Community Blog

Many teams are finding that they need to adjust to a new reality amid the covid-19 pandemic. Strategic plans lie in tatters, urgent unplanned work fills the board, stakeholders are hammering teams with requests, and routine has gone out of the window. This is a time for a Scrum Master to be pragmatic, calm, and outcome focused: providing delivery leadership without allowing process to get in the way.

Hi Duncan, I took your Scrum Training class a couple of months back. You mentioned if we had any questions, we could email you and I have an interesting situation I found myself in regarding QA’s in our Scrum teams.

Compare the use of Scrum's Definition of Done to the professional procedures in other fields such as surgery and aviation.

Don’t say this too loudly around agile conferences, but when it comes to the day-to-day work, Scrum and Kanban teams are very similar.

If you give a developer a verbal warning for surfing social media all day, you are crushing their autonomy. Insisting on core hours of 10am-4pm violates self-organisation. Personal development plans are so PRINCE II. Right? Well, maybe. On the other hand, having someone relatively experienced and influential on your side, to help shape your career and keep you off the annual redundancies list might actually be quite useful.

We regularly work with teams that see the Daily scrum as irrelevant, disruptive, and boring. They are often right. Here are three common anti-patterns and three potential solutions.

The Intent of Scrum Scrum allows development organisations to invest a little time at regular intervals to allow teams with autonomy over their work to identify and enact frequent, small improvements to the process and the plan.

We find this a common thread amongst our customer teams, which can be attributed to a lack of backlog refinement.

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

Making a purchase can feel great when you’ve developed a rapport with the salesperson.

Years ago I was complimented on “improving the group dynamic” by bringing in a cafetiere for the my agile team to use.  We developed a bit of a ritual around this object.  One person had made it clear that the kettle needed to be left to cool so the co

Setting up an enterprise-scale agile department with 200 developers working towards the same vision will ensure you are invited to speak at all of the most prestigious conferences, but is there a simpler solution?