In diesem Artikel erklärt PST Simon Flossmann, wie eine einzige Person der Product-Owner-Verantwortung gerecht werden kann.

Psychologischen, organisatorischen und strategischen Gründe warum Führungskräfte das Product Operating Model unterstützen, wenn "Agile" zuvor nicht erfolgreich war.

Words shape how we understand and apply Scrum. This post brings together all entries in the ‘Scrum Guide Explored’ series, diving into the key terms of the Scrum Guide and their professional meaning. Easily navigate through the series, organized by the guide’s structure, and gain deeper insights into how these words drive value, collaboration, and agility.

In questo episodio Fabio Panzavolta intervista Alessandro Bignami, un professionista con oltre 25 anni di esperienza nel mondo del software development, di cui gli ultimi 7 dedicati all'Agile e Scrum. Esploriamo come il mindset agile sia una caratteristica naturale che paradossalmente dimentichiamo con il tempo, e come riscoprirlo possa portare a risultati sorprendenti nei progetti software.

Motivation in professional teams goes far beyond traditional incentives like bonuses or perks. Drawing from software industry experience, I explore three fundamental aspects of motivation that can transform team engagement: product connection, technical craftsmanship, and team spirit. While rarely achieved together, even one of these elements can significantly change how teams approach their work.

In Part 2 of this 3-part series, PSTs Robert Pieper and Gregory Crown focus on the importance of building trust and streamlining tools for globally distributed teams. Learn how to limit tool sprawl, foster a culture of autonomy, and set effective overlap times to support your team’s productivity.

🎙️ In questo episodio speciale, Fabio Panzavolta intervista Emanuele Vecchio, sviluppatore software e appassionato di Scrum. Scopriamo il suo percorso di adozione di Scrum, i benefici ottenuti nel suo team e le sfide affrontate. Un'intervista ricca di spunti e riflessioni sul valore dell'empirismo e dell'approccio Scrum non solo nel lavoro ma anche nella vita.

If Product Owners fail to maximise the value produced by the team, the entire product development can be derailed. Failing to understand and validate value leads to the team missing the intended goals.

🎙️ In questo episodio, Fabio Panzavolta intervista Luca Giancristofaro, ingegnere dell'automazione con esperienza nello sviluppo hardware e firmware. Scopriremo il suo percorso di adozione di Scrum in un contesto di prodotti fisici, le sfide affrontate e i benefici ottenuti nel passaggio da un approccio waterfall a Scrum.

There’s a persistent myth out there that a Product Owner should only support one Scrum Team. The idea behind this is that having more than one team will stretch the Product Owner too thin, leading to burnout and unnecessary stress. But that’s actually a huge misconception!

Working across multiple time zones poses unique challenges for Scrum Teams. In this Part 1 of a 3-part series, learn strategies from PSTs Gregory Crown and Robert Pieper to ensure your global team stays connected and productive.

The Agile Product Operating Model (APOM) is a natural progression for your agile transformation. It provides an ‘in-between’ stage between the whole enterprise change and delivery team change with the idea of products. By aligning to products, you can incrementally change the organization, allowing each product group to adopt a different operating model. Of course, that comes with some challenges, including how products are funded, comfort in parts of the organization operating differently, and where authority and decision-making reside.

This article uncovers the psychological, organizational, and strategic reasons behind this seeming contradiction, exploring what motivates leaders to believe that a new approach will succeed where others have not.

In diesem Artikel gibt PST Simon Flossmann 3 Tipps, wie Product Owner besser ihre Meetings moderieren können.

🎙️ In questo episodio Fabio Panzavolta legge la Guida Scrum, il documento scritto da Ken Schwaber e Jeff Sutherland che definisce il framework Scrum. Scopriremo la teoria, i valori, gli eventi e gli artefatti che compongono Scrum, direttamente dalla fonte ufficiale tradotta in italiano.

