Being a professional with a disability is like working two careers:  The one I get compensation for - leading organizations to adapt continuous change. The other career - managing an organization of personal support workers to allow me to have a full life. 

A friend sent me an e-mail, asking me to summarize Nexus and the Scaled Professional Scrum class. Here's the gist of what I sent in return.

Recently I worked with a new customer in Denver to help them move towards a greater degree of Scrum in their software development. The idea that Scrum is for everyone in your organisation is kind of new, but it reflects the modern understanding of the way people work, and the rejection of Taylorism and command and control.

A facilitation technique to make the purpose of your work as a Scrum Team clear.

There is nothing in the Scrum Guide that says that you can't have workflow across the Sprint boundary. I'm going to suggest that not only can you, but you should as long as you don't endanger the Sprint Goal.

Improve your Scrum events with the Liberating Structure “1-2-4-All”. Unfold open conversations and sift ideas and solutions in rapid fashion. Your Scrum events (and other meetings, events, workshops) will never be the same!

Wenn man Scrum auf einen einzigen Begriff reduzieren müsste, welcher wäre das?

Stop the traditional introduction rounds and start using Impromptu Networking. A facilitating technique to rapidly share challenges and expectations and build new connections.

Back in the early days of Scrum, the Scrum Master role was exciting. The days of the pigs & chickens, the days when being a Scrum Master was considered dangerous. In those times there was the saying a dead Scrum Master is a useless Scrum Master  And even today I still use that when selecting a Scrum Master to work with.  If you never got fired as a Scrum Master then you probably did not show enough courage to achieve breakthrough improvements.

The Sprint is one of the five Scrum events.  In my Professional Scrum Courses, this is the event that people often forget about because it is a container event, not necessarily something you distinctly schedule on the calendar.

Specify only the absolute “must dos” and “must not dos” for achieving a purpose. Ideal for creating a Definition of Done, a Minimal Viable Product or a Team Manifest.

It’s been a year since I joined the Scrum.org Professional Scrum Trainers Community. 2018 marks my fifth year in teaching Scrum. Allow me to reflect on this journey.

“I designed a defined framework for using many Scrum Teams on a single product or problem. The result is Nexus, an exoskeleton that rests on top of many Scrum Teams. Nexus provides information and management information for guiding their working together.” - Ken Schwaber

In August 2015, Ken Schwaber and Scrum.org introduced the Nexus framework to the public via the Nexus Guide, the definitive guide to scaling Scrum. Today, on January 17, 2018, we release the first update to the Nexus Guide.

According to Forrester Research, 90% of Agile teams use Scrum.[1] One reason for this popularity is that Scrum is a simple framework that promotes transparency a

During some Scrum training classes, I have been asked, can teams practice Continuous Delivery (CD) , using the Scrum Framework? The answer is a resounding yes!   Let's explore why some believe that Scrum only allows you to release at the most, every Sprint against what the Scrum Guide says.   

Diversity boosts innovation in companies in times, when the rate of outside change is high. Diversity of people across culture, gender, religion, physical ability, ethnicity and other individual differences have to offer value for the group. Diversity in teams can generate greater idea flow and help making faster and better decisions. 

In this article we’ll bust the myth that in Scrum too much time is spend in meetings. We’ll not only describe how time-consuming the Scrum events factually are, but also clarify the purpose and importance. After explaining the origins of this myth, we’ll offer some practical tips to prevent or resolve the symptoms.

Everyone building software products today aspire to be able to seamlessly update the production software in a continuous manner. To be able to deploy code without the ‘normal’ friction of process controls, reviews, test departments and committee meetings.

I often get this question when coaching or training organizations new to Scrum: “I’m a project manager. What do I do?”

Every day I wake up and wonder, “Where am I”? Where am I going?  

Do you ever influence or coach people?  How?  Do you use a gut feel approach or do you have coaching patterns that you use?  I have several coaching patterns that I step through when trying to influ

In this article we'll bust one of the more radical myths in Scrum; the belief that plans and planning have no place in Scrum.

