One of the arguments used against Scrum and a common misconception at the same time is the idea that quality is traded for speed in Scrum. As a PST with years of experience in Quality Assurance I decided to challenge this myth.

At Amsterdam Airport Schiphol we're using an Agile approach to realize a large digital program. This program includes 5 value streams with multiple teams. Due to the increasing scale of the program, some challenges arise. For example:

IMAGINE Imagine you have just been asked to build an Agility Enablement Organization for your company. Sounds like fun, but there are some constraints you need to work within or around…

NEW YEAR RESOLUTION

Scrum Teams will always face impediments because the work is complex and dynamic. The question is whether we tackle those impediments or live with them. In this post I share 5 challenges and actionable tips to overcome them.

In Scrum, delivery is a usable Increment by the end of a Sprint.  Because we are dealing with complex work, we do not know everything about what is needed and how to deliver it before we start working.  This is where the concept of emergence comes in.

This year I was in the lucky circumstance to be part of some awesome (Scrum) teams. It certainly wasn't all "Scrum by the book" but I've learned a tremendous amount of lessons and generated lots of values insights.

I would like to kick off a series of posts in this blog trying to debunk some common myths about Scrum. Many of them arise sometimes from a poor understanding of the Scrum Guide, and even more often, from not having read it at all.

The Sprint Goal helps provide focus on an objective we want to achieve and allows the flexibility to negotiate the work to achieve that objective. Creating a clear Sprint Goal can be challenging for Scrum Teams.  Here are four common problems with Sprint Goals and a few tips for improving them.

In a previous post describing challenges to creating a Done Increment, I identified a lack of team collaboration as one of those challenges.

In a previous post describing challenges to creating a Done Increment, I identified a lack of team ownership as one of those challenges.

Recently I got asked what I consider the most common challenges with Agile projects. These are projects that have such a high rate of uncertainty and complexity on how and what to build, an Agile approach is necessary.

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Because there's no easy way in telling you this, I'll just share it straight away... Next week I'll be setting up a Jira environment for the product teams I'm coaching...

Development Team was removed from the Scrum Guide in the 2020 release. However, the ideas expressed in this blog still provide value when understanding the dynamics of the Scrum Team.

What Is Self-Organization? “Knowledge workers have to manage themselves. They have to have autonomy,” says Peter Drucker.

Are we there yet? It’s becoming like nails-on-a-chalkboard to hear phrases like “We’re going Agile” or “We’re doing this because it’s agile.” People are putting everything they can under the Agile umbrella, right down to clea

Empiricism means working in a fact-based, experience-based, and evidence-based manner.

EMBARRASSING CONFESSION

I am listing out some commonly observed Scrum Myths, Mysteries, and Misconceptions from my experience.

UNFLATTERING WISDOM OF HIND SIGHT

SCRUM IS NOT THE END. IT IS A MEANS TO THE END… The end goal of empirically building strong, self-organizing Scrum Teams to help your business…

I see four common reasons an agile implementation doesn't get the benefits hoped for. These reasons include a failure to limit risk, long end-to-end delivery lead times, consistent cost-overruns, and no one knows why you do what you do.

This week I got a question from a colleague about the Scrum Retrospective. She's Scrum Master of a team that for sure has room for improvement.

In the Professional Scrum Product Owner course, we teach that high performing Product Owners are entrepreneurial. They not only act with the business in mind, they have the authority to make important decisions. What should we do now versus later?

 

You hear a lot in Agile circles these days about the ‘declining need for managers.’ We may not need the managers of yesterday but, make no mistake, we certainly need the leaders of tomorrow.

The Daily Scrum, or most of the time referred to as  the "stand up." Probably the most well-known event when we talk about Scrum.

Organizations who don’t understand why they want to become Agile also often take the wrong path to get there. Agility requires empowering teams and helping them make decisions on their own, learning from their experiences as they go. They must organize themselves, yet they often have Agile practices forced upon them.

I’m currently helping a small software shop within a government organization where multiple Scrum Teams are serving the same cause. They are building one product that has several sub-systems, which sometimes need to be integrated.

According to the Scrum Guide, the Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.

I’ve spent a lot of time looking at how organizations are using DevOps to improve their software delivery cycle time, their ability to innovate, and their ability to improve quality.

This summer, during the Olympics, the Euro Soccer Championships and the Tour the France, while cheering  in front of the tv, I noticed something in the way teams perform. And it worried me.

Agile approaches, including Scrum, are empirical approaches to delivering software and business value.

On July 7th the Scrum community gathered in Amsterdam (The Netherlands) for the 5th edition of Scrum Day Europe. This year's theme was 'the next iteration'.

Throughout the Agile Alliance 2016 conference, I was struck by a recurring feeling that many people don’t understand what the Sprint Review is.

More and more large companies in traditional industries are singing the Agile song. I have noticed, though, that there seems to be a general misconception that Agile is onlyabout creating happy teams.

Today I changed my Twitter and LinkedIn profile. I removed Agile Coach and replaced it with Scrum Master. 100% Scrum Master.

I’ve been working in software for a long time, and for most of that time I’ve been trying to find better ways of delivering working software.

If this post resonates with you, please consider spreading the message so we can educate and inspire others.

If this post resonates with you, please consider spreading the message so we can educate and inspire the entire professional world together.

What really makes a transformation of your organization successful? Which elements should be in place? Which complicated framework for scaling agile should I choose?

In this little blog I want to share a simple canvas that I use to kick-off agile adoption and answer the following questions:

Today we re-structure our Professional Scrum Master assessment (PSM) and certification products changing the focus of PSM II and introducing PSM III.

During the 5th edition of Scrum Day Europe, Laurens and I facilitated a workshop on how to “Add Visual Flavor to Your Organization Transformation with Videoscribe.”

These days scaling Scrum is a hot topic. How can I use Scrum to deliver a big product with multiple teams? The most common approach I see at my customers is scaling Scrum by adding more Scrum teams with a Product Owner and Scrum Master per team.

If you’ve learned Scrum and tried to implement it in any large organization you’ve likely run into a few issues. Getting dedicated people on your team is hard. Building cross-functional teams is really hard.