Community Blog

The Product Owner role is totally different from traditional roles that are know in most organizations. Some people think that the Product Owner is a kind of 'Agile project manager' or that the Product Owner is sort of a 'business analyst'. This is not true!

There is no need to choose between Scrum and Kanban, but certain myths have led some to believe this is the case. It’s time to debunk them once and for all.

 

In this blog, we'll cover some tips and tools for starting Product Owners, to help you in your new role.

Here I am sitting in my hotel room while looking at my half-empty wine glass and the stars outside while preparing for my last Professional Scrum Master (PSM) class for the year 2017 and pondering about all of the classes I have facilitated over this year. PSM has been a transformational course for me because it has changed me by seeing how it has changed the life of many of my students. 

Scrum is a framework that thrives on self-organizing teams.  It gives you boundaries (e.g. time-box of a Sprint), clear accountabilities (e.g. Product Owner optimizes value), and goals (e.g. “Done” Increment).

System optimization: Upgrading Team Competencies When developing complex innovative products, the Development Team will have different a workload for each one of their members.

LEAN is an excellent way for companies to start optimizing their way of working and make sure the production of waste is kept to a minimum. Scrum itself is based on those very principles.

Looking to hire a Scrum Master? You may go through this job description that talks about what is a role of Scrum Master? and what to expect from a Scrum Master.  

At a recent course, one of my students asked me to share what Scrum “looked like” for me at TheScrumMaster.co.uk. This post is my response to that question. This describes my current process which has evolved via inspection and adaptation over 5 years.

In this post, we'll the myth that the Product Backlog is ‘prioritized’. Although a seemingly trivial change of wording, the Product Backlog is ‘an ordered list’ instead.

The latest release of the Scrum Guide is all about addressing common Scrum misunderstandings. In this blog post I will present the top 5 misconceptions that are set straight in this latest release of the Scrum Guide.

Bringing values down to earth Values and principles can often seem lofty and intangible so many agile practitioners prefer to focus on tools and practices. That's understandable but unfortunate.

‘25/10 Crowd Sourcing’ is a structure that allows you to rapidly generate and sift through a group’s boldest actionable ideas in less than 30 minutes. In this article we'll explain how to use this structure to spice up your Scrum Events.

"To ensure continuous improvement, [the Sprint Backlog] includes at least one high priority process improvement identified in the previous Retrospective meeting." - The Scrum Guide, November 2017 That old familiar feeling

I once worked for an organization with many opportunities for improvement. To be honest, it was a mess.

In this post, we’ll bust the myth that a Product Backlog has to consist entirely out of User Stories. By describing the purpose and characteristics of the Product Backlog, we'll also busted the related myth; that User Stories are an inherent, necessary part of Scrum.

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.

One of the most common critiques about Scrum that I've heard from smart software engineers are "Scrum does not care about technical practices, Scrum is for wimps". I've also heard managers down the hallway say that "Scrum is for wreckless developers because its main concern is only about fast delivery".

There are a number of things that you have to think about when selecting a modern source control system. Some of that is purely about code, but modern source control systems are about way more than code.

Scrum is a mindset, an approach to turning complex, chaotic problems into something that can be used. eff Sutherland and I based it on these pillars: Small, self-organizing, self-managing teams; Lean principles; and, Empiricism, using frequent inspection and adaptation to guide the work of the teams to the most successful outcome possible.

Open Space is one of the methods that allows organizations to make inspirational meetings and events. I was lucky enough to use Open Space in various contexts, with Scrum Teams. The concept has always worked.

"Perfection has to do with the end product, but excellence has to do with the process." - Jerry Moran

Today I facilitated the workshop "The Scrum Master as a Manager" at the conference "Agile Spain 2017" in Sevilla. In this blog post I'll share the outline of the workshop "The Scrum Master as a Manager". This gives you the opportunity to facilitate the workshop within your own organisation as well.

Today (November 7th 2017) Ken Schwaber and Jeff Sutherland released an update to the Scrum Guide.The Scrum Guide is the definitive definition of Scrum, authored by Ken and Jeff, the creators of Scrum.

