In this article, I discuss Scrum in toxic environments, how Scrum Master's push for transparency might be doing more harm than good, and I give some advice for those in such a situation.

In this article, Natasha Hampshire and David Spinks discuss common perceptions of product development research and what it means for agility.

In this article, we explore the Kanban practice of "make policies explicit" and how it equips teams for self-management

It is rare that teams get the full value that they should from their Sprint Reviews. We and others have experienced Sprint Reviews more as performance reviews or demos that feel like one-way presentations from the team. The opportunity for Scrum Teams and their stakeholders to explore the current and potential value of products, market insights and technology trends that could be leveraged is often missed. In this blog, in collaboration with Patricia Kong and Glaudia Califano, I share different ideas, challenges and facilitation techniques to help you and your teams have more effective Sprint Reviews.

In this article we discuss why agile engineering practices in software development are essential To achieve agility.

In this article, we discuss how forecasting in VUCA has always been problematic and the questions that should be asked instead.

In this article, we discuss the concept of self-management Scrum and how it is more than a Scrum Team making its own decisions.

A lot of talk in the Agile space centres on breaking down silos, and yet it appears that in practice it is one of the things that is met with the most inertia.

While many misinterpretations and misunderstandings have spread on the “what” and “how” of Agile, it is perhaps the “why” - the purpose of being Agile - that has become most lost.

The 2017 version of the Scrum Guide states, "The Product Owner is responsible for maximizing the value of the product resulting from work of the Development Team." But what does value mean anyway?

A typical Kanban board shows a series of steps or activities that work passes through. Does this mean that Kanban is only suitable for "linear" processes? Scrum is a proven strategy for addressing complex adaptive problems, so if Kanban is linear, is it an unsuitable complimentary practice to add to Scrum?

“Our problem is that we can’t plan Sprints accurately with velocity,” he said. “Some Sprints, our velocity is really high, in others, we barely achieve anything.”

At a recent training class one of the delegates spoke about their present company, about how it was the most “Agile” place he had ever worked.