A product strategy is a high-level plan that helps you realise your product vision. It defines the product, who it is for, why people would use it rather than some other product, and the benefits it provides to users, customers, and the producer.

In this video, PSTs Greg Crown, Jason Malmstadt, and Robert Pieper explore the challenges of self-managed teams and why some struggle with self-management. They share real-life stories of teams that fail and explain the key reasons behind it. Learn about the importance of clear goals, accountability, and boundaries for successful teamwork.

A product vision is a concise and motivating statement that clearly outlines the future direction of your product. In this article, we have explored several key characteristics that define an effective Product Vision.

In diesem Artikel erklärte PST Simon Flossmann, was Product Owner bei der Strategie für ihr Produkt beachten sollten.

Gibt es agile regulierte Industrien, oder ist das ein Widerspruch in sich? Kürzlich erhielt ich eine Projektmeldung von einer Organisation, die einen Scrum Master mit mindestens zwei Jahren Erfahrung mit Informationssystemen für Reisende im Bahnverkehr und im öffentlichen Nahverkehr haben sollte. Wenn man sich die Stellenbeschreibung ansieht, scheint diese jedoch nicht nach einem Scrum Master zu verlangen, sondern nach einem Projektmanager und glorifiziertem Jira-Sachbearbeiter.

In our recent episodes, we emphasized the need to focus on business outcomes in successful Agile organizations. Once business outcomes are prioritized, good Agile coaches focus on the agile practices that support those business outcomes. In this episode, we share some concrete examples of how to do it.

I am often asked, what’s the right amount of information for an item in the Product Backlog. First, there is no “right” amount of information. And second, less is more.

Leaders and teams often face challenges that seem insurmountable, leading to inaction. This blog introduces a practical framework to navigate complex situations by focusing on what you can control, influence, and accept. By understanding these areas, leaders can break through barriers and drive meaningful change.

このポッドキャストでは、業界のエキスパートを特別ゲストとして迎え、アジャイルとスクラムの世界にふかく潜り込んでいきます。スクラム、DevOps、ユーザーエクスペリエンス、プロダクトマネージメント、コーチングなど、様々なトピックをカバーします。私、フォンテーヌグレゴリは、「アジャイルの旅」ポッドキャストのホストです。アジャイルコーチ、スクラムマスター、またはコンサルタントとして日本企業を支援しております。そして、Scrum.orgの認定プロフェッショナルスクラムトレーナーです。 今回のゲストは小牧 将和さんです。大規模なスクラムとアジャイル開発について、特に株式会社タイミーがチーム・トポロジーといわゆるSpotifyモデルをどのように活用しているかについて議論しました。小牧さんはまた、チームビルディング、組織設計、製品開発、人材育成に関する経験と知識を惜しみなく披露してくれました。

When we say that Scrum is purposely or deliberately incomplete, it's not that they didn't finish writing the Scrum guide or that they have a little more research to do before the Scrum Guide is perfect. What we mean is that Scrum is a framework within which teams work together to deliver value. It's not a rulebook. It's not a set of work instructions. It's not a set of meeting agendas or recommended practices.

Product Owner is an accountability within Scrum. If you are not doing Scrum then there is no Product Owner. However, Scrum does not clarify besides a couple of bullet points what is expected of a Product Owner and it leaves a lot of grey area for people to interpret and mis-interpret the need of Product Owner.

These criteria establish conditions for team or stakeholder acceptance, ensuring that the work meets the required standards and setting clear expectations for what needs to be delivered.

We often measure success just by looking at achieving our goals. However, this is a limiting perspective that no longer serves adaptive business and leadership.

Backlog refinement is essential for Scrum teams to work effectively, yet many teams struggle to allocate enough time for this critical activity. In this video, PSTs Jason Malmstadt, Gregory Crown, and Robert Pieper discuss strategies to optimize backlog refinement sessions and share practical tips for engaging the right participants, setting clear agendas, and preparing items effectively.

