Selbstmanagement passiert nicht einfach so. In einer neuen Situation greifen Menschen meist auf bereits Bekanntes zurück. Deshalb gleicht das Daily Scrum bei neuen Teams häufig eher einem Statusmeeting. Wie du ein Statusmeeting in ein Daily Scrum verwandeln kannst, erfährst du hier:

Dealing with complexity requires a diversity of expertise. Learn it from the team that builds functional quantum computers.

El User Story Mapping es un ejercicio visual que ayuda a los gerentes de productos y sus equipos de desarrollo a definir el trabajo que creará la experiencia de usuario más placentera. Se utiliza para mejorar la comprensión de los equipos de sus clientes y para priorizar el trabajo.

If you Google "Agile Project Manager" you'll find a lot of stuff out there, much of which is inconsistent. There are job descriptions asking for one, there are classes to learn how to be one, but the definition is still not clear nor is it consistent with agile development ideas or the Scrum Framework. Watch this video with Professional Scrum Trainers Jason Malmstadt, Greg Crown, and Robert Pieper to find out more what is meant by the term "Agile Project Manager".

What does your Team optimize for? Optimizing for adaptability requires certain types of teams, is your team set up in line with the goals of your organization? You can use this canvas to plot a team’s current position and then evaluate how it can improve. It gets more fun when you plot many teams relative to each other on the canvas and use that information in an overall retrospective to find the balance that works for you.

Der brandneue Product Owner & Product Manager Salary Report 2022 ist verfügbar: Wie schneiden Sie im Vergleich zu mehr als 500 anderen Peers ab?

Using a product over a project mindset allows for lean requirements engineering. Just in time specifications allow for an iterative and incremental product discovery and delivery.

I gotta say, refining work items is usually, by far, the Scrum Team’s least popular activity.  No one gets up in the morning saying, “I can’t wait to refine the Product Backlog!” In this article, we will discuss five reasons why refining your Product Backlog is worth the time.

The brand-new Product Owner & Product Manager Salary Report 2022 is available: How do you compare to 500-plus peers?

Have you ever come across a Product Owner that has been fully empowered to make all the decisions needed for the product, without any constraints? It's pretty rare. A donut can help your Product Owner in gaining more decision-making power.

Product-Ownership ist nicht einfach: Es gibt die unterschiedlichsten Anforderungen an das Produkt. Das Product Backlog ist überladen mit Features. Stakeholder aus Entwicklung, IT, Marketing, Sales und Betrieb haben alle eine Meinung, was als Nächstes getan werden muss. Nur leider sind sie niemals einer Meinung. Wenn diese Situation auch deiner Realität entspricht, dann lies weiter.

What are the different categories of product owner? This episode goes outlines all the different types of product owners as well as the characteristics/pros and cons of each by considering them against the definition of a product and how you may deliver value. Join me as I also bust a common myth: product management being taught at Product Ownership classes.

Desde principios de la década de 2000, Agile ha ganado popularidad y se ha convertido en el enfoque de referencia para la gestión muchas organizaciones de todos los tamaños y orígenes. Sin olvidar de que Agile comenzó en el desarrollo de software, rápidamente encontró su camino hacia otras industrias.

Encourage your Scrum team to establish more effective communication patterns that make a lasting impact with “What I Need From You”.

There are eight hours available for Sprint Planning. In those eight hours, a lot can be done. Too often this event is rushed, limiting the ability to maximize the possible achievements. In this article, I share nine things to do to make the most of your Sprint Planning.

Gibt es einen Zeitpunkt, an dem ein erfolgreiches Scrum-Team mit Scrum Schluss machen sollte, weil es seine Nützlichkeit überlebt hat?

A short 3 case studies of transparency and a story on where it might lead..

There are many great reasons to use Scrum. Focus on quality, frequent delivery of value, and limitation of risk, to name a few. Saving money is not one of them...

Scrum is not designed to solve all problems in all business domains. There are times when Scrum used properly is a great fit for complex problem solving. But when and where does Scrum not work? When should we not be using Scrum? When would it be too much overhead for the value derived?

El Product Owner es un gestor de producto que se encarga de mantener el alineamiento estratégico del Product Backlog en todo momento.

Many organizations are trying to improve the alignment between strategy and execution with the OKRs framework (Objectives and Key Results). There’s good intent there, but more often than not, looking under the hood, you notice:  OKRs that look more like tasks than strategic objectives – especially by the time they reach working teams OKRs are used to micro-manage teams and individuals rather than empower and enable them.  Too many OKRs are set without any respect/consideration of the ability to deliver them sustainably while dealing with other work in the organization. Defining OKRs and then forgetting about them until it's time to grade them. (Even worse, some organizations don’t even bother with a serious consideration of how they did on their OKRs…)  These are smells of "OKR Theater" or "OKRs in Name Only."

The Scrum Events are in place to support empiricism and the delivery of value. You need to run them at least once per Sprint. But could we do them multiple times in the same Sprint? Find out in this article!

Prof. Yaneer Bar-Yam, an eminent scientist who is known for his contribution to the mitigation of ethnic violence in Europe, the eradication of the Ebola outbreaks in West Africa, and establishing the field of Complex Systems Science, discussed the reasons behind the success of self-managed and cross-functional teams.

According to the Scrum guide, Scrum teams typically have 10 or fewer people, including Developers, Scrum Master and Product Owner.  But what happens with a Scrum team that includes more than 10 people?  What if the Scrum team has 10, 15 even more people?

Is there a moment when a, so far, successful Scrum team starts outliving Scrum’s utility?

