Discover how my father's insights on Evidence-based Management transformed a failing business 34 years before its inception. Learn to optimize value and agility!

A common challenge for businesses developing new products is having a coherent and universal understanding of what the value proposition for the organisation is.

Story Points - An Introduction

Collaboration is the key to successful agile product development. A community of practice is a technique that helps us achieve this.

The Scrum.org blog is branching out to include our entire expert community! Now, readers will get more than the occasional formal article.

I did a coaching and training session with a company recently. They're a small, early-stage company in the Greater Boston-area.

We shall talk about the most important, from my point of view, team’s trait - Helping Each Other. After discussion I will give you a powerful game that can help you to foster and promote real “one for all, all for one” team spirit.

The Scrum.org crew just returned from the Agile 2014 conference in Orlando. The great conversations with attendees were as good as the sessions themselves.

It's difficult to predict the future despite the techniques we use to try to do just that. The reality is that planning out even a simple software development project is a challenge.

When organizations consider or start adopting Scrum, a frequently raised concern is how ‘to scale Scrum’. It is worthwhile investigating this desire, and start exploring the scalability of Scrum.

‘Evidence-Based Management’ for software organizations promotes evidence-based decision-making in the managerial domain to create a more sustainable business through improved services in turbulent markets and businesses.

I have encountered many in the Agile community who love Scrum but seem to hate on the practice of Scrum of Scrums. Others describe their Scrum of Scrums as an overarching meeting of Scrum Masters, or as a meeting for a Product Owner team.

The aim to deliver valuable software is a great, core principle of the agile movement. The difficulty however is that ‘value’ in itself is hardly quantifiable.

Every year, organizations spend 4-10% of their revenues on their IT organizations. Value is expected in return for these expenditures.