​​​​​​​According to the 2020 Scrum Guide, a Scrum Team should contain members with all the skills necessary to create an Increment of usable product each Sprint. Teams that approach their work from a product perspective find this cross-functionality easier to achieve than teams that organize around the technologies required to deliver the product. Although having some technology teams in your organization might be necessary, product teams should be the default because of their many advantages. This article will discuss the five benefits product teams have over technology teams.

Evoking awareness is a gift coaches can give their clients. Forwarding that awareness through its application and actions is what makes good coaching masterful.

The latest chapter of the Scrum Master interview guide addresses the Sprint Review. So far, the interview guide has been downloaded more than 23,000 times.

For many years the agile movement advocated that all teams had to be co-located for success. Scrum also encouraged that approach. But the pandemic taught us that remote does not always mean bad. However, we are seeing more and more executives force an in-person return to the office as the pandemic resides. But will this improve productivity? Yes and No. Without a clear focus on three things neither in-person nor remote work will be successful, so stop focusing on that and instead focus on the what and the how of working together to deliver value!

Seit 2002 ist das Sprint-Ziel Bestandteil von Scrum. Trotzdem verwenden viele Scrum Teams nur selten Ziele. Es kursieren immer noch viele Mythen um Sprint-Ziele, die dazu führen, dass Scrum Teams immer noch damit kämpfen, sich Sprint-Ziele zu setzen. Wenn du erfahren willst, welche Mythen über Sprint-Ziele kursieren und wie du sie widerlegen kannst, dann lies weiter.

Spark small and incremental change in your Scrum team, with our community-driven actionable quick tips.

Quelles différences entre Scrum Master et Coach Professionnels ? Pourquoi avons-nous besoin de ces deux compétences en entreprise ? Comment peuvent-elles aider au quotidien ?

When Scrum Teams constantly push back on changing priorities, stakeholders begin to blame Scrum for the rigidity. Teams with large investments of time and energy are resistant to change. Break up this rigidity by delivering the smallest possible value. Get feedback quicker. Start anticipating change and embrace it.

Ein Scrum Master zu sein, ist schwer. Es ist genauso schwer, wie guten Code zu schreiben, gut zu zeichnen oder eine Fremdsprache fließend zu sprechen. Der Grund hierfür ist, dass das Meistern jeglicher Fähigkeiten Beständigkeit, Reflexion und bewusstes Handeln erfordert – alles Dinge, für die es dem Durchschnittsmenschen an Engagement fehlt. Hier einige der Herausforderungen, denen ich über die Jahre als Scrum Master mehrfach gegenüberstand und Tipps, wie du diesen begegnen kannst. Ich hoffe, meine Erfahrungen inspirieren dich, damit du dich auch morgen aufs Neue den Schwierigkeiten stellst, die eine Einführung von Scrum mit sich bringt.

Erfahren Sie mehr darüber, worauf Sie achten sollten, wenn Sie Ihre Teamkollegen, die das Produktinkrement erstellen, auf dem Pfad der kontinuierlichen Weiterentwicklung unterstützen wollen.

In this vlog, PST Joshua Partogi breaks down the differences between Sprint Review and Sprint Retrospectives through visuals.

Scrum Guide 2020 mentions Sprint Goal and Product Goal because Scrum teams must have a Share Goal. The Share Goal is always essential, even though the Scrum Guide didn't say it before. Basically, the Common Goal helps the Scrum Team become consciously Autonomous. Because Autonomy will lead to chaos if the group doesn't have a Share Goal. (See picture below) In this article, I would like to share the problems the Scrum Team usually faces when setting their goals and making plans not to be unified or linked to achieving a Common Goal. Thereby, I share with everyone a compact tool that makes it easier for you to define the valuable Share Goals.

Today I want to tell you a little bit of a story about a festival in England. You know what the English summertime is like. We went to a thing called Pub in the Park in Marlow, and it was raining. It rained really heavily. And we were wondering what to eat and we saw these different stalls and we were disappointed with the food we were getting. I was waiting a long time for my pizza, but I noticed something that they weren’t overloading themselves because they were taking their time taking the orders. They slowed down the arrival rate of orders coming to the pizza stall. So it meant, there was really like a very good flow, that The people were working completely in tandem. I could see there was a constraint there on the pizza oven. They probably could have done with two pizza ovens and that person seemed to be under a lot of pressure. But they didn’t take on any more work than they had the capability to take on. They were fully utilized but they first optimized their flow. It was like a really tiny portion for a lot of money. And so we said, let’s get some pizza. And we went to a pizza stall and there was a big, long queue. I asked my family to go in under a tent and I just had an umbrella, luckily, and I had rain gear and I waited in the queue and I was waiting for quite a while.

