Scrum balances three forces—strategy, tactics, and risk—through the Vision, Product Goal, and Sprint Goal. The Product Goal bridges the gap between long-term vision and short-term execution, ensuring focus, alignment, and manageable risk in complex environments.

The Truth Curve isn't a one-time linear process; it's an ongoing loop. The process of "earning" truth through small, repeatable cycles of learning is called Continuous Discovery.

En este artículo, el PST Alex Ballarín explica como alinear a los equipos Scrum con la ejecución estratégica y los OKR es una opción que potencia su efectividad, autonomía y resultados.

When Scrum Teams blend Kanban with Scrum, they benefit from more predictable delivery, early detection of spikes in demand, sustainable pace, and data-driven decisions.

What manufacturing taught us about knowledge work — and why Ackoff knew we were asking the wrong questions

In diesem Artikel beschreibt PST Simon Flossmann, wie Produktrisiken eliminieren werden können.

Experienced Scrum practitioners often reach a plateau where the mechanics are mastered, but the outcomes still feel constrained and inefficient. If you are comfortable with Scrum and ready to evolve your practice, consider an approach that reframes the Product Backlog and Sprint Planning around value and outcomes rather than stories and estimates.

This article identifies the success factors for agility that are absent in your organization. It gives you concrete Monday-morning actions to test what’s actually possible within your sphere of influence to drive change, because agility matters.

Many organizations misinterpret success as making the Scrum Master obsolete. It sounds efficient, but it removes the very accountability that sustains empiricism. The Scrum Master’s role doesn’t vanish when a team becomes self-managing. Their focus shifts from facilitation to coaching, from team habits to organizational change, from removing blockers to transforming systems. They serve the Scrum Team, the Product Owner, and the organization. When they evolve their focus, agility scales. When they disappear, complacency takes their place.

A guideline to help leaders grow trust and accountability

Kanban Boards make visible the flow of value – items of value. In a Scrum context, those items are Product Backlog Items. (Not the decomposed tasks of the Sprint Backlog.)

In Scrum, *collectively* doesn’t mean everyone must master every skill. It means the team as a whole has the skills to deliver value. Discover why this matters, how to avoid the “Lego block” myth, and how to grow resilience by sharing and acquiring skills.

In this article, PST Alex Ballarin explores how Objectives and Key Results (OKRs) complement the Agile Product Operating Model (APOM) from Scrum.org. He explains how OKRs bring measurable alignment to APOM’s four domains — Strategy, People, Structure, and Value Cycle — turning strategic intent into evidence-based results and enabling true organizational agility.

Scrum events serve a purpose, but are they all necessary for every team? In this post, PST Jason Malmstadt discusses why each Scrum event exists and whether all of them are truly needed.

Dieser Artikel und sein zugehöriges Video über die KI-Risiken in der Produktentwicklung zeigen drei konsolidierte Risikokategorien und praktische Grenzen auf, um ein kundenorientiertes Urteilsvermögen zu bewahren und gleichzeitig KI effektiv zu nutzen.

Where in Singapore can you learn about Agile and Scrum the way it's actually meant to be learned? Where do you get training that's not just someone's opinion, but globally validated, locally relevant, and backed by the organisation that created Scrum itself? That's where Kiwii comes in. This is our story.

In diesem Artikel erklärst PST Simon Flossmann ein Methode, die jedes Meeting verbessert.

When Your Leverage Becomes Your Liability Because You Outsource Thinking.

Competitive advantage comes from minimizing the time between decision and learning — the faster you validate assumptions with real user feedback, the faster you can adapt and create value. Traditional projects optimize for delivery and predictability, while product thinking optimizes for continuous learning, reducing risk, accelerating revenue, and turning responsiveness into a strategic edge.

Delivery isn’t the finish line — real success comes when a shipped feature creates measurable outcomes and impact. By extending “Done” beyond delivery to include learning and evidence of value, teams shift from output-focused activity to outcome-driven results that truly matter.

In fast-changing markets, traditional hierarchies still help leaders see the big picture, but they struggle to keep pace with reality. As information travels upward and decisions come back down, organizations risk losing focus on customers and slowing adaptation. Agile organizations take a different approach: they emphasize connectivity over control. Decisions move closer to the customer, supported by connected teams, shared data, and shorter feedback loops. Creating Agile Organizations (CAO) reframes the challenge: Shift from reporting to connecting across teams. Design for tight coupling inside product groups and loose coupling between them. Use AI to amplify local decision-making, not to recentralize control. The result — organizations that move fast locally while staying coherent globally.

Scrum isn’t powered by lone heroes—it thrives when groups of people engage together. From teams to stakeholders to leaders, Scrum creates the structure for collaboration, transparency, and shared purpose. Which groups are you engaging—or leaving behind?

Most organizations are attempting to build the future of AI on the crumbling foundation of a rigid, outdated, project-based funding system. This approach is fundamentally mismatched with the iterative, experimental nature of AI development. To truly unlock business value, a shift is required—from funding temporary projects to funding durable products.

