The Sprint Review – one of the most central and exciting events in an agile team, right? Well, theoretically. In practice, many people find it boring, ineffective, or just a mandatory event. Many Scrum Teams stumble over common pitfalls and miss the chance to create real engagement. But it doesn’t have to be this way! A well-run Sprint Review can inspire, unleash energy, be truly enjoyable, and provide a platform for valuable, product-related feedback. Here are 6+ ideas on how to make your Sprint Review a real highlight that excites everyone!

Success without purpose is like running on a treadmill—you’re moving, but not getting anywhere. Blockbuster ignored purpose and lost to Netflix. BlackBerry missed the bigger picture, while Apple stayed true to its mission. Clayton Christensen’s How Will You Measure Your Life? warns leaders against chasing short-term wins at the cost of long-term fulfillment. Whether in personal leadership, product development, or organizations, a clear purpose provides focus, flexibility, and fulfillment. It’s not just about winning—it’s about building something meaningful. Are you leading with purpose or just reacting?

The role of the #ScrumMaster is often misunderstood. It's helpful to consider WHO were the early adopters? What was their interest in #Scrum? What did they bring to the role of Scrum Master?

Can AI generate high-quality code that is extensible, maintainable, and scalable? This experiment was a simple test to first evaluate the quality of AI-generated code for a basic kata against technical excellence principles—assessing its structure, modularity, and maintainability. Next, AI was prompted to apply a Test-Driven Development (TDD) approach to see if it could improve the quality with a software craftsmanship mindset and principles. The findings were insightful, revealing interesting patterns in how AI approaches structure, testing, and iterative development.

In diesem Artikel teilt PST Simon Flossmann seine wichtigsten Erkenntnisse und Lektionen als Scrum Master

Learn more about how to embrace the alignment-to-value pipeline and create your product operating model.

Una ruta de producto (Roadmap) es una vista del Product Backlog que permite expresar como se va a entregar valor en el tiempo y lograr los objetivos de producto y de negocio a través de la entrega de producto. La ruta de producto no es una promesa de fechas de entrega, al contrario son posibilidades o una proyección que se va adaptando conforme se aprende de los clientes en cada Sprint. A continuación algunas recomendaciones para lograr Rutas de Producto valiosas:

In this blog, PST Joshua Partogi shares his insights on the mechanisms in Scrum for handling urgent requests from stakeholders.

Many assume stakeholders just mean "management." But the Scrum Guide never mentions "manager" once. Are you sure you know who your real stakeholders are? Missing one could mean missing critical feedback—or building something no one wants.

While empathy is a critical leadership skill, many leaders struggle to practice it consistently. Several psychological, organizational, and systemic barriers make it difficult for leaders to be truly empathetic toward their teams.

Scrum bietet nicht die fertige Lösung, sondern den Rahmen für kontinuierliche Verbesserung. Viele Teams glauben, dass sie automatisch erfolgreicher werden, sobald sie die Scrum-Regeln verstehen und anwenden. Doch die wahre Stärke von Scrum zeigt sich erst, wenn Teams aktiv den Inspect & Adapt-Zyklus leben. Transparenz, Überprüfung, Anpassung – diese Säulen sind entscheidend. Aber der wahre Unterschied wird durch die Fähigkeit eines Scrum Masters gemacht, das Team zu beobachten, Muster zu erkennen und gezielte Anpassungen anzuregen. Der Impact eines guten Scrum Masters ist enorm: Er fördert nicht nur regelmäßige Verbesserungen, sondern entwickelt auch eine Kultur der kontinuierlichen Optimierung. Wenn Teams lernen, gemeinsam zu reflektieren und zu adaptieren, schaffen sie die Basis für nachhaltigen Erfolg und echte Zusammenarbeit. Mehr darüber, wie Scrum und ein engagierter Scrum Master zum Erfolg führen, in meinem Blog-Post!

A Product Owner is an important accountability when it comes to creating Valuable products. However, a Scrum Team may not always have a Valuable Product Owner. What I mean is, if the person performing the accountability of Product Owner is not well versed or executes their responsibilities poorly then it leads to a lot of challenges and eventually can lead to failure of the Product.  Here are a few anti-patterns that I have experienced and observed with Product Owners. Hope, this will give you some ideas to identify and break the anti-patterns to make the Product Owners effective.

In diesem Artikel erklärt PST Simon Flossmann 5 Methoden, mit denen du jeden Teilnehmer in deine Schulung einbindest – ohne deine Folien anzupassen

Wie KI-gesteuerte Ansätze es agilen Produktteams ermöglichen, bessere Erkenntnisse über Kunden zu gewinnen und innovativere Lösungen zu liefern.