Hiring Pitfalls: Why Combining Project Manager and Scrum Master Roles May Fail in Regulated Industries

In diesem Artikel beschreibt PST Simon Flossmann 3 Fehler, die bei der Skalierung von Scrum vermieden werden sollten.

In this Responsive Advisors Lightning Round, PSTs Robb Pieper, Greg Crown, and Jason Malmstadt go over common scenarios that lead to change while you’re in the middle of a Sprint and ways you can deal with unplanned work that’s thrown your way during the middle of the Sprint.

In a recent episode of "Scrum is Hard and Disruptive," Todd Miller and Ryan Ripley discuss the provocative idea from Ken Schwaber's 2006 white paper that if the Waterfall methodology effectively meets a team's needs, it should be continued. The ultimate goal is to prioritize effectiveness and customer satisfaction, advocating for flexibility in delivery practices.

The focus of measurement shifts from predictive metrics and vanity metrics to a more transparent, empirical approach

Do you want to investigate various estimation techniques deeply? Especially, how Planning Poker is played. Here is the answer.

Für den folgenden Artikel habe ich Vorschläge aus mehr als 50 Kursen zusammengetragen, wie man die Velocity „am besten“ manipulieren kann.

In diesem Artikel teilt PST Simon Flossmann 5 Lektionen aus über 150 Scrum Trainings mit mehr als 1800 Teilnehmern aus den letzten 4 Jahren.

このポッドキャストでは、業界のエキスパートを特別ゲストとして迎え、アジャイルとスクラムの世界にふかく潜り込んでいきます。スクラム、DevOps、ユーザーエクスペリエンス、プロダクトマネージメント、コーチングなど、様々なトピックをカバーします。私、フォンテーヌグレゴリは、「アジャイルの旅」ポッドキャストのホストです。アジャイルコーチ、スクラムマスター、またはコンサルタントとして日本企業を支援しております。そして、Scrum.orgの認定プロフェッショナルスクラムトレーナーです。 今回のゲストは木原 朝美さんです。優れたプロダクトを作るために、UX Designスキル・Experience Designスキルがどのように貢献できるか、アジャイル開発の中でのデザイン活動の進め方、具体的に仮説検証をどう行うか、DesignerとNon-designerのコラボレーションの仕方など、様々なトピックに掘り下げていきます。

The PO maximises value by setting the direction for the product, reflecting the customer needs and desires in clear business objectives, assessing technical challenges, and validating assumptions.

El Proceso de desarrollo ágil puede lograr un mejor impacto en el negocio y los clientes cuando se produce una mejora de la transparencia a través del alineamiento estratégico. Esto puede partir desde la definición del objetivo de negocio a nivel estratégico. En esta ocasión les comparto una forma de ver este viaje que puede servir de referencia al Product Owner.

To help you identify when your team is deviating from the practice of incremental delivery, here are 4 red flags to watch for.

In this Responsive Advisors Scrum Lightning Round, PSTs Gregory Crown, Jason Malmstadt, and Robert Pieper explore the true skills that make a really good Scrum Master. Learn what sets great Scrum Masters apart from the rest. They will discuss important traits like leadership, influence, and managing complexity. Whether you're new to Scrum or looking to improve your skills, this video will help you understand what it takes to excel in this role.

For the following article, I aggregated exercise suggestions on how to “best” game velocity.

In diesem Artikel zeigt dir PST Simon Flossmann, wie du eine Sprint Retrospektive in 6 Schritten durchführen kannst, die langfristig den Teamzusammenhalt stärkt.

In a conversation with a new Scrum Master, I shared advice for the first 90 days on the job.

25/10 Crowdsourcing is the Swiss Army knife for workshops, retrospectives, strategic planning, vision and user story workshops; for finding and evaluating desired outcomes, product goals, process optimizations. This blogposts goes into detailed steps on how to facilitate this liberating structure in an online setup

The Product Goal serves as a compass that directs the team's work and facilitates and fosters a shared understanding among all stakeholders. By dispelling common misconceptions and embracing the product goal's true characteristics, Scrum teams can ensure that their efforts are focused, strategic, and aligned with the overall product vision.

