The Scrum Guide requires that the Product Owner ensure that "key stakeholders" attend the Scrum Sprint Review, but who are these "key stakeholders"?

Is there a way to help organizations move from a Change Transformations mindset to a Continuous Change mind set?

In Jeff Haden's recent post entitled "The One Attitude Every Successful Person Has", I was struck at how aligned this attitude is with the Agile Mindset. What do you think?

Father's Day offered an annual moment for me to reflect on the journey of a humble and influential man whose life was tragically cut short in 2002 - my Dad. Although it has been a number of years since his passing, he contin

Recently discussing design and programming with an external programmer, he explained me his approach of defensive programming. But before going in detail of his explanations, Wikipedia help us to define the defensive programming:

The Scrum Master role can easily be misunderstood as it is harder to grasp by reading the theory; hence people often compare the Scrum Master role to Project Manager or Technical Leader. Scrum Master's primary job is to place himself in service consciously, with self-awareness, and for the benefit of his customers.

I was recently contacted by a senior executive of a mid-sized company that is evolving their product development to Scrum. He explained a situation he had been in and wanted my opinion.

Scaled Professional Scrum is based on unit of development called a Nexus. The Nexus consists of up to 10 Scrum teams, the number depending on how well the code and design are structured, the domains understood, and the people organized.

Scrum brings agility to and creates Agile organizations through the implementation of empirical process control, the process of frequent inspection and adaptation.

I’ve been witness to the start of hundreds of teams and projects. There’s a point at which, during the launch of a new team even before the first Sprint, I can tell with fair certainty whether the team will be successful or not.

History

Making a purchase can feel great when you’ve developed a rapport with the salesperson.

Do you want to pass a small test? It is very simple - please reproduce in the exact sequence literally four values of ​​Agile Manifesto.

An analogy I can think of is... I want my dart to hit the dart board, and not necessarily the bull's eye.... as it calls for a lot of details which apparently is missing during estimation.

In his book Good to Great, author Jim Collins asks the reader:

 

“To win in the marketplace you must first win in the workplace.” - Doug Conant, CEO of Campbell’s Soup

A program team of over 40 people decided to move to Agile from their traditional development practices. The program was old and had been in existence for over 6 years.

Do you hold the job title of Scrum Master in your organization?

To imbibe Agility in an organization which is a state of high responsiveness, speed, and adaptiveness organizations should promote a new organizational culture of openness, transparency, respect for people, constant learning, improving, and constant ad

When reading the role of the Scrum Master in the Scrum guide, one of the core competencies is to facilitate meetings.

In this short video, I explain the challenges of scaling Scrum and how to create a Nexus™ to manage multiple Scrum teams to deliver an integrated increment every Sprint.

EMBARRASSING DISCOVERY

Dear Scrum Master!

“Eventbrite Order Notification” – This is probably one of the best mails I receive as a ScrumTrainer It usually means I have another student with whom I can share my p

Years ago I was complimented on “improving the group dynamic” by bringing in a cafetiere for the my agile team to use.  We developed a bit of a ritual around this object.  One person had made it clear that the kettle needed to be left to cool

"Agile" (the label) is all over the place. Who would have guessed in early 2001?

Have you ever been in a meeting where you felt afraid to share a difficult and truthful statement? Was "the obvious" in the room the whole time, but no one would speak up and talk about it?

I always spend time during training classes thoroughly covering the concept of Definition of Done, sometimes abbreviated “DoD.” As a concept it’s fairly eas

Are you a Manager that believes in the power of Scrum? There is a difference between thinking, believing and knowing. Don't miss out on a huge opportunity to become the next market leader in your space.

File this one under: “how do you do Sprint Reviews when you have lots of teams?”  Indeed, the traditional presentation format gets long, boring, and ineffective when you have more than a handful of teams presenting at a Sprint Review.

One of the favorite activities of HR departments seems to be herding people into teamwork trainings. In these trainings they will have endure learning about all sorts of ideas related to teamwork. Most of them with no scientific validity. Learning to give feedback to other team members has its sure place in sessions like these.

As people and organizations grow and mature their implementation of Scrum, they regularly check with us at Scrum.org about particular points of interest. Recently we have seen an increase in the need for help and inspiration in scaling Scrum and in ways to educate and assess Scrum practitioners.

This blog is part of my series on “Agile Trojan Horses – Covert Appetizers for Agile Discovery”.

The ability to create high-quality and attractive flip charts is one of the basic skills of any facilitator.

Young Jimmy is in 3rd grade.  He's constructed an immaculate paper-mâché volcano.  It took every spare minute of the last to weeks to make.  His mom carefully loads it in the back of the minivan.

Starting a team new to agility on their first sprint is one of my favorite and most rewarding things to do.

If I had a penny for every minute I sat in a meeting where teams argued about what was and was not “Agile” I would be a gazillionaire by now. Sometimes, the most vocal and dominant voices are the least aware of the fundamentals of Agile.

A team that I work with decided one day to improve the general mood in the team. A member of the team (David) bought the Snakes & Ladders board game for the team.

In the book Scaling Up Excellence by Sutton & Rao, they discuss two different ways to think about scaling: the “catholic or budd

Are you considered a leader in your organization? Do you spend your day at the top of the tower or in the trenches?

[Author’s note: I will be a Scrum Day Dallas on 27 March 2015; a great opportuni

Watch a video version of this blog or scroll down to read a text version…

Setting up an enterprise-scale agile department with 200 developers working towards the same vision will ensure you are invited to speak at all of the most prestigious conferences, but is there a simpler solution?

Are you part of a Team in the workplace? Odds are the answer is "yes". Do you observe other Teams in your organization doing inspiring work and wonder how they do it?