Myth # 39: Technical Debt is the Developer's Problem. They caused it, so they should fix it on their own time.

Dependencies kill productivity, slow teams down, and create waste. This insightful blog explores the root causes of dependencies and outlines effective strategies for tackling them.

A title might give you authority, but it doesn’t make you a leader. True leadership is about impact, trust, and how you elevate those around you. Are you truly leading, or just occupying a position? Let’s dive into what it really takes to lead with influence and build a thriving team culture.

Product Backlog Management is challenging. Imagine you’re a Product Owner with a backlog of 300+ items. Stakeholders keep adding requests, developers feel lost in prioritisation, and every refinement session is a painful, drawn-out discussion. If this sounds familiar, you’re not alone. If you have ever thought, ‘There must be a better way!’ - in this article I will present Upstream Kanban as one of them.

In diesem Artikel schilder PST Simon Flossmann seine 3 Aha-Moment nach 10 Jahren mit Sprint-Zielen.

How AI-driven approaches enable agile product teams to gain deeper customer insights and deliver more innovative solutions.

This blog post describes a 1-hour Retrospective format to help teams reflect on the empirical pillars of Scrum.

In der Welt von Scrum und agilem Arbeiten basiert der Erfolg auf empirischem Arbeiten – dem kontinuierlichen Lernen und Anpassen in kurzen Zyklen. Doch dieses Konzept hat eine essenzielle Grundlage: Qualität.

The Sprint Review isn’t about showing what the Scrum Team built—it’s about discovering how stakeholders experience the product. Learn how to turn inspection into real adaptation and ensure your Sprint Review drives product evolution.

Discover why "fail fast" falls short and learn a more effective framework—fail smarter, sooner, and forward—to transform failure into strategic innovation.

A product operating model defines how an organization structures, funds, and manages product teams to drive business success. In this article, we break down six essential concepts that help product leaders create a scalable, outcome-driven model. From aligning strategy with execution to fostering cross-functional collaboration and streamlining governance, these key principles will empower your team to deliver value efficiently.

Empathy in leadership may seem intangible, but its return on investment (ROI) is measurable through its profound impact on individuals, teams, and organizational performance. By fostering trust, improving communication, and creating a psychologically safe environment, empathetic leadership drives tangible benefits.

In diesem Artikel beschreibt PST Simon Flossmann seine Weg als Trainer von Frontalunterricht zu „Training from the Back of the Room"

Every now and then some one talks about or highlights a practice which has nothing to do with Scrum. Yet, due to widespread usage of the practice, people think that the specific practice is part of Scrum and should be followed to do Scrum in the right way. Sometimes, the Scrum Masters for the lack of knowledge enforce such practices and then feel the resistance.  I am not saying that every Scrum Team should know each and every right or wrong practice. That’s not how empiricism works. When I started as a Scrum Master back in 2010, I had my set of practices and I evolved. I expect Scrum Masters and Scrum Teams to have that journey. What I am unable to comprehend is the same practices of 2010 becoming anti-patterns for Scrum Teams in 2025.

At Argus, the maintenance team in Edmonton faced a challenge: ensuring consistent, high-quality repairs while dealing with an unpredictable workload.

Passer la Certification PSPO-III peut sembler insurmontable, dans cet article Vivien C. vous donne les clés pour réussir.

In this blog, I explore the critical distinction between leadership and management, sparking a debate that often arises in Scrum workshops: "Is a Scrum Master a leader or a manager?" By examining the roles of both managers and leaders, I clarify how leadership goes beyond managing tasks and involves inspiring people. I highlight that while managers control resources and processes, leaders empower, motivate, and connect with their teams. The blog challenges Scrum Masters to reflect on their role—not just managing work, but encouraging an environment where teams are inspired to thrive and innovate.

How can you focus on continuous improvement if you think everything is already perfect? Scrum Masters who become too emotionally attached to their teams can lose the ability to assess improvement opportunities objectively.

In diesem Artikel erklärt PST Simon Flossmann, warum Scrum Master von Velocity besessen sein sollten.

A glue role connects different parts of an organization, ensuring smooth team communication, collaboration, and integration. These roles are essential for implementing change and solving systemic issues that impact multiple departments. It’s easy to see the connection to the purpose of a Scrum Master, right?

Rigid, long-term forecasts stifle agility and increase risk, but figuring out how to do shift to agile forecasting is challenging. We'll explore for core practices that enable agility through adaptable investment decisions: re-forecasting, decreasing precision, bracketing, and aligning forecasts with time horizons.

