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.