In questo episodio Fabio Panzavolta esplora l'empirismo, uno dei pilastri fondamentali di Scrum. Scopriremo perché l'approccio empirico è essenziale nella risoluzione di problemi complessi e come si differenzia dall'approccio predittivo tradizionale. Vedremo anche come questo pilastro si integra con i tre elementi chiave: trasparenza, ispezione e adattamento.

In questo episodio Fabio Panzavolta esplora il Lean Thinking e la sua profonda connessione con Scrum. Scopriremo come questi due approcci si completano a vicenda e come il Lean Thinking influenza la cultura aziendale, l'eliminazione degli sprechi e la creazione di valore per il cliente.

Value isn’t one-size-fits-all—it’s unique to each person, team, and organization. Explore how Scrum helps generate value and consider what truly matters in your context.

Die Fallstricke einer oberflächlichen Product-Operating-Modell-Transformation

In my experience, if you have correctly defined the product (or product family), the Product Owner inevitably becomes someone at the Board−1 or Board−2 level (in the worst case). But now that you have a real Product Owner on board, a new problem arises: this person is incredibly busy. How can you relieve their workload? Through delegation. And delegation can be done either to the teams or by creating a Product Owner Team.

In diesem Artikel erklärt PST Simon Flossmann den Entwicklungspfad für Scrum Master

In questo episodio, Fabio Panzavolta esplora le differenze fondamentali tra Agile e Scrum, partendo dalle origini storiche fino alla loro applicazione moderna. Scopriremo come Scrum sia uno strumento pratico per implementare i principi Agile e perché questa distinzione è cruciale per le organizzazioni che vogliono migliorare il loro modo di lavorare.

Let me start by saying that I am not demeaning the Scrum Guide in any way. Teams are empowered - with Scrum - to respond and adapt to complex environments in ways that would have been impossible before. That being said, the Scrum framework "just" guides the interactions of the Scrum team itself.

If you’re leading your organization’s journey from Project to Product, Product Operations capabilities is one area you should be learning about and thinking through as part of the structure of your Product organization.

Is Continuous Deployment a bragging right or a game-changer? 🤔 CD isn’t just about speed. It’s about closing fast feedback loops to adapt quickly, learn from real user interactions, and drive outcomes. Without it, product development often becomes a guessing game, relying on assumptions instead of data.

Gut feelings and intuition might be spot on, but they can be fraught with biases, personal preferences, and wrong heuristics. Agile Coaches and Scrum Masters would be wise to use a more data-informed, evidence-based, and scientifically validated approach to improve team and organizational effectiveness.

In questo episodio Fabio Panzavolta approfondisce il concetto dell'Incremento in Scrum, uno degli artefatti fondamentali del framework. Esploriamo come rappresenti una pietra miliare verso il Product Goal, le sue caratteristiche essenziali e il ruolo cruciale della Definition of Done nel garantire la qualità del prodotto.

A common question for newcomers to Scrum: Can the Tasks of the Sprint Backlog Be Modified Mid-Sprint?

Product Managers and Product Owners frequently have to balance market needs, user experience, customer outcomes, and technical feasibility. However, the financial point of view in product development is equally important but often gets overlooked.

Managing the Product Backlog is about understanding what’s most valuable to be worked on next, fostering transparency, and maintaining flexibility to adapt to changes.

In questo episodio Fabio Panzavolta esplora lo Sprint Backlog, un artefatto di Scrum che comprende lo Sprint Goal, gli elementi del Product Backlog selezionati per lo Sprint e il piano per la realizzazione dell'Incremento. Scopriremo come questo strumento supporta l'autogestione del team e contribuisce al successo dello Sprint.

We are often told that getting to “yes” when asking a question is a powerful negotiation technique. That much is true but asking questions that lead to “no” can really tease out conversations and help to understand why a certain position is held by someone.

Accountability. It's a word that can strike fear into the hearts of many. But it's not about blame or shame. It's about owning your commitments, delivering on your promises, and creating a culture of trust and transparency.

The Pitfalls of a Superficial Product Operating Model Transformation — Are We About to Repeat the Old Mistakes?

