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The Scrum framework thrives on empirical process control. The inspection of observable results gives us insights in what might be most valuable next, always acknowledging that the future is unwritten.

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.

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

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Overview

As we approach the mid-year point in our jobs, I often find that knowledge workplaces have a tendency to slow down a bit and lose some steam - even the ones that leverage Scrum.

Are you considered an authoritative "leader" in your organization? Do you spend your day at the top of the tower or in the trenches?

A lot of people talk about scaling Agile. It’s all the rage nowadays. Everyone wants to scale Agile. But what does that actually mean? What does it imply? What are the underlying assumptions?Capital-A Agile

There’s an old Wayne Gretzky quote that I love...I skate to where the puck is going to be, not to where it has been.

A pair of recent findings from the Standish Group confirm the astonishing success and cost savings of Agile approaches over waterfall.