Ah, the Daily Scrum, so often misused as an instrument of status (see https://youtu.be/i7_RPceEIYE for a discussion). Often the way the Daily Scrum is conducted lends itself to a report of status.

We always hear athletes talking about being 'in the zone.' But you don't have to be LeBron James to feel this type of hyper-focus. Learn how Scrum teams can harness it.

Several of us in the Kanban and Scrum community got together recently to build a bridge between Scrum and Kanban. We are writing a series of blog posts looking at this bridge from different perspectives.

What makes a great team? Why do some teams achieve greatness, seeing their vision become reality, while others seem to go nowhere?

Exploring the accountabilities in a Scrum Team through a Longship metaphor.

If agility is why your organization adopts Scrum, look for more sophistication in employing Scrum. Through Scrum, teams and organizations create the opportunity of having a releasable version of product no later tha

What makes the software development work great? Obviously, technology, right... Wrong! In an interesting article in "Peopleware", authors Tom and Timothy describe how the most important aspect of software development is not technology, but people.

What is the difference between a traditional and an Agile Manager? Keep reading, if you want to learn how a manager evolves.

Have you ever sat on a bus or plane, and rather than offering the vacant seat next to you to others, you hope that no one takes it, so you might have more space.

Congratulations! You replied to the job advert for an agile position, and you’ve got an interview. Genuinely keen to work in an agile way, you know that the organization must have picked up on your credentials.

Many of those practicing Scrum mistakenly call the Sprint Review a Demo. Is it just a matter of terminology? From my point of view, the Sprint Review is the most underestimated Scrum Event, and for many companies, its potential is yet to be revealed. It is true that the Demonstration or Demo is an essential part of the Sprint Review, but it isn't the only one.

Coaching conversations typically occur in a “zone of comfortable debate.”. However, to deal with issues at their core, it’s important to enter the ZOUD: the “Zone of Uncomfortable Debate.”

“Scrum begins with Done”. The assertion might seem counter-intuitive, as though we must start by defining the end.

"It's not always easy to be a good Scrum Master. Learn some common pitfalls of Scrum Masters, and to recover from them, or avoid them altogether."

Muchas veces sucede que la comunicación no es clara cuando se quiere definir que es terminado. Por ejemplo, cuándo un usuario especifica que requiere un reporte con cuatro columnas y que la última columna tenga un total parece algo sencillo.

We talk about coaching a lot in the agile world. However, what we are actually expected to do is not usually about coaching. We do other things. We teach. We facilitate. We advise. We solution. We manage. None of those things are bad. But those things are not coaching. In this post, I want to clarify what coaching is and why I think it is so powerful.

We find this a common thread amongst our customer teams, which can be attributed to a lack of backlog refinement.

"It's not our fault! The Product Owner is responsible for backlog management, the PBIs aren't well defined."

The previous weeks I've taken some time to re-write the white paper "The 8 Stances of a Scrum Master". Given my sessions at Scrum Day London, Scrum Day Warsaw and Scrum Day Europe I wanted to offer the participants a paper with my latest insights and lessons learned. In this blog post I'll share the changes in this 2nd edition.

Recently I had the opportunity to give a guest lecture about "Agile Essentials" at a University of Applied Science. These students, the lecturer told me beforehand, would only be partly interested and engaged.

Does this headline make you cringe or cheer? Scrum.org’s Steve Porter and ActionableAgile’s Daniel Vacanti weigh in on whether we should blend these two approaches.

In one of my previous blog articles, I wrote about the Scrum Master journey through the different levels of influence to achieve greatness. In this blog, we will explore the number one skill I believe is needed for a Scrum Master (servant leader) to be effective in order to create change and impact a Scrum team and organization.

Agility is important to an organization and the path to agility becomes more clear by understanding the purpose of pursuing agility. The product owner role is key in increasing the benefits an organization can gain in their path to agility.

Do you ever wonder what determines our actions? Most people think that what we do is the outcome of our personality, however, the truth is more straightforward. It’s our mindset that controls our behavior. 