La adopción de Scrum puede ser un proceso complejo, difícil y sin rumbo en muchas organizaciones. Algunas veces se inicia su adopción sin tener en cuenta los beneficios y el esfuerzo de cambio necesario para lograr los resultados de negocio que se esperan; en algunos casos, las organizaciones pueden hasta decidir cancelar sus proyectos de cambio por el desánimo de los resultados. Aquí algunos factores que pueden ser tomados en cuenta para mejorar el éxito de la adopción de Scrum.

Many teams adopt Scrum successfully but struggle to gain the support of their executives. In this blog, PST Robert Pieper shares how leaders can shift their perspective to see agility as a company-wide advantage that drives better decisions, stronger collaboration, and measurable business results.

The Psychological Safety Radar helps you build a space where people: Speak with honesty Listen with empathy Learn with humility Grow with courage

The most successful Scrum Teams adopt the product model by organizing their Scrum Teams around products. Because dependencies are the bane of value delivery!

In diesem Artikel stellt PST Simon Flossmann 3 Fragen vor, die sich Product Owner viel zu selten stellen.

Scrum Teams don’t exist in a vacuum. The Scrum team's success—or failure—is heavily influenced by the broader organization around them.

Tiny organizations crushing giants — without process, without friction.

Executives keep hearing that “95 percent of AI projects fail.” The truth is uglier: it’s not the models that are failing, it’s the management operating systems we’re using to leverage them.

When we were developing the Professional Scrum with Kanban guide and class, Daniel Vacanti kept insisting I inspired the Work Item Aging flow metric we introduced. I was complimented, but didn’t recall the exact reference. Well, it turns out I did write and talk about this way earlier than the PSK.

Scrum helps teams solve complex problems, but even skilled practitioners can fall into common pitfalls that hold them back. PST Robb Pieper shares how to spot these mistakes and fix them to restore collaboration and deliver real value.

Scrum isn’t about compliance—it’s about engagement. By giving teams purpose, mastery, and autonomy, Scrum taps into intrinsic motivation. When people are engaged, they care, contribute, and grow. Are your teams engaged—or just going through the motions?

For more than 40 years, business experts have emphasized the importance of efficiency, specialization, and keeping people busy. The idea was that if we optimize our processes we can deliver value sooner. And for certain kinds of work, that approach works well. But not for creative work.

Peter Yang, ein renommierter Produktleader, argumentiert, dass KI die Produktrollen in zwei Gruppen aufteilen wird: Generalisten und Spezialisten. Alle anderen in der gefährlichen Mitte laufen Gefahr, verdrängt zu werden. Was bedeutet dies für die Rollen Scrum Master, Product Owner, oder Agile Coach?

What is one thing that is always true for a Product Owner? Yes, you guessed it right. Product Owner is an accountability within the Scrum Framework.

Organizations adopting AI often fixate on tools and models while overlooking the behavior change required to realize value. The AI Enablement Coach complements Scrum—not as a new team role, but as an enabling partner who helps teams integrate AI into real workflows, measure outcomes, and iterate. This post maps the role’s practices to Scrum values, events, and Evidence‑Based Management to accelerate adoption without breaking Scrum.

With the advent of AI, a new paradigm in product development is emerging where people can build and launch their product on their own. Let's see what the solution is.

In diesem Artikel erklärt PST Simon Flossmann wer von einem Training in KI profitiert.

What Peter Yang's Product Management Framework Reveals About the Future of Scrum Masters and Agile Coaches.

From wasted features to late launches, risk is everywhere. Scrum doesn’t hide it—it makes it visible and helps teams reduce it, Sprint by Sprint. Is your team truly controlling risk—or just hoping for the best?

Managing multiple products can feel overwhelming, but it doesn’t have to be. In this post, PST Jason Malmstadt gives you tips on defining your products clearly, finding focus, and navigating complexity through better product management.

There is an awesome book, Peopleware, written way back in the mid 1980s. I am not sure how many folks out there have read that book or if they really understood the concepts of the book. In the very first chapter the authors make it very clear, to quote them: The major problems of our work are not so much technological as sociological in nature. And yet here we are in 2025, where we are still looking at AI to address technological problems believing somehow it will change the world around, without addressing the sociological problems underneath.

In this blog post PST Joshua Partogi shares how to map Agile Leaders maturity to the metrics they emphasise.

Slack time is not wasted time. It is the breathing room that allows teams to step back, adapt, and grow. Not to mention the ability to deal with any emergencies that happen to come up.

In diesem Artikel erklärt PST Simon Flossmann Coaching-Skills, die jeder Scrum Master haben muss.

Scrum isn’t about busywork—it’s about making outcomes more predictable. But many teams confuse predictability with fake certainty. In this post, we explore how Scrum really optimizes predictability, where teams go wrong, and what you can inspect today.

A simple 3-block framework to realign teams around: 1. Why We Exist 2. What We Do 3. How We Work

When a company tries to be product-, customer-, and operations-focused at the same time, it loses clarity and energy. Mixed strategic focuses create internal conflict, slow innovation, and weaken real competitive advantage.