In diesem Artikel erklärt PST Simon Flossmann, warum es in Scrum keine Definiton-of-Ready gibt.

The Product world is giving up on Agile. What's going on?

Crafting a compelling product vision is an essential step in guiding your product’s development and inspiring your team. Using the right tools and techniques, you can create a clear, customer-focused, and emotionally resonant vision. Remember, a good product vision defines where you’re going and inspires others to join you on the journey.

In questo episodio Fabio Panzavolta esplora il Product Backlog, uno degli artefatti di Scrum che rappresenta l'unica fonte di lavoro per lo Scrum Team. Scopriremo come questo "living artifact" evolve nel tempo e come contribuisce al successo del prodotto attraverso una gestione efficace e collaborativa.

In questo episodio Fabio Panzavolta esplora gli artefatti di Scrum: Product Backlog, Sprint Backlog e Increment. Scopriremo come questi elementi fondamentali del framework rappresentano il lavoro e il valore, e come sono collegati ai rispettivi impegni (commitment) che ne garantiscono l'efficacia.

In questo episodio Fabio Panzavolta esplora la Sprint Retrospective agile, l'evento conclusivo dello Sprint dedicato al miglioramento continuo del team. Scopriremo come questa retrospettiva Scrum permette allo Scrum Team di evolvere e ottimizzare il proprio modo di lavorare, garantendo maggiore efficacia e qualità Sprint dopo Sprint.

Scrum isn’t just for teams; it’s designed for anyone working toward a shared purpose. Discover how Scrum helps people, teams, and organizations generate value and solve complex challenges together.

Complex product development requires an adaptive approach. In our latest podcast, join our hosts Jeff Lee and Patrick Campbell as they dive into the tools and practices that can help you improve your product delivery, even when firmware and hardware changes are involved.

Project to Product states that product-based approaches will replace project-based approaches for delivering digital work. The book Project to Product by Mik Kersten describes this approach, comparing how BMW manages production to how a bank delivers digital products—highlighting the complexity, bureaucracy, and lack of transparency in project-based approaches. The Agile Product Operating Model (APOM) is a framework that helps organizations adopt a product-based approach. It helps organizations change mindset, alignment, and funding to support a product approach. APOM, an empirical approach, has seven characteristics: self-managed teams, learning-oriented, aligned incentives, empowered product leadership, integrated strategy, product investment, and agile governance.

In diesem Artikel erklärt dir PST Simon Flossmann, wie du 3 unterschätzte Fehler bei Sprint-Reviews vermeiden kannst

In questo episodio, Fabio Panzavolta approfondisce la Sprint Review, un evento di Scrum che si concentra sull'ispezione dei risultati dello Sprint e sull'adattamento dei piani futuri. Scopriamo come i Team Scrum possono trasformare questo evento da una semplice presentazione a una sessione di lavoro collaborativa che aumenta il valore del prodotto e il coinvolgimento degli stakeholder.

When teams first start adopting Scrum, it seems like they often encounter similar challenges.  In this article, I will address some of the common commons facing new Scrum teams and how to overcome them.

Does it make sense to aim for 100% utilization across the organization? Is that efficient? Whether it’s an ad agency, a factory, a product development organization, or any organization – it has a constraint. The constraint/bottleneck should be optimized, but other areas of the process shouldn’t aim for 100% utilization since that would create waste and overload.

Be mindful of your coaching distance. Too much distance from a team can lead to disconnection and false assumptions, while too close might block the team's growth and autonomy.

In questo episodio, Fabio Panzavolta esplora il Daily Scrum, noto anche come daily standup, l'evento quotidiano di 15 minuti che permette ai Developer di sincronizzarsi e pianificare il lavoro delle successive 24 ore. Scopriremo come questo evento del framework Scrum contribuisce al successo dello Sprint e del team.

"Its a marathon, not a sprint". I used to think that comparing a race that takes a few hours to a transformational program wasn’t representative of how hard it is to get product development off the ground. My tune changed when I ran a half marathon over the weekend.