Most of the Agile transformations I have witnessed have started like this: First, a company raises a strategic initiative on so-called Agile implementation. A large budget is allocated and a tender is arranged to purchase Agile coaching services from companies on the market. Then employees are trained, and the pilot teams start working. However, they immediately stall, because there is lots of tension between them and an old cultural landscape.

“The secret of success is to be ready when your opportunity comes” - Benjamin Disraeli  

I hear it all the time. Whether it is a consulting engagement or in a Professional Scrum Course, the desire to modify Scrum comes up frequently.

People don't always think of Scrum Teams handling customer needs. But, for a Scrum Team to have success understanding the customer is key.

This blog post will focus on how to get started and succeed with Zombie-Scrum. What do you really need to have in place? What are the tips & tricks to give your Zombie-Scrum implementation a kick-start? How to make it sustainable? This article will offer you some nice recommendations.

Just as teams benefit from diverse, multi-functional teams, at the macro-level organizations can benefit from diverse practices such as systems thinking, design thinking, Lean practices and Agile.

After experiencing my fair share of frustrating Sprint Review moments, I want to share some tips to improve the feedback you receive.

Some companies develop 1 product with 10s to 100s of people using Scrum. And they do that without adding any roles, events or processes to Scrum. They can do this because they use an organisational design that optimises for the right goals.

I have read in several Lean and DevOps sources that the Sprint events imply a kind of waste, so teams are supposed to move to a Continuous Delivery or Kanban lifecycle as they become mature.

In this blog post I'll share my view on the question "What is a Scrum Master actually doing during the day?" I will use different sources and perspectives to answer this question and clarify the title and describe a day in the life of a Scrum Master.

In part 1 of this blog, we looked at what software inventory is and why it's problematic for business.

Scrum is often called the art of the possible. This means we do the best we can with what we

This blog post will be about the question: can you rotate the Scrum Master role? With rotating the Scrum Master role I mean frequently changing the person fulfilling this role.

The Sprint Goal is an important part of Scrum. It's like a burning torch that unites the Development Team and helps it move forward during the Sprint.

The truth is, worrying about velocity is a trap: it says “we don’t care where we end up, so long as we get there fast.” That’s just wrong. Teams who measure their velocity but don’t or can’t measure customer outcomes may, quite simply, be driving in the wrong direction.

In this blog post I'll share my view on the question: Can you be a part-time Scrum Master?

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True story - happened in one of my recent Professional Scrum Master workshops. I think had just mentioned that there is no "Sprint Commitment" in Scrum, only a "Sprint Forecast".

Like many old, boring people, my favorite radio channel in the car is National Public Radio. Since I live in Dallas, TX, my local channel is KERA. Of all the shows in KERA, my favorite is a show called Think With Krys Boyd. Almost each show I listen to leaves an imprint on my mind and modifies the way I think.

The role of the Scrum Product Owner is probably the most misunderstood of the three Scrum Roles. As I look back at the different incarnations and interpretations I have seen of Product Ownership, I thought it was time to articulate the different stances I thought an Effective and Professional Scrum Product Owner might consider.

Several of us in the Kanban and Scrum community got together recently to build a bridge between Scrum and Kanban. We are writing a series of blog posts looking at this bridge from different perspectives. In this post, we present a primer on the Scrum Framework from a Kanban perspective.

Having been part of this recent activity, allow me to share with you my personal account of my first Global Face-to-Face meeting with the Trainers Community.

Although I’m generally considered to be a strong leader with the people I am privileged to serve, I am still susceptible to making mistakes.

Are you ready to escape the average and become awesome? Do you want to overcome your fears and follow your dreams? 

Pour avoir un aperçu de la perception et compréhension des personnes de quelque chose, il suffit de regarder les réseaux sociaux.

To get an insight into people's perception and understanding of something, just look at the social networks.

"Coming together is a beginning, keeping together is progress, working together is success." - Henry Ford  What do the Ford Motor company (Henry Ford, Clarence Avery, Peter Martin, Charles Sorensen), the Google team (Serg

Recently I attended training on Nexus at Scrum.org’s Boston headquarters. Nexus is based on the core principles and values of Scrum and allows companies to apply Scrum at scale while retaining the bottom-up intelligence of self-organisation.

One of the most important things to understand in modern business (and quite possibly life in general) is the concept of complexity. While we use the words complicated and complex almost interchangeable in everyday language, they mean very different things. Let’s explore my favourite model on complexity called Cynefin.

I work with a lot of companies that are learning to use Scrum as a tool for agility driver. Recently, I spotted a trend: if a Scrum Team cannot articulate their Sprint Goal, the problem quite often lies with the Product Backlog.

Ah, the Daily Scrum, so often misused as an instrument of status (see https://youtu.be/i7_RPceEIYE for a discussion). Often the way the Daily Scrum is conducted lends itself to a report of status.

We always hear athletes talking about being 'in the zone.' But you don't have to be LeBron James to feel this type of hyper-focus. Learn how Scrum teams can harness it.

Several of us in the Kanban and Scrum community got together recently to build a bridge between Scrum and Kanban. We are writing a series of blog posts looking at this bridge from different perspectives.

What makes a great team? Why do some teams achieve greatness, seeing their vision become reality, while others seem to go nowhere?

Exploring the accountabilities in a Scrum Team through a Longship metaphor.

If agility is why your organization adopts Scrum, look for more sophistication in employing Scrum. Through Scrum, teams and organizations create the opportunity of having a releasable version of product no later tha

What makes the software development work great? Obviously, technology, right... Wrong! In an interesting article in "Peopleware", authors Tom and Timothy describe how the most important aspect of software development is not technology, but people.

What is the difference between a traditional and an Agile Manager? Keep reading, if you want to learn how a manager evolves.

Have you ever sat on a bus or plane, and rather than offering the vacant seat next to you to others, you hope that no one takes it, so you might have more space.

Congratulations! You replied to the job advert for an agile position, and you’ve got an interview. Genuinely keen to work in an agile way, you know that the organization must have picked up on your credentials.

Many of those practicing Scrum mistakenly call the Sprint Review a Demo. Is it just a matter of terminology? From my point of view, the Sprint Review is the most underestimated Scrum Event, and for many companies, its potential is yet to be revealed. It is true that the Demonstration or Demo is an essential part of the Sprint Review, but it isn't the only one.

Coaching conversations typically occur in a “zone of comfortable debate.”. However, to deal with issues at their core, it’s important to enter the ZOUD: the “Zone of Uncomfortable Debate.”

“Scrum begins with Done”. The assertion might seem counter-intuitive, as though we must start by defining the end.

"It's not always easy to be a good Scrum Master. Learn some common pitfalls of Scrum Masters, and to recover from them, or avoid them altogether."

Muchas veces sucede que la comunicación no es clara cuando se quiere definir que es terminado. Por ejemplo, cuándo un usuario especifica que requiere un reporte con cuatro columnas y que la última columna tenga un total parece algo sencillo.

We talk about coaching a lot in the agile world. However, what we are actually expected to do is not usually about coaching.  We do other things.

We find this a common thread amongst our customer teams, which can be attributed to a lack of backlog refinement.

"It's not our fault! The Product Owner is responsible for backlog management, the PBIs aren't well defined."

The previous weeks I've taken some time to re-write the white paper "The 8 Stances of a Scrum Master". Given my sessions at Scrum Day London, Scrum Day Warsaw and Scrum Day Europe I wanted to offer the participants a paper with my latest insights and lessons learned. In this blog post I'll share the changes in this 2nd edition.