Many teams and organizations struggle to get the most out of Scrum. In a previous post “Don’t blame “agile” for existing problems” I shared my analysis why agile or Scrum itself often gets the blame. In this third post out of three I will focus on what the most common mistakes are with Scrum that lead to dysfunctional Scrum. But this time we take the perspective of the Scrum Master. Read more…
What are the most common mistakes with Scrum that lead to dysfunctional Scrum? This time we take the perspective of the Scrum Development Team.
I’ve learned and experienced that most symptoms can be traced back to not adhering to the Scrum Roles. Let’s start with the Product Owner role.
Fighting organizational impediments as a Product Owner? Combine powers and utilize the Product Owner and Scrum Master symbiosis. And create more focus at the same time.
I will make a case why the Sprint Goal should take center stage in any Sprint. If it seems difficult, it is an opportunity to improve.
The role of Scrum Master is often completely new for many organizations, and often misunderstood. So what are the responsibilities of the Scrum Master?
It’s time to take an honest look in the mirror and acknowledge that it is the people within the organization that limit agility. Don’t blame “agile”.
How effectively are you maximizing value when dependencies tell you what to do first? Dependencies impact the core of the role of Product Owner.
Changing organization structures are becoming the norm. But change management processes are painful journeys, and rarely successful. So why is this so hard?
Last year I reached a very important goal I had set for myself: I became a Professional Scrum Trainer (PST) on behalf of Scrum.org. But why was this so important to me, and how did I get on this path?