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Scrum, in its more general definition, is a simple framework to help us address complex challenges. Product development is the subset of complex problem domains where Scrum took root first...

I call myself a Scrum Caretaker. I aspire inspiring people using Scrum. I prefer sharing positive experiences and cases that demonstrate how amazing working with Scrum can be, what problems can be tackled and how, the level of excellence we can build into our products, how Scrum can engage people.

Sanjay Saini, owner of Agile WOW("Agile Ways of Working"), kindly invited me, as an independent Scrum Caretaker, to open and close the event. I hope many Scrum practitioners register at scrumdayindia.org and join the event. In the end, only eager attendants can turn events into insightful experiences!

Agility is a continuously evolving state that is unique to a specific organization, given the organization’s people, its constructs and its history. A traditional (industrial) approach to becoming more Agile (adaptive) commonly creates no more than an illusion of agility.

Try organizing a party in a “Yes, but…” atmosphere. The result is probably a zillion obstacles identified, but no party.

Do you think people need to be forged into a T-shape? Think again. Focus on the aspects preventing people from employing their intrinsic T-potential.

Our real-time, globalized world thrives increasingly on information and technology. The balance of businesses and society has rapidly shifted from industrial (often physical) labor to digital (often virtual) activities.

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 than by the e

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.

2012

What is a 'Product Owner'?

At some occasions we stop to look back. We see the trail we left behind, the bigger picture, the impact we made. Small or big. We think of the impact we hoped to make, small or big.

A lack of defined engineering practices, standards and tooling is an often observed problem in software development, regardless of whether Scrum is used.

The Scrum Guide begins the description of the role of the Product Owner as follows:

I was recently contacted by a senior executive of a mid-sized company that is evolving their product development to Scrum. He explained a situation he had been in and wanted my opinion.

Scrum brings agility to and creates Agile organizations through the implementation of empirical process control, the process of frequent inspection and adaptation.

"Agile" (the label) is all over the place. Who would have guessed in early 2001?

As people and organizations grow and mature their implementation of Scrum, they regularly check with us at Scrum.org about particular points of interest. Recently we have seen an increase in the need for help and inspiration in scaling Scrum and in ways to educate and assess Scrum practitioners.

In 2015, Scrum.org will refine the Professional Scrum Master (PSM) assessments, PSM I and PSM II, in line with following objectives:

Traditionally an individual is declared a ‘manager’ when having hierarchical control over other individuals.

Software is created by people; for better or for worse. That is very different from looking at software development as a robotizeable activity.

In 1995, the first codified version of Scrum was made public.

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.

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.