Find ways of understanding and increasing value by imagining you are about to pitch your product to a demanding investor

Scrum isn’t about blindly following a plan—it’s about inspecting, learning, and adjusting. But not all changes are improvements. Discover how small, goal-oriented, data-driven tweaks can make the difference between continuous improvement and chaotic change.

Change is inevitable in any organization, from shifting markets to evolving customer expectations. Agile frameworks can help navigate these challenges, but they must evolve alongside the organization. While generative frameworks adapt and grow, rigid ones impose fixed solutions that may become obsolete over time. The key is ensuring your framework supports, rather than hinders, your organization's progress.

Komplexität im Code ist ein oft unterschätztes Problem, das die Leistungsfähigkeit eines Teams erheblich beeinträchtigen kann. Sie schleicht sich heimlich ein, führt zu unübersichtlichem und schwer wartbarem Code und hindert Teams daran, schnell und effektiv auf Veränderungen zu reagieren. Langfristig entsteht daraus ein „Big Ball of Mud“, der Innovationen bremst und Entwickler frustriert. Doch wie können Teams dieser schleichenden Gefahr begegnen? In meinem Blog-Post zeige ich, wie Teams ein Gespür für aufkommende Komplexität entwickeln können und welche Strategien helfen, die Codebasis kontinuierlich zu verbessern. Von der Vereinfachung von Strukturen über die Bedeutung klarer Namensgebung bis hin zur Anwendung der „Pfadfinder-Regel“ – erfahre, warum die Reduzierung von Komplexität eine zentrale Aufgabe für das gesamte Scrum-Team ist und wie sie langfristig den Business Value schützt.

The core strength of Scrum is its ability to take advantage of self-managing teams who are capable of making faster decisions, taking ownership and creating value by helping the customers to respond to ever changing needs of their domain, market. The challenge however is, how many self-managing teams have we encountered in the software world. At least, in the places where I have worked in the past, the sighting was rare to none. It is like going on a birding trip to find a specific bird species only to know that the species has already migrated to some other place. It was here yesterday but now it is gone. The question this situation raises is, if self-management is so important for Scrum or Agility to thrive then why do we have so few self managing teams. And can by simply declaring a team, a self-managing team will make it so magically?

In diesem Artikel erklärt PST Simon Flossmann die 3 Kernkompetenzen Agiler Produktentwicklung

Product Metrics That Speak Wall Street: Turn Misunderstood Products into Investor Gold

Dans ce post, Vivien C. vous parle de son expérience en F1. Faire partie d'une équipe "high performance" - 🏎️ une vraie 🏎️ - et son vécu de membre d'équipe Scrum dans sa version la plus fluide.

Accountability and responsibility are often confused, but the key difference is that responsibility can be delegated, while accountability cannot. This blog explores the distinction with real-life examples, including tax filing and Scrum leadership.

In some of my classes, people tell me they are using Scrum—but they can't call it Scrum. Why? Because someone in their organization had a bad experience with it.

In diesem Artikel teilt PST Simon Flossmann, 7 Tipps, wie du die Sprint-Retrospektiven moderierst. 

An Increment that isn’t inspectable creates blind spots—decisions are based on assumptions, not evidence. In this post, we explore what makes an Increment truly inspectable, common anti-patterns, and how to ensure your Scrum Team delivers transparency every Sprint.

Kontinuierliche Verbesserung klingt in der Theorie großartig: Teams optimieren ihre Prozesse, steigern die Qualität ihrer Arbeit und entwickeln sich stetig weiter. Aber die Praxis zeigt: Es ist oft eine echte Herausforderung, diese Verbesserungen dauerhaft im Arbeitsalltag zu verankern. Warum? 1️⃣ Veränderung kostet Überwindung: Viele scheuen den Schritt aus der Komfortzone, selbst wenn klar ist, dass Optimierungen langfristig Vorteile bringen. 2️⃣ Zeitdruck und Alltagsstress: Die Dringlichkeit, Deadlines einzuhalten, lässt oft keinen Raum für Reflexion und Prozessverbesserung. 3️⃣ Fehlender sichtbarer Erfolg: Verbesserungen entfalten ihre Wirkung oft erst über die Zeit, was kurzfristig die Motivation drücken kann.

If you are managing a product, you need to be clear about what drives value and what doesn’t. Not all bug fixes and refactors are worth it.

In diesem Artikel warnt PST Simon Flossmann dich vor 3 Fehler, die sich in Sprint-Plannings einschleichen