The Scrum framework deliberately leaves the manager role out, thus allowing business to structure and organize how it sees fit. 

As an agile coach and trainer, I have had the opportunity to reach thousands of students that are just beginning their journey into the Scrum and agile world.

Once you have started to create a strong foundation, the second action of an effective servant-leader is to empower and enable others.

The Development Team is both self-organizing and cross-functional and by the end of each Sprint provides an increment that is ‘done’ and releasable. The team defines how to organize work in a Sprint.

This is the truth. If we turn things upside down organizations can't truly embrace Agility. I would be lying if I said that we can improve our product delivery process even more. A small poem about Agility & Scrum

Most organizations are using Scrum, however, many of them feel like the agility of their organization has degraded, and they might be right! Often, using Scrum starts out as a way to improve development efforts coordinated within an IT division or department, but that is not the most effective organization structure to potentially get maximum benefit from Scrum.

Does a Scrum Master really need technical business knowledge? If you’re trying to break in the world of Scrum, you might be asking yourself: Does a Scrum Master really need technical knowledge? Do they need business knowledge? I’m here to set the record straight.

Servant-leaders must create a strong foundation that helps people feel empowered to take action, enables them to move forward in a common direction despite uncertainty, and to feel inspired and resourceful during challenging times.  The 4 V’s can help you establish this strong foundation:  Vision, Values, Value, Validation.

Many Agile coaches and Scrum Masters believe they know best. They believe teams must follow a certain set of steps and do things a certain way, and if they do, those teams will be more productive, happy, and successful than ever.

Hello great people of the world. It’s been a while since I wrote a blog post here. This time I want to share my experience working with Development Teams and a Product Owner at iPrice group who upgraded the way they ran their Sprint Planning.

When I work with my clients on Scrum in a Marketing context the discussion about the Marketing Backlog and how to move from a big bang marketing campaign to a more iterative approach via smaller slices of stories is naturally a key area we focus on. 

A short story illustrating how fear cripples estimating and how empathy can come to the rescue.

Scrum is based on self-managed teams. Self-managed teams are able to evolve and adapt quicker in today’s highly complex working environments than traditional command-and-control management structures.

At one point or another in our lives we have all experienced a long queue, stuck in a car on the motorway, sat on a train waiting for an open platform. My favorite memories stretch back to that line for the lunch at primary school where it was cake and custard day!

In Scrum, “Done” doesn’t support adjectives like “nearly”, “pretty much” or “almost”. Work is “Done” or it isn’t . And there is a very powerful, compelling reason behind this: the Scrum Framework only helps to reduce the risk of wasting money and effort when you deliver “Done” software every Sprint; a new version of your product that is, or with the proverbial press of a button can be, released to users. In this post I underscore how essential this rule is to Scrum.

Photography may sound simple but is actually a problem of complex domain. There are many variables - light, subject, motion, distance, composition, framing -  that come into play while capturing an image.

I’ve been in a situation a few times where I’ve interviewed a candidate for a role. I’ve matched their CV to a well-prepared job specification...

Autonomy is a critically important concept in agile culture, however ignore its counterbalance -accountability - at your peril.

Everyone has a story to tell. Some write their stories in books, some in blogs, and some confine them in their hearts. I feel I have a beautiful story that is meant to be shared with the world.

Recently, I connected with Evan Cook, the founder of Head Down Heart Up (HDHU), a fitness and nutrition organization that has “The Perfect Fitness Framework,” which is a program based on Scrum, designed to simplify food and fitness.

Why do I think team coaching is a bad idea? Don't get me wrong, I believe team coaching can have a great amount of added value. It’s just that I often find that teams receive coaching while they should not even be a team.

In this video, Scrum.org Professional Scrum Trainer and Professional Scrum with Kanban (PSK) course steward Yuval Yeret talks about the PSK course, helping viewers to understand more about the structure of the class and what they will learn when attending. 

Woohoo! Last week marked the official announcement from Scrum.org that I’m finally a Professional Scrum Trainer. I’m excited, amazed and incredibly humbled to join this community of professionals. In this post, I would like to share this journey. Perhaps it will inspire you towards a similar journey, or help you if you’re already on it.

Ahhh... the never-ending debate. What's the value of (Scrum) certifications? Is there any value? Why should you get certified? Is it even necessary? In this blog, Chee Hong gives his opinion about the value of certifications and the reasoning behind getting certified.