Embrace scope flexibility, prioritizing value over predefined requirements, and utilizing feedback cycles to ensure the delivery of solutions that genuinely meet user needs and business objectives.

In diesem Artikel teilt PST Simon Flossmann 4 Feedback-Methoden für Scrum.

The Increment serves as a measure of progress and a foundation for continuous improvement, helping teams to remain focused and adaptive in a dynamic environment. By dispelling common misconceptions and embracing the true characteristics of the Increment, Scrum teams can ensure that each sprint delivers tangible value and aligns with the overall product goals.

Sin datos, las decisiones son básicamente buenos deseos con un alto riesgo de negocio. Una referencia de cómo llevar a cabo el descubrimiento y validación es el modelo Doble Diagrama es una referencia de como el proceso creativo sigue una divergencia y convergencia en este caso, para aprender del cliente en forma creativa.

The Sprint timebox helps to foster a sense of urgency that creates a low tolerance for organizational impediments or wasted effort. The Sprint timebox forces the team and the organization to identify the things that have been holding back delivery - so they can solve them.

In recent years though, Scrum adoption has expanded far beyond its original roots in IT and software development. Today, Agile frameworks including Scrum are used in Operations, Marketing, Human Resources and in product development for industries as varied as industrial microscopes, fighter jets, appliances, candies and more.

This article provides actionable insights on leveraging alignment tools to build trust, enhance collaboration, navigate risks, and maximize value creation, ultimately leading to more successful product outcomes aligned with organizational goals.

In diesem Artikel teilt PST Simon Flossmann seine Erfahrungen der letzten 10 Jahre als Scrum Master.

By dispelling common misconceptions and embracing the Sprint Backlog's true nature, teams can enhance responsiveness and work cohesively towards their goal. The Sprint Backlog is a powerful guide that, when used correctly, ensures that the team remains focused, adaptable, and aligned with the overall objectives.

Scrum is often implemented at the team level, which can limit achieving business agility at scale. Moving beyond this "team-level agility" to a more holistic approach fosters in-team and inter-team collaboration, aligning with the "second wave of Agile".

Understanding the true nature of the Product Backlog is essential for the success of Scrum and the delivery of value to stakeholders. By dispelling common misconceptions and embracing this knowledge, teams can enhance their responsiveness, prioritize effectively, and deliver maximum value to their customers.

These questions can shift the focus from solutions and features, to value and utility - useful when a stakeholder's asking for a specific solution.

Transitioning from a traditional project manager to a Scrum Master involves moving from sole responsibility for project work and reliance on formal status reports to fostering a culture of team collaboration, shared ownership, and empirical progress tracking.

Ein Blick auf eine kaum genutzte Möglichkeit der Schaffung von Werten für Kunden und Organisation.

In diesem Artikel erklärt PST Simon Flossmann seine 5-Schritte-Anleitung die Scrum Master hilft mit "abwesende Product Owner“ umzugehen.

Understanding the role of Stakeholders in Scrum is essential for the success of any product. By dispelling common misconceptions and embracing the true nature of Stakeholder involvement, teams can foster more effective collaboration, improve decision-making, and deliver products that truly meet user needs and business goals.

In the late 90s, many companies adopted a 150-person rule for organizational units to maintain manageability and cohesion. However, this approach often led to fragmented products and complex management structures, making strategic execution a challenge. Today, a new idea is emerging. Instead of splitting units by size, companies are forming dedicated product groups with full P&L responsibility, encompassing entire product families. This shift has streamlined strategic units, reduced reporting lines, and enhanced agility in responding to market changes.

Louis-Philippe Carignan joins Matt Dominici to share some data that tells us we might be starting the clock to late in our efforts to measure Cycle Times.