Many Scrum Teams use User Stories as a technique for creating their Product Backlog Items (PBIs). But when the teams bring big stories to the Sprint, this causes lots of problems.

In this post, we’ll explain the Liberating Structure "Troika Consulting" and how we apply this facilitation technique within our Scrum training and coaching engagements.

Flashback to 1995, Jeff and Ken had presented their paper at OOPSLA on Scrum. People recognizes it as one of the new ways of working. Fast forward to Feb 2001, no ski resort gathering and no Agile manifesto.

Yes, you read it right, it was really challenging for me, and may be other PSTs have the same or different experience. A couple of times I thought about quitting it but because of some or the other reasons I continued.

In this post, we'll bust the myth that Scrum requires work to be estimated in Story Points. Although it is a useful technique, and used by many Scrum Teams, it is by no means the only technique. Above all, remember the quote by Esther Derby: “Estimating is often helpful, estimates are often not.”

"That's the problem with so many organizations around entrepreneurship. They're driven by metrics that don't matter." - Brad Feld

There is a frustrating misunderstanding of reality when one thinks that the Product Owner can reject a single story at the Sprint Review.

People in the Agile community must have heard or have came across this white paper multiple times.

"See it all. See it fairly. Be truthful, be sensible and be careful with language" - Henry Grunwald

Do you think people need to be forged into a T-shape? Think again. Focus on the aspects preventing people from employing their intrinsic T-potential.

In this blog post we’ll bust the myth that “The Scrum Master is a junior Agile Coach”. Effective change is driven from “the inside-out”. The Scrum Master - being part of the Scrum Team  - is in a better position to facilitate this change than an (external) Agile Coach.

Use "Shift & Share and Caravan" as facilitation pattern in Scrum for Sprint Reviews, brainstorms and involving stakeholders. Spread novel ideas across groups of any size with "Shift & Share" and rapidly receive feedback with "Caravan".

How to Teach a Scrum Team to Split Stories  

In this post I will review what's a Proxy Product Owner, why you can find so often this role in organizations embracing Scrum, and some proposals to avoid this role and achieve a true Product Owner.

As a Product Owner, you are responsible for Product Backlog management, stakeholder management and forecasting. Therefore, you will probably use a variety of tools and techniques to track progress, manage expectations and keep people informed.

Release Planning

Product Backlog Management

And after reading Jeff Gothelf’s and Josh Seiden’s book “Sense and Respond: How Successful Organizations Listen to Customers and Create New Products Continuously”, I realized that the world is full of complex problems. This got me thinking about the relationship between Scrum and modern organizations as they pivot toward becoming able to ‘sense and respond’. So, I decided to ask Jeff Gothelf… Here is a condensed version of our conversation.

Today we bust the myth that it is the responsibility of the Scrum Master to resolve all problems that are hindering the Development Team.

The Scrum Framework

Appreciative Interviews (AI) is a Liberating Structure that helps identify enablers for success in less than one hour. By starting from what goes well - instead of what doesn’t. In this post we'll share examples of how we've applied this structures within our Scrum training and coaching engagements.

As a Product Owner, you are responsible for stakeholder management. It's important that you know your stakeholders, their interests, what they need from you and your Product and how they may be able to help you out as well!

Value comes in many different forms, value is context dependent and the definition of value in a certain context may change over time! What? Yes, that's right! What 'value' is, or what it means, is firstly context dependent.

The Product vision describes the purpose of a Product, the intention with which the Product is being created and what it aims to achieve for customers and users. The Product vision describes a future state of the Product and what problems it tries to resolve or what ambitions it tries to fulfill.

I have created a little exercise that I like to use to help focus the on things we can change, or at least situations to seek out or avoid, to help focus change efforts. The essence of it is summarized in a picture. I call this the agile affinity model, and the dimensions the key drivers of empiricism.

In this post, we'll bust the myth that the Product Owner is a proxy for stakeholders. The bottom-line is that Scrum Teams become significantly less Agile when only the Product Owner communicates with stakeholders. Instead of framing the Product Owner as a proxy, we instead prefer to explain the Product Owner as the person responsible for including stakeholders in the conversation.

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!