Scrum is a goal driven framework. And that is what I really like about Scrum. If I can summarize Scrum Guide into one sentence, it is about delivering an increment that meets the Sprint Goal.

Scrum.org is stating it: "The PSM III credential is very difficult to earn, as it is used to demonstrate the certificate holder’s ability solve advanced, complex problems in real-world applications of Scrum.

How a Scrum Master can use the “Strategy Knotworking” to help the Scrum Team turn their ideas and ambitions into reality.

El aspecto principal del desarrollo de un producto no debe ser el trabajo de UX, es importante como otros tipos de trabajo como arquitectura, pruebas, etc.

Popularized by Elon Musk, utilizing first principles thinking to solve problems in an innovative, creative, and less biased way has proven popular in the tech community.

Many years ago, I questioned myself about what makes a software product successful and what makes it fail.

How effectively are you maximizing value when dependencies tell you what to do first? Dependencies impact the core of the role of Product Owner.

In my role as an Agile coach and Scrum trainer, I get the chance to talk to a lot of Scrum Masters and teams.

I recently performed an organizational agile assessment and learned a great deal about how they served their customer’s technology needs. We investigated their technical practices, processes to develop and release, but also dug deep into how the people worked together from the people side of things.

The Scrum Guide Reordered is based on about 90 percent of the text of the 2017 Scrum Guide, extending its original structure by adding additional categories.

In this blog post, Dave West, CEO and Product Owner at Scrum.org, will explore the benefits of using Scrum for Marketing, dealing with pressures from every side of the business and using Scrum to address complexity.

Scrum provides numerous opportunities for teams to inspect and adapt their progress, including on a daily basis.

When working with teams new to Scrum, one of the questions I usually ask is, "What are your plans to describe non functional requirements (NFRs)?". Typically the Product Owner already has a good handle on functional requirements (i.e.

Conflicts are fascinating. Now, this may be the organisational psychologist in me talking, or the facilitator who senses them in the groups I work with.

What do you need to get a job done? You need the right tools and the right skills (and you might need some form of process – more about that later). But the wrong tools in the right hands is a recipe for disaster.

The Daily Scrum is an important Inspect and Adapt event for a Scrum team. Yet the purpose is often ignored and swept under the carpet by a multitude of teams.

By using an expert-less, community-driven approach, organizations are put in a position to thrive on complexity rather than being defeated by it.

The traditional approach of RFI – RFP – Review – LOI is neither lean or agile. The Lean Agile Procurement approach reduces the sourcing cycle time to days, with collaborative clarification of the product with prospective partners while reducing the risk of a poor partner and company evaluation.

Why run a Liberating Structures immersive workshop? Since the beginning of 2019, the Hands-on Agile meetup in Berlin has been exploring how to apply Liberating Structures to Scrum.

A while ago I was brushing the teeth of my 3 year old son when I thought of something.

I agree that forcing self-organizing teams to do something seems counterproductive.  However, even in that scenario, there are only a few hard and fast Scrum rules.

This video is a presentation from Agile Week Riga titled, Iterating Toward Professional Scrum.

High performing teams are the cornerstone for good Scrum. Reaching a high performant state requires time. In many cases, this time is not given to a team because the team composition changes frequently.

Who wouldn't want to achieve awesomeness at work? Great Scrum Masters help make this a reality. The world is changing more rapidly than ever, bringing with it more unknowns than known.

"You are not doing Scrum." How many times have you heard that? Scrum Police are a legion.

This is a blog about leadership: leadership in Scrum Teams, communities, and businesses. It is also a blog about personal growth and offers a complimentary “action approach” to Scrum Masters, inspired by the book The Serving Leader.

I recently started aggregating my notes, links, and references related to agile leadership to understand better what it — in the context of an agile transition — may look like.

La velocidad es uno de los temas de Scrum más discutidos online y offline. Sólo hace falta acercarse a la comunidad de Scrum Masters en Facebook para comprobar como muchas de las cuestiones planteadas están en la linea de la velocidad de entrega de los equipos de desarrollo de Software.

In this article we will investigate how an effective Product Backlog refinement can be conducted in Scrum.

This is a common question in my Professional Scrum classes. The topic of combining Scrum roles often comes up early when we are still learning the basics of the Scrum framework.  It comes up because people are already wearing two hats or are being told that they will be.

A few years ago I went to a training course given by Ralph Kimball, the “inventor” of the Data Warehouse. It was a great experience but one of the main learnings for me was something he said that applied to all teams not just Data Warehouse teams.

If you can create a vision for your Scrum Team, and you find them all aligned in the right direction, your work has a reasonably good chance at success.

Esta mañana estaba preparando una megamaleta para viajar durante las próximas semanas a Japón, México, Portugal y Alemania cuando me he encontrado el tuit que puedes leer más arriba.

Have you ever wondered - what is the value of Success? This question is not easy to answer, and everyone will have a different answer.

In many organisations I see Scrum not producing its anticipated value. The concept of value varies across organisations.

Over the last year Steve Trapps and I have been chatting to people in the Agile community, in case you haven't seen it yet here is the output from our opportunity to grab Dave West the CEO and Product Owner for Scrum.org.

Las organizaciones se enfrentan a clientes que piensan que pueden demandar lo que quieran, hay que darles lo que piden y todo se puede hacer con el nivel de presión adecuado.

For executives and for change agents who deal with executives in large contexts ...

Why not spend a part of your upcoming Sprint Retrospective to re-clarify the purpose of Scrum?

DevOps es un área de mi interés desde hace varios años. En Diciembre de 2014, en la CAS de Barcelona, di una charla en Inglés sobre la experiencia haciendo que DevOps fuera uno de los pilares de la agilidad en la DVLA -Una suerte de DGT británica-.

El Sprint Backlog suele generar bastantes dudas en cuanto a su gestión. En ocasiones se convierte en un arma arromadiza que los stakeholders, el Product Owner o incluso el Scrum Master utilizan para controlar el equipo. ¿Es esta su función?

TL; DR: Ideas on How to Improve Your Product Backlog Management Techniques Scrum is a simple, yet sufficient framework to build emerging products, provided you identify in advance what is worth building.

In this blog post, I’ll share examples of how I experienced a Developer Culture, being a Scrum Master working with Development Teams.

As CEO and Product Owner for Scrum.org I get the amazing opportunity to visit lots of different companies. Recently I spent a week in Brazil visiting some amazing companies and talking about agility.

El Nexus Daily Scrum es un evento del Framework Nexus de Scrum.org que sirve fundamentalmente para gestionar las dependencias entre varios equipos Scrum y analizar el impacto de las mismas. Este evento se usa cuando se escala Scrum y se realiza todos los días antes del Daily Scrum de cada equipo.

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

Introducing Flow is one of my favorite patterns for moving from mindless mechanical agile (Agile Theater) towards intent-driven principle-aware agility. There’s something about working on Flow that is magical in how it wakes you up to the principles at the personal, team, or portfolio level. Introducing flow metrics is a great way to do that. Visualizing the work using a Kanban board is another. But people can get hung up on their beloved Velocity… So, how do you convince your team and stakeholders to part away with their beloved velocity? with Data! Data you probably already have...

Scrum Masters, ask yourself - Are you a natural servant leader, or do you struggle to be the inspiring coach that creates high-performing teams? If you have a real desire to change and are ready for some tough self-reflection, this article may inspire you, and give you hope that you can influence major changes, by starting with things that are within your control.

Velocity, as a metric used by some Scrum teams, is rife with trouble. David's concise article highlights a common pitfall.