that metrics alone can't measure.

Continuous delivery is achievable for any software, regardless of complexity. Success depends on investment in automation, quality, and process improvement—not technical barriers.

Many Scrum Masters fall into the trap of quoting the Scrum Guide verbatim, mistaking recitation for servant leadership. Quoting the rules isn't the same as understanding them. This post explores why simply reading from the Guide can frustrate teammates and stakeholders, lack context, and hinder team growth. Here's what you can do instead. Try taking on a coaching stance to foster understanding through relevance, reflection, and powerful questions. To help teams truly embrace Scrum, the focus must shift from quoting the rules of the game to connecting with the “why.”

AI is rapidly transforming the role of Product Owners. Those who fail to adapt to this new productivity engine risk becoming obsolete. The PSPO-AI Essentials course helps you mitigate this risk.

In diesem Artikel erklärt PST Simon Flossmann warum der Begriff „Stakeholder-Management“ ist irreführend und welche Fragen, Product Owner beim Stakeholder Management stellen sollten

Why Tactical Adoption Rarely Leads to True Transformation and What to Do Instead

What is a real product and how to organize a product group? Using Yandex Taxi as an example, we analyze the concept of value areas and the importance of end-to-end prioritization.

Ever wonder why AI feels like more hassle than help? Discover the simple shift Product Owners can make to finally get real value—and better results—from tools like ChatGPT

Scrum provides the framework—you bring the methods. This post explores what it means that "various processes, techniques, and methods can be employed within the framework," and how to choose the ones that truly serve your team's purpose.

This blog discusses the role of a Product Owner and how Artificial Intelligence (AI) can serve as a valuable "teammate" to help scale Product Ownership. It addresses the common criticism of the Product Owner's broad scope and explains how AI can assist with tasks, allowing Product Owners and their teams to focus on more complex work. The blog also introduces a new Scrum.org course designed to teach Product Owners how to leverage AI in their daily work, clarifying that AI will not replace Product Owners but will act as a supportive partner.

In today’s volatile business environment, Agile leaders must embrace a growth mindset to lead effectively. This article explores the neuroscience behind mindset theory, offers practical insights from business case studies (e.g., GE, Xerox), and shows how Agile leadership aligned with continuous learning builds resilient, adaptive organisations.

Berücksichtigen Sie vier Leitplanken bei der Entwicklung von Produkten mithilfe von generativer KI.

Argues that the Scrum Master role requires proven mastery and real-world experience, not entry-level skills or certifications, and should be earned within the team, not assigned.

Is your company in the middle of Agile transformation? PST Robert Pieper assembled a free eBook to show you the process, the challenges, and how to be successful.

There’s a reason we often say, “Trust but verify.” It's because trust is important — but to build and maintain trust we need transparency. In Scrum, the Sprint Review gives us a way to practice that idea consistently.

Gantt charts assume certainty and predictability; Scrum helps manage complexity and uncertainty.

Balancing AI’s potential with its product discovery and delivery risks: How unchecked AI can introduce bias, compromise data, and erode empathy.

In diesem Artikel erklärt PST Simon Flossmann 3 mentale Modelle, die Product-Ownern helfen, nicht den Überblick in der Produktentwicklung zu verlieren.

Personas help us understand who we’re building for, but access to real users isn’t always easy. The Airport Persona Interviewer GPT lets you simulate live interviews with realistic personas based on your input, like age, role, goals, and pain points. Instead of filling out static templates, you have a conversation, uncovering motivations, frustrations, and behavior. It’s great for early-stage ideas, UX prep, or improving your questioning skills. While it’s not a replacement for real research, it helps teams explore and align quickly. Use it to generate, refine, and stress-test personas, then validate what matters with actual users.

Scrum isn’t about Jira, velocity, or checklists—it’s about how people relate, interact, and make decisions together. Learn why relationships and interactions are the heart of the framework.

This blog discusses managing a product portfolio within the Agile Product Operating Model(APOM). It emphasizes shifting from funding work to funding products/teams, empowering them with ownership and decision-making. It also covers minimizing cross-product initiatives to maintain focus, enabling product teams to handle discovery and validation, defining work in terms of outcomes and measures, and aligning incentives and governance with business strategy. It highlights the importance of transparency, cadence, and clear ownership in building a sustainable product organization. The blog also suggests that organizations evolve incrementally toward a product-oriented approach.

Value in software is only realised through delivery. Frequent releases validate assumptions, reduce risk, and enable rapid feedback, adaptation, and continuous improvement.

When a new Scrum Team first starts working together, they go through some common growing pains. Knowing what to expect for a new Scrum Team can help make things go a little smoother.

Product Discovery is not a phase; rather, Product Discovery is a continuous process to learn fast, test early, and de-risk product decisions. It helps teams avoid building the wrong thing by validating user needs and assumptions before investing in delivery.

In diesem Artikel lüft PST Simon Flossmann das Geheimnis erfolgreicher Daily Scrums.

Agile isn’t one-size-fits-all. **Plan–Do–Inspect–Adapt** (PDIA) is powerful for delivery work, but when the goal is to explore strategy, test hypotheses, or navigate ambiguity, you need a different mindset—**Frame–Learn–Assess–Improve** (FLAI). Here’s why a small shift in language can reshape the way we lead.

Scrum Master vs Project Manager. They are two very different roles/accountabilities. How do we reconcile or differentiate the two? Find out in this blog with PST Robert Pieper.