Im Profisport, z.B. Fußball, sind Fokus und Disziplin mitentscheidend dafür, ob ein Team in der Champions League oder eher der Kreisklasse spielt. Auch für Business Teams sind diese Eigenschaften erfolgskritisch, wenn sie in ihrer “Königsklasse” mitspielen wollen.

The Scrum Framework is very lightweight, and it seems to get less restrictive with each release of the Scrum Guide.  What is included is really important, though.  Every piece of the framework is there for a reason.  In this article, I will discuss five common ways that teams modify the Scrum framework and the negative impacts of each.  

In professional sports like soccer, focus and discipline are essential to play in the Champions League instead of the minor league. Focus and discipline are essential for business teams, too, if they want to be at the top.

Learn more about what to look out for if you want to support your teammates who build the Increment.

Kein UX-Designer im Team? In meinem neuen Artikel findest du 3 einfache Techniken, damit dein Scrum Team noch heute mit UX-Research beginnen kann. Die Erkenntnisse, die dein Team mit diesen Research-Techniken über eure Nutzer erhält, können dir helfen: - User Storys zu schreiben, die wirklich auf wahren „Geschichten“ eurer Nutzer basieren. - Endlose Diskussionen im Sprint-Review mit den Stakeholdern abzukürzen. Jetzt kannst du objektiv begründen, warum das Feature so designt wurde, da nur so die Nutzer bei ihrer täglichen Arbeit entlastet werden. - Im Product Backlog für mehr Übersichtlichkeit zu sorgen, da du die Einträge nach Nutzergruppen bündeln kannst.

In this article we are going to explore some ideas and reflections about the Product Goal in Scrum

Veo a todo el mundo hablando de OKRs y a poca gente hablando de como el outcome impacta tu progreso . Bajo mi humilde punto de vista es una conversación mucho más anterior, una conversación de outcome más que de output.

In this blog, a short description of one workshop from Chapter 11: Guiding The Product Ownership. Misconceptions about the PO role often lead to reduced agility, development bottlenecks, and teams that do not understand the customer domain well enough to make autonomous decisions during a Sprint. 

Erfahren Sie, wie individuelle Anreize und veraltete Organisationsstrukturen sich in Fehlverhalten von Scrum Interessenvertretern manifestieren, die leicht jede agile Transformation behindern oder vereiteln.

In this vlog, PST Joshua Partogi breaks down the 8 hats the Scrum Master wears as a true leader who serves. This topic is discussed in the Professional Scrum Master course with case studies.

Seven steps to transitioning to the Product Model for your Agile teams to align your organization around value.

In this vlog, PST Joshua Partogi explains the flow of an effective Sprint Retrospectives with Kanban metrics.

Learn how individual incentives and outdated organizational structures — fostering personal agendas and local optimization efforts — manifest themselves in Scrum stakeholder anti-patterns that easily impede any agile transformation to a product-led organization.

Wir sind uns einig, dass wir nicht mit 8 Teams die Entwicklung eines neuen Produkts beginnen sollten, sondern mit einem. Wie skalieren wir dann auf mehrere Teams hoch, wenn wir an Entwicklungsgeschwindigkeit gewinnen wollen? Vier bewährte Strategien, wie die Skalierung gelingen kann.

Puede que estes pensando tu estrategia en agilidad escalada como organización. Puede ya hayas dado ya tus primeros pasos en el desarrollo ágil. Ya estás maduro, pero no tienes claro cual seria tu estrategia en agilidad escalada.

Building a product sometimes feels like an endless race, head down, pedal to the metal, let's build it! We all run after something and as a team incrementing our product to be the best possible set of functionalities our users ever wanted, at some point we get out of breath Sprinting. As Scrum Master and Coach I often have to remind people that our goal is not to run but build a pace we can be confortable with for a long period of time, a sustainable pace.

Product Ownership is a complex and often confusing idea, but if done right those accountabilities can help the Scrum Team deliver valuable, amazing Products. In this blog, we discuss and address some common concerns about the idea of Product Ownership.