This article on Product Backlog refinement shows that Refinement is more than just a meeting where the whole Scrum Team is having a discussion. It requires and involves everyone with shared and special responsibilities.

DevOps is all over the place nowadays. The toolset is exploding. Companies are offering a large variety of products to suit the needs of customers.

The Scaled Agile Framework (SAFe™) is one of the most popular approaches to applying agile at scale out there. SAFe's perspective is that "Nothing beats an Agile Team" and it doesn't try to reinvent the wheel or even innovate too much when it comes to the Team level

The Product Owner role is implemented in organizations in various different ways. The responsibilities and authorities of Product Owners vary across organizations, departments, teams and Product Owners.

One of the key Kanban practices we discuss in the Kanban Guide for Scrum Teams is Limiting Work in Process. 

Over the years I've heard my share of these kinds of statements from various levels of executives...

As a trainer, I often get asked for real world examples of Scrum implementations. You can't get any more real world than how Francis and Sally live their lives through Scrum, as they look for a way to help with ADHD.

I’ve had this ongoing discussion with a few of my colleagues who says that the term “agile leader” is an oxymoron - that the ideal organization is a bunch of Scrum Teams and not much else.

This article discusses the growth of agility for customer-facing products with 3+ teams, probably tens of teams with Nexus and/or LeSS.

Cuando se trata de representar Scrum en muchas ocasiones se usan algunas imágenes que muestran los roles, eventos y artefactos para definir Scrum. Si solo se usan estos elementos o se define Scrum en base a estos elementos se puede estar fomentando un enfoque mecánico de Scrum o un Scrum flácido que finalmente no es Scrum. Estos tres elementos de Scrum son solo una parte de la historia. Cada elemento de Scrum tiene un propósito específico dentro del Framework, obviarlos tiene un impacto en el cambio cultural y el fomento de la innovación, la madurez de los equipos y en el impacto en el valor de negocio entregado a los clientes, usuarios, interesados y la organización.

“The important thing is to remember what most impressed you and to put it on canvas as fast as possible.” - Pierre Bonnard

If you've been at an Agile conference, been a Scrum Master for quite some time and joined an Agile meetup group (here in The Netherlands there are several), then you probably found that games can be very quick ways to energize any meeting and to drive learning through fun.

Scrum.org has a diversity council that has been researching the topic from an agile perspective. How can Scrum Teams embrace diversity and what will be the gift from doing so?

This week, we are building our new website with a Scrum Team. Practicing what we preach, we are doing this in the most Agile, iterative way we can. So yes, we're making all the expected mistakes. In this post, we share what we learned about flow and releasing more often - with examples that are as real-life as imaginable :)

In every Scrum.org Professional Scrum Development class, we touch upon both technical and collaboration practices to help improve the development teams explore new options.

You’re likely to have been asked the question: “we need to go faster, how many more people do we need?” Most people naturally understand that just adding a random number of people isn’t likely to make us any faster in the short run.

I live many lives – in one of them, I am happily residing in the world of software development where I am also a Professional Scrum Trainer. In another, lesser known one – I am Band Manager (and former band member/musician myself) to a highly-regarded and awarded independent/underground musical act. 

I first met Sally,and then later Francis her husband, at a local user group - Agile in Leeds, where Sally delivered a fantastic 10 minute talk on how she implemented Scrum to help Francis with ADHD. 

I have an important favor to ask to Scrum practitioners who are asking their team to commit themselves to their sprint backlog at sprint planning.

Это первая из серии статей, в которых мы вместе будем исследовать вопрос узких специалистов в Скрам-командах, теорию очередей, системную/локальную оптимизации и обучение в командах.

In this post, we explain one of the more complicated Liberating Structures called Ecocycle Planning. It helps to bring clarity in your activities as an individual or as a group of people and to identify where your energy and time you should go.

Scrum prescribes one person in the role of Product Owner (PO). Not multiple people, not a committee, just one person.

This is a great exercise to learn more about your team; to find out more about each other’s concerns and dreams and, importantly, what you can do to support them. 

In deze video geef ik commentaar op de retrospective van Koos Coach. Deze derde episode gaat over eigenaarschap.

In deze video geef ik commentaar op de retrospective van Koos Coach. Deze tweede episode gaat over veiligheid en respect.

in deze video geef ik commentaar op de retrospective van Koos Coach. Deze eerste aflevering bevat tips voor het starten van een meeting.