Collaboration is what enables the whole team to be greater than the sum of its parts. In this article, we will explore 4 problems preventing effctive team collaboration and some tips for resolving them.

In order to use Scrum effectively and have transparency over our progress and quality, we must create an environment that encourages and enables team ownership. This is easier said than done. It often involves people changing both their mindsets and behaviors. There is not a recipe to follow that will guarantee team ownership. So how can we influence team ownership? In this article, we will explore five common problems that prevent a Scrum Team from feeling a sense of team ownership (and how to improve).

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.

There is a striking similarity between good table manners and good agile behaviours - "agile table manners". It is even more clear when viewed through the lens of the Scrum values: Focus, Respect, Openness, Courage and Commitment.

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. But somehow, during the Retrospective nobody is really challenging each other and the burning issues aren't discussed. Therefore the Retrospective often results in defining only small improvements.

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.

This week, co-creators of Scrum, Ken Schwaber and Jeff Sutherland, released a new version of the Scrum Guide

As Agility in Mind launch our new training course designed to help distributed teams work effectively, we share our experiences on the

Recently I came across a post by Mike Cohn “Incentives and Deterrents for Starting Daily Scrum on Time”, on Linkedin

Today Ken Schwaber and Jeff Sutherland, the creators of Scrum delivered a webinar on their latest update to the Scrum Guide.  The update was a simple one, adding the 5 values of Scrum to the Guide.

The purpose of Scrum is to create a potentially shippable Increment by the end of a Sprint.  This is so important that people now use many terms to describe this Scrum artifact.  Working.  Releasable.

In my last post, I explained the pattern of the evolution of the Product Owner. This blog is about the evolution pattern of a Scrum Master.

What is a good Product Owner and am I the right person to fill in this role? If you have ever struggled with this question, you should probably keep reading.

Interview after the 3 day training with 3 students, asking them 3 questions: 1. "Why did you take this class?" 2. "What was your personal highlight of the class?" 3. "What will you do differently on Monday?"

Working with a range of people, it is interesting to observe how many are aiming to “Do Scrum” or “Get Agile”. The issue with this thinking is that people are focusing on the transport, not the destination.