Liberate your Sprint Review from being just a demo. There is much more to it than that! I'm sharing eight things you should do in the Sprint Review

Die Schätzung von Arbeitsaufgaben ist ein schneller Weg für ein Scrum-Team, um herauszufinden, ob alle Teammitglieder das gleiche Verständnis über das Warum, das Was und das Wie der anstehenden Arbeit haben.

An exploration of scientific insights. And four practical tips to encourage cohesion and coherence in your team.

La agilidad está de moda y su adopción es un tema pendiente en muchas organizaciones. La agilidad promueve un cambio cultural que se basa en los principios y valores ágiles que llevan a adquirir capacidades de respuesta al cambo para hacer frente a la dinámica del contexto del mercado con foco en la entrega de valor en los clientes.   La agilidad requiere el uso del enfoque empírico para generar valor de forma incremental, la base de Scrum, complementado luego con la inspección de los resultados basada en el aprendizaje de los clientes para generar una adaptación apropiada.

In this energizing 40th Hands-on Agile ‘Best Test Ever’ session, David Burkus delved into the surprising science of high-performing teams.

The work of solving a complex problem (for example, a feature) with interdependent tasks rarely distributes evenly among the people in a cross-functional team. The solution is a team of multi-skilled specialists. A team of multi-talented people experience fewer bottlenecks as they can help overloaded team members, and therefore reduce the time to solve a complex problem end-to-end. The team develops multi-skilled members by working in three preferred modes: pairing, mob-programming, and swarming continuously. Some other techniques are: StarMap, visualizing the flow of work, and Slack Time.

7 Do-it-yourself workshops and experiments to discover new valuable features through experiments, field testing, and research.

There are five events in Scrum.  But just going through the motions and having each of the events on the calendar is not enough.  To get the most out of Scrum, your team needs to understand the purpose behind each of the five events.  

In my last article, I explained why we need to stop talking about "carryover" and how it's not actually a thing in Scrum. "Carryover" is really just partially done work at the end of a Sprint. Now I will take you deeper and share the 4 common misunderstandings often associated with this concept, and how we can make the shift to creating better conversations about what really matters.

Ich habe in den letzten 7 Jahren mit vielen Scrum Teams gearbeitet und bei keinem Team war das Refinement gleich. In jedem Team haben sich die Refinement-Praktiken, die funktioniert haben, mit der Zeit verändert. Hier, findest du meine 4 wichtigsten Lektionen.

La gestión de equipos es la capacidad de un individuo o de una organización para administrar y coordinar un grupo de individuos para realizar una tarea. La gestión de equipos implica el trabajo en equipo, la comunicación, la colaboración, el establecimiento de objetivos y la evaluación del rendimiento.

In this short video, PST Joshua Partogi explains why Scrum Master cannot be compared to Agile Coach

As the demand for Scrum continues to grow, more people are considering a switch to being a Scrum Master. Changing jobs and careers is a big step. How can you know if it will be the right move for you?

Scrum es marco basado en el empirismo. Un punto de partida para entender este concepto es que se refiere a la capacidad de adaptación a partir del aprendizaje de los clientes. Entregar valor a los clientes en el largo plazo es riesgoso debido a la incertidumbre de lo que puede suceder en el camino y no conoces. Scrum provee el Objetivo de Producto y el Objetivo del Sprint como formas de proveer dirección y propósito y a la vez que mejoran este empirismo a través de ciclos cortos de adaptación y entrega de valor desde el Sprint hacia el objetivo de producto.

Diese Frage kommt öfters von erfolgreichen Product Owner:innen, die sich fragen wie sie die Maximierung der Wertschöpfung für ihr erfolgreiches Produkt durch Personalwachstum positiv beeinflussen können.

Scrum Scale Away (parody of Come Sail Away by Styx)

In this vlog, PST Joshua Partogi visualises what the Scrum Master do all day using the 8 Scrum Master hats.

Erfahren Sie mehr über 15 gängige Sprint Review Anti-Muster, die sich negativ auf die Effektivität eines Scrum Teams auswirken - von PST Stefan Wolpers.

One of the first things that I usually hear after describing the Scrum framework and its five events to someone new to Scrum is, “that’s a lot of meetings!” I get it — at first glance, it seems like a lot. But it really isn't when I get the person to take a closer look. This article provides a description of each event and how you can reduce the need for other meetings by practicing them.

How can the Scrum Master become that True Agile Leader, helping the organization to become more Agile?