During my interactions with my students/ colleagues who play the role of Scrum Master, they tell me that they see gaps in how things are implemented compared to the rules of the Scrum Guide.

An organization’s ability to rapidly and deliberately respond to changing demand, while controlling risk helps ascertain its Agility.

Quite a few teams in organizations implementing Scrum depict their frustration in statements like “Scrum is driving us crazy!”, “It’s too chaotic!”

In Scrum, Product Owner is responsible for maximizing the value of product being developed by Development Team. This implies that a product’s success relies heavily on the Product Owner role.

Agile Metrics are meant to serve certain purpose(s) and can be very useful if leveraged appropriately. In this series, I want to share my experiences of how metrics may be used, abused and effectively become focal point of failure of Agile adoption in an organization.

Do your team members have a tendency to pick up the next task to work on in case they get stuck with current task because they are measured for ‘utilization’? Such multitasking isn’t just bad, but also has harmful effects and causes stress on the person as proven by a study at Stanford University.

One of the reasons Scrum allows opportunistic discovery is due to its short and fast feedback loops. With the aim to build a high-performing Team and to get the best potential out of each individual and to help them be successful, Agile Coach needs to provide straight feedback to them. But giving straight feedback is a daunting task especially since we are dealing with human emotions. In general, just the utterance of the statement, “I would like to give you feedback” sends the heart racing for a lot of people.

Being a Scrum Master of a team with strong personalities can be challenging at times especially when two or more people believe that their approach is right.

Have you ever been in a situation where someone is talking to you and when they ask a question like, “What do you think?” you realize that you were zoned out?

As an Agile Coach, you frequently encounter situations which demand quick thinking to get things moving in the right direction. Over time I have found few techniques which come out handy and always keep these in my playbook in case need arise. This is the fourth part in the series of tools that I have found useful in my role as Agile Coach – Effective Facilitation.

As an Agile Coach, you frequently encounter situations which demand quick thinking to get things moving in the right direction. Over time I have found few techniques which come in handy and always keep these in my playbook in case needs arise. This is the third part in the series of tools that I have found useful in my role as Agile Coach – Asking Powerful Questions.

This is second part in the series of tools that I have found useful in my role as Agile Coach – Timeboxing.

As an Agile Coach, you frequently encounter situations which demand quick thinking to get things moving in the right direction. Over time I have found few techniques which come out handy and always keep these in my playbook in case need arise. This is first part in the series of tools that I have found useful in my role as Agile Coach