It’s been so exciting to hear so much positive feedback and interest in the new Scrum.org Kanban Guide for Scrum Teams and the ac

Working as a Scrum Master I asked myself... "How do I know if my team are demonstrating the Scrum Values? What can I use to show their current state?"

In this series, I want to Introduce some helpful tips for Scrum Masters on “Systems Thinking” - a diagnostic Tool and a disciplined approach for examining problems more completely and accurately before acting.  Lights on! Camera ! 

I’m lucky enough to work with different teams on a regular basis. In some cases, these teams have been doing scrum for years. These teams have become highly proficient when it comes to the events in Scrum.

This is second part in the series of tools that I have found useful in my role as Agile Coach – Timeboxing.

You’ve implemented Agile into your organization and hired professionals with Agile experience on their résumé to back it up. Yet, something is still not right. The gains that Agile promised don’t seem to be coming to fruition. Delivery times aren’t faster than they were before.

Work is complex, and to honour the empirical approach is harder. It requires trust, in order to be transparent. To enable the responsiveness that agile promises there needs to be discipline and rigour.

Simon Sinek in his book „Start With Why“ talks about the importance of knowing why we are doing things before we think about what and how to do it.

As an Agile Coach, you frequently encounter situations which demand quick thinking to get things moving in the right direction. Over time I have found few techniques which come out handy and always keep these in my playbook in case need arise. This is first part in the series of tools that I have found useful in my role as Agile Coach

Try organizing a party in a “Yes, but…” atmosphere. The result is probably a zillion obstacles identified, but no party.

TRIZ is a facilitation technique to stop counterproductive activities and make space for innovation.

In everything we do there should be some value - some importance in what we do. If not, then why do it?

"The most important metrics are: did we execute the way in which we said we would, and did we deliver the value to the business that we had promised?" - Jamie S. Miller

Chris is a true example of an new type of leader. Not because he is a great speaker, nor because he has a big vision or has world changing ideas. Just because of one seemingly simple skill. A skill which is very hard to master. He recognizes the defining moments when he has to live the ambition. He knows when he has to lead his people by entering the 'battle' first. Let me tell you why.

Is it possible to use Scrum with Kanban? After a year of exploring the idea and working out the details, our answer is yes. Get ready to make your team stronger and more effective.

Today we announced a new class Professional Scrum With Kanban. This class helps teams practicing Scrum to apply the practices of Kanban without breaking Scrum. It shows how visualization and flow are great partners in delivering Done software and how Scrum with Kanban helps teams become more professional.

Scaling is a popular strategy these days: scaling innovation, scaling agile, scaling whole organizations. But scaling can easily undermine agile principles like focus and minimal viable product, and the abilities to deliver, learn quickly, and pivot decisively when required.

The Scrum Master role is a new one and is often misunderstood by teams and organizations implementing Scrum. When I work with organizations, often I see Scrum Masters role is not taken very seriously,

I have recently been helping a new Scrum team get started with the framework and helping them to set themselves up with the best chance of being successful with Scrum.

In this post, we address the myth that the Sprint Review is primarily an opportunity to ‘demo’ the increment to stakeholders. Although a demo certainly can be part of a Sprint Review, it fails to capture what the Sprint Review is actually about...

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.