“Do not accustom yourself to consider debt only as an inconvenience; you will find it a calamity” - Samuel Johnson

"As remote teams become more and more common, Scrum Masters must find a way to effectively do Scrum while working with far flung team members."

Most of the organizational change initiatives focus on the "hard" aspects such as organizational design, process or tools. Although those are critical, often other "soft" aspects such as values, principles or culture are overlooked. As the iceberg metaphor: consider them or they may sink yout Scrum adoption!

How Much Software Inventory Do You Have? When I ask this question of people in IT departments, even among senior managers and finance people, I get a variety of responses.

Leadership is developed, not discovered (I have found inspiration in John C. Maxwell's various books).  John defines leadership as influence, and a good Scrum Master has to climb the different levels of influence to achieve a good to great mindset.

Respect is essential in solving complex problems and growing high performing teams.  This likely seems obvious, so I am going to share some of the more subtle examples of the value of respect in Scrum.

I am sharing the learnings from my recently read books which helped me improve my listening skills. Inspired by one of the tools from the Book "People Tools" by Alan C Fox  here is the first Tool/Tactic for Scrum Masters.

Many times, clients ask Agile Coaches like me to come in and share our "expertise" with them. But sometimes they really don't want our "Expertise". What they really want is someone with lots of TLA's to come and tell them that there pre-existing opinions are correct.

Sometime back I read a short SciFi story in a book named People Tools, Story was about a spaceship conducting man’s third ten year ex

"Few ideas work on the first try. Iteration is key to innovation.” - Sebastian Thrun

Commitment is essential in solving complex problems and growing high performing teams.  Commitment in Scrum is often misunderstood as a promise to deliver a set scope by a set date.  That was never the intention of the word commitment in the Scrum Guide.  I hope this post helps illuminate the value of commitment.

It was only about 30 minutes into the meeting when the senior developer uttered the dreaded words: “Rewrite”.

"There are no shortcuts when it comes to getting out of debt" - Dave Ramsey

Today Scrum.org announced a partnership with the DevOps Institute to provide a foundation to building stronger working relationships between the Scrum and DevOps communities

When is a Scrum Team successful? Which criteria do you use to determine if a Scrum Team is doing a great job?

The Scrum Guide talks about coaching as a part of the Scrum Master role.  First, let's define what coaching is.  You can find many definitions, and here is how I describe coaching.

Over the last weeks I've been working on a paper about the role of a Business Analysts within Large Scale Scrum, and I thought I'd write a little post on it too, here it goes.

The blog post covers 8 preferred stances of a Scrum Master and common misunderstandings.

I've recently been involved with several Scrum Teams that are struggling to have the right level of detail in their Product Backlog items. Some symptoms: difficulty during Sprint Planning sessions, a massive or very small Product Backlog, or a lack of understanding during a Sprint. All of the teams I spoke with had refinement activities in place.

The Scrum Values are easy to remember, but it can be difficult to understand what they mean, how to apply them, and how to recognize them in teams and individuals. These values are essential to maximize the benefits of Scrum. In this article, we look at how courage is essential in solving complex problems and growing high performing teams.

As I get older, I'm turning into one of those annoying nostalgic-types who reminisces too much. Things were better back in the day, son. We had standards see, and there was less of this "dumbing-down". Yip.

Having ‘agile expertise’ is in high demand these days – it seems everywhere I turn there are companies and recruiters looking for agile experts. Agile knowledge is important, but the expertise of being an effective change agent is even more important.

The Scrum Values are easy to remember, but it can be difficult to understand what they mean, how to apply them, and how to recognize them in teams and individuals. These values are essential to maximize the benefits of Scrum.  In this post, we see how openness is crucial when we are dealing with complexity and unpredictability. 

The Scrum Values are easy to remember, but it can be difficult to understand what they mean, how to apply them, and how to recognize them in teams and individuals. These values are essential to maximize the benefits of Scrum.  In this post, we look at how focus is essential in order to get anything meaningful done.

"Gross ignorance is 144 times worse than ordinary ignorance" - Bennett Cerf