Organizations define Product Manager and Product Owner roles differently. Company size, industry, and structure all play a role. Scrum makes the Product Owner accountable for maximizing value, but many companies add a Product Manager alongside—or instead of—a Product Owner. This creates variations in how the roles function.

What’s the real challenge in Scrum? Not velocity. Not tools. It’s how people relate, decide, and collaborate under pressure. Scrum guides that—not with instructions, but with structure. Here's how.

Erfahren Sie, warum viele Product Owner und Manager sich um das Falsche sorgen: Nein zu sagen, anstatt zu allem Ja zu sagen. Dieser Artikel zeigt drei systematische Ablehnungstechniken auf, die die Beziehungen zu den Stakeholdern stärken und gleichzeitig die Produktstrategie schützen, um zu vermeiden, dass organisatorische Anreize die Produktstrategie sabotieren.

As a Product Owner, one has to dive deep into Product Management in order to create Valuable and Useful products. One of the key aspects in Product Management is to “know thy customer”. Knowing, understanding the behaviours, attributes and traits of the customer can help the Product Owner greatly to know how a customer would respond to a product within a specific market segment.

In knowledge work, backwards movement on the Kanban board often signals confusion or rework. Please don't confuse yourself anymore and find out whether moving cards backwards on a Kanban board aligns with practical knowledge work. Learn what Toyota can teach us about doing it right in Kanban. This article will be relevant for anyone working with a Kanban board and a Kanban System.

Two topics that keep crossing my path these days are trust and resilience. Trust as the foundation for collaboration, and resilience as the ability to deal with challenges, stress, and setbacks—and to emerge stronger. In this blog post, I want to share some first-aid interventions that can help build more trust and resilience in teams—especially when emotions run high and things get heated.

Many Scrum Teams still use velocity, but often in ways that create false certainty. This post explores how combining velocity with uncertainty can lead to better forecasting, greater transparency, and more meaningful conversations about value and risk.

The blog post, titled "The Art of the Sound Decision: Jonathan Gowens' Framework," outlines six key components for making high-quality decisions, drawing parallels with samurai philosophy. The core idea is that effective decisions are not just intellectual exercises but commitments to action. The six components are: Well-Framed: Clearly defining the decision, its context, and constraints. Clearly Understand the Problem: Thoroughly analyzing the root cause before seeking solutions. Explore Options: Generating a diverse range of potential solutions beyond the obvious. Gather Relevant Information (Evidence-Informed): Utilizing intuition, data, and feedback to inform the choice. Consider All Trade-offs: Evaluating the pros and cons of each option and transparently communicating the rationale. Take Action: Implementing the decision with clarity and alignment, as a decision without action is meaningless, and action without decision leads to chaos. The post emphasizes that following this structured process increases the likelihood of favorable outcomes and builds trust within an organization.

Most product teams are great at delivering, less so at discovering. This playful problem discovery game helps teams break out of assumption-mode and ask smarter questions. Inspired by real-world failures, it sharpens your instincts, challenges confirmation bias, and helps uncover what actually needs solving before you build the wrong thing.

Scrum Teams must deliver working software to real users every Sprint; true progress is measured by delivery to production, not just by completing internal work.

To increase transparency (first pillar of Empiricism), Scrum Teams, as self-managing teams, can make a decision to broadcast all the information that middle managers and stakeholders need to be aware of. Leverage AI to create eye-catching Sprint Reports.

The purpose of the Scrum Master is to improve the adoption of Scrum. So, it makes sense that the Scrum Master should ask the question What does a high-performing Scrum Team look like

In diesem Aritkel beschreibt PST Simon Flossmann die Psychologie guter Entscheidungen.

Learn why many Product Owners and Managers worry about the wrong thing: saying no instead of saying yes to everything.

Scrum Bingo is a fun way to reflect and sometimes laugh at our routines. But it also reminds us to be intentional with our words, honest with our blockers, and respectful of the team's time.

Use Scrum only when transformative disruption is required. Or use ‘parts’ of Scrum if those parts prove to be better than previous ways-of-working.

This week we had a great Q&A on Forecasting and Release Planning. During the "Ask a PST" session, we answered many questions. We got so many questions, that we could not answer all of them. This blog post tries to remedy that and answers most of these from my (Dominik Maximini) perspective.

Scrum isn’t a detailed manual—it’s a simple game with a few clear rules. These rules don’t tell you how to win, but they create the boundaries for meaningful collaboration. This post explores what the rules are, why they matter, and what happens when we ignore them.

Ever get the feeling you’re the “agile person” in the room—brought in to run ceremonies, fix Jira boards, or play Scrum cop, but never actually invited to shape real strategy? If that hits close to home, you’ll want to listen in on my latest conversation with Michael Gerharz.

Most large organizations already have product teams, platform services, and customer-facing solutions, but they often work in isolation, creating delays, duplicated work, and poor customer outcomes. The real problem isn’t in the technology but how the organization is structured. This article breaks down a clear pattern for aligning these three layers: Platform provides shared, enabling services without becoming a bottleneck. Product groups own strategy, delivery, and performance of their products end-to-end. Customer solution teams take full responsibility for delivering integrated offerings that solve real customer problems. By separating concerns and assigning clear ownership, organizations can move faster, reduce friction, and deliver value without falling into silo traps.