Let the coaching experiment continue!   Welcome back to part two of our curiosity filled coaching questions!

In this post we'll discuss the myth that Scrum Teams at best release working software at the end of a sprint, constraining teams that are capable of releasing faster.

Last time I talked about the Ghana Police Service (GPS) I was talking about Professional Organisational Change and the approach the Inspector General of Polic

The question remains as to why managers continue to plan projects based on sequential assumptions.

The Ghana Police Service is in trouble. Over the last few last few decades, each new Police organisation and government has tried in various ways to carry out some change but most changes have been ad-hoc, temporary, not robust enough or strategic. The old problems return to haunt new administrations and many police officers and the Public has lost hope.

"That's the thing about zombies. They don't adapt and they don't think." - Max Brooks One of the earliest challenges I ever had to resolve, as a Scrum Master, was the proper disposal of the dead.

As a travelling Scrum and DevOps consultant I’m constantly asked “should our team use Scrum”? Now you might think that being a Professional Scrum Trainer – and serious Scrum fanboy – I would always answer “Yes!”. Well, you would be wrong.

In this blog post, we will describe the myth that the Sprint Backlog is fixed during the Sprint. We'll bust this myth by offering the perspective from the Scrum Guide and describing the difference between forecast and commitment.

Do you have time for an experiment? Then please ask me a coaching question!   Welcome to the first of a two part blogpost full of curiosity filled questions on coaching!

In this blog post I'll share my view on the Scrum Master as the Change Leader. I'll briefly describe the common misunderstandings and the preferred stances of the Scrum Master. The services a Scrum Master provides for the Development Team, Product Owner and organisation, and the 3 levels that can be considered as a growth path for the Scrum Master. Want to know why the Scrum Master should be a Change Leader? Check out this article.

In this blog post, we'll describe the myth that the Scrum Master should always be present during the Daily Scrum. We'll offer the perspective from the Scrum Guide, describe examples of problems in how Scrum is applied and share tips & tricks on how to make the Daily Scrum more effective.

Never an easy answer and always being pulled in multiple directions, a question often asked: How many Scrum Teams should I be on?

The PSD training teaches the whole Scrum Team on how to do real Scrum. They work in Sprints, create Done software and use the appropriate tools and practices for it. It is a unique experience on how really good Scrum feels like.

Courage however is more than just learning what it means and telling your teams to be courageous.

When an organization decides to embark on an Agile Transformation, the first question should be, “Why?”   What does leadership hope to achieve?  Will the chosen path lead to improved ability to deliver high-quality business value?   Once the goals of t

An estimate is our best guess for what can be achieved and by when. There are some situations when estimates are very important:

Over the past years I have been looking for a metric that could indicate the agility of an organization. After a study of the more common metrics used for products and management reports, I couldn’t really find a metric that indicates the level of agility.

When multiple Scrum Teams are working on one product, shared DoD becomes necessary. DoD helps to ensure that each increment is transparent by the end of every Sprint and creates a shared understanding of what “Done” means.

Although people with disabilities do have special needs, their purchase power isn’t special: it’s the same as everyone else’s. No longer can we think of accessibility as a compliance play. It’s simply good business. Let me frame this point with my story.

La aceptación de los PBIs en Scrum es algo que suscita dudas en los equipos. En realidad es muy fácil.

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.

Hay una secuencia lógica que aquellos alumnos que han asistido al curso de Professional Scrum Master experimentan: Darse cuenta que Scrum no es en muchas ocasiones lo qu

Scrum Una mejor manera de construir productos Descubrir lo que es Scrum en la Guía Scrum

In this article, I suggest that you take a look at the role of a Scrum Master with a help of causal loop diagrams. They help to see a bigger picture of what is happening over time. Quite often, we observe the cause-and-effect relationships on a short-time horizon period, and do not notice when the links are spaced in time.

In this blog post I've shared the idea of doing a free Retrospective after every training we provide. The goal of this session is to inspect the progress that has been made and define actionable and committed improvements for the upcoming period.