Die Diskussionen in der Sprint Retrospektive drehen sich seit geraumer Zeit nur noch im Kreis. Das Resultat? Wieder eine Retrospektive, die ohne konkrete Verbesserung endet. Wenn dir das bekannt vorkommt und du nach einem Ausweg suchst, dann lies weiter...

Backlog refinement is still a vastly misunderstood activity. There is no single approach to it and no time-boxed event. But why is that? And how to handle it? More on that in this article.

How the various ways of getting into a swimming pool are similar to how teams and organizations start with Scrum.

Otra gran pregunta recurrente, ¿Por qué tenemos que hacer DevOps si hacemos Scrum?. Son 2 cosas complementarias, porqué están muy alineadas en las maneras de pensar. DevOps se trata de lograr la mentalidad correcta, igual que la mentalidad que necesita Scrum.

As this article hopefully makes clear, the mental well-being of the workforce is important. Being transparent about what happens after someone shares what they feel could improve is needed to ensure proper follow-up.

Scrum define eventos para crear cadencia, ritmo y mejorar la transparencia. Puede suceder que los miembros del equipo no encuentren utilidad en su uso o que el resultado no sea efectivo o el esperado. Estas circunstancias pueden ser mejorados con una facilitación para impactar en forma positiva en el resultado que se necesita obtener.

Team effectiveness suffers when teams are too large. We explain how to make adjustments to fix this problem.

What would happen if Superman wasn't around to save the earth? We, as mere mortals, would perish quickly, and the superhero movies would be super short. Wouldn't it be more helpful if the flying solver-of-all would teach out to save ourselves?

Scrum Masters are accountable for effectiveness of Scrum and yet many things are beyond their control. Let's unpack how to navigate this.

In the 45th Hands-on Agile meetup session, James Shore—author of ‘The Art of Agile Development’—shared his experiences with scaling “agile:” first with traditional approaches and, more recently, with FAST scaling.

In this podcast episode, PST Joshua Partogi share his personal experience in making Scrum enticing for people at the senior executives level.

Es war ein langer Weg bis zu dieser Rezension: „Durch die Interaktivität bin ich nicht nur Teilnehmerin, sondern wirklich Lernende. Kein passiver Konsum – wir haben uns das neue Wissen erarbeitet. Gespickt mit hilfreichen Tipps von Simon für den Arbeitsalltag. Langeweile? Fehlanzeige.“ – Sandra Nach über zwei Jahren und über 940 Teilnehmern in meinen Trainings und Workshops habe ich endlich den Bogen raus, wie ich Trainings in eine interaktive Lernsession verwandeln kann. Seitdem finden sich in jedem Review Wörter wie „interaktiv“, „kurzweilig“ oder „didaktisch gut strukturiert“. Wenn du weiterliest, dann lüfte ich den Vorhang und verrate dir meine Geheimnisse, wie du jede „Powerpoint-Frontalbeschallung“ in eine interaktive Lernreise für die Teilnehmer verwandeln kannst.

Understanding the “why” behind the Scrum framework can help Scrum teams improve their ability to deliver value to the organization.  We previously discussed the purpose behind each Scrum event and the purpose behind each Scrum accountability.  In this article, we’ll take a deep dive into the purpose of each Scrum artifact. 

Usable, Useful and Valuable are attributed to the Increments in Scrum and these terms should not be used interchangeably. A product cannot be useful if its not usable and in addition, a product cannot be valuable if it's not useful.

Ser mentor es ejercer la influencia, guía o dirección dada sobre una persona que quiere ser mentorizada. Y un mentor es alguien que enseña o brinda ayuda y consejos a una persona menos experimentada y, a menudo, más joven. O no más joven como acostumbra ser mi caso.

In this vlog, PST Joshua Partogi elaborates on the differences between Product Vision, Product Goal and Product Roadmap in the context of Scrum and shares how the Product Owner can use it to gain competitive advantage in the market.

📖 Ein neuer Satz von Fragen zur Sprint-Planung ist jetzt verfügbar; insgesamt gibt es jetzt 73 Bewerberfragen. Bislang wurde dieser Leitfaden für Scrum-Master-Interviews mehr als 25.000 Mal heruntergeladen.

The scrum guide has been thoughtfully crafted and frequently updated to help teams and organizations be more successful. While aimed primarily at individual teams it also speaks volumes to the type of environment organizations can create to help their teams to thrive.

An exploration of what scientific studies and a large dataset of Scrum teams tell us about the benefits of agility

Pratiquez Scrum professionnel ! Autrement dit, quelle différence entre une application mécanique de Scrum et une qui inclut des valeurs et principes qui guident toutes décisions ?

​​​​​​​Scrum Teams that understand the “why” behind the Scrum framework can better increase value delivery to the organization. Internalizing the purpose behind the events, artifacts and accountabilities of Scrum allows the team to get the most benefit from them.  In this article, we will discuss the purpose of each of the three accountabilities in Scrum.

Suppose you are looking to fill a position for a Scrum Master (or agile coach) in your organization. In that case, you may find the following 73 interview questions helpful in identifying the right candidate.

Wie stehen Produktvision, Produkt-Ziel und Sprint-Ziel in Beziehung zueinander? Wie können sie einfach erstellt werden? Und wie sind Vision und Ziele definiert? Wenn du dir eine dieser Fragen stellst, dann lies weiter! Lass uns damit beginnen, die letzten beiden Fragen zu beantworten:

Reflections and findings triggered by an experience interview with Daniel Vacanti.

Indicator's of a team's health that's beyond velocity