BONUS: The Nexus Framework For Scaling Up Scrum with Simon Flossmann

The Nexus Framework has been a topic on the podcast before. In this episode, we explore critical lessons for Scrum Masters that need to work with multiple teams and large organizations with the help of the Nexus Framework. 

To know more about Nexus and how it can help your organization, visit Simon’s Nexus course. 

Organizing A Multi-Team Retrospective: A Key Scaling Tool

One of the aspects that gets shortchanged in the “scaling” frameworks and approaches is the aspect of learning as a whole organization. It is not enough that each individual team learns how to improve. We also need to help the wider organization learn, and for that, we need to be able to organize multi-team retrospectives. 

Simon introduces the idea of the “sandwich retrospective”, and highlights that we must ensure that there is a product level and an organizational level learning loop. 

In this segment, we refer to the Nexus Framework Guide and the concept of Double-Loop Learning.

Facilitating Multi-Team Planning Efforts: The Key Steps

Knowing how to help a single team is not enough when it comes to helping a set of teams succeed with planning the next increment. The “Nexus” (a group of teams working on a product) planning requires different tools to help eliminate and account for possible dependencies. One of the tips Simon shares is that of ensuring that refinement is done together with multiple teams and before a big room planning event, where multiple teams come together to plan their product increment.

In this segment, we talk about what works when helping multiple teams plan and sprint together, and how to facilitate the refinement when multiple teams are involved. 

Focusing on Product Development, not Organizational Development

Every scaling framework has a different focus. In this episode, we talk about what is the reason behind Nexus’ approach to scaling Agile and differentiate Nexus from other frameworks that may focus on organizational changes, while Nexus focuses on the Product Development aspects, not on the organization.

About Simon Flossmann

Simon helps teams effectively use Scrum and an agile mindset to deliver products and services that matter! As a Scrum Master and Professional Scrum Trainer, licensed by Scrum.org, he supports teams and organizations of varying sizes in a wide range of business domains, like automotive, home appliance, energy sector, federal government agency, and insurance.

You can link with Simon Flossmann on LinkedIn and connect with Simon Flossmann on Twitter.

You can follow Simon Flossmann’s writings on this home page.

 

 

BONUS: Lean and Agile Financial planning with Maarit Laanti and Rami Sirkiä

The financial processes of companies can defeat their own efforts to become more agile. It’s simply impossible for an organization to be adaptable if their project processes require all projects to be specified up-front and funded months ahead of their starting date.

Tackling the financial process changes in our organizations is one of the make-or-break aspects of helping organizations become Agile and adaptable.

In this episode, we talk about Lean and Agile Financial Planning (PDF article download), an approach that tries to adopt Agile and Lean thinking in the funding and financial processes of an organization.

The reason why Lean and Agile Financial planning is a core aspect of Agile transformation in enterprises

Continue reading BONUS: Lean and Agile Financial planning with Maarit Laanti and Rami Sirkiä

How to scale up the Product Owner role: tackling the role with the help of the whole team

When a product grows and becomes a success, so will the demands on the Product Owner.

There will be more stakeholders interested in the product, which leads to more meetings. The number of teams developing the product will grow, which will increase the number of meetings and daily questions to the Product Owner.

The more successful the product becomes, the harder it is to manage that product with one single Product Owner.

It is no surprise that most successful products seem to be constantly affected by the lack of time on the part of the PO. However, that’s not the only cause for a PO to be pressed for time. In smaller companies that are adding products to their offering, we often need to start working on a new service or product before a new PO can be hired. On top of that, the knowledge that is already in the PO’s head will be hard to transfer to a new PO, so hiring more Product Owners may even be the wrong thing to do.

Read on for more details and the full article download.

Continue reading How to scale up the Product Owner role: tackling the role with the help of the whole team

Antti Tevanlinna discusses how to scale agile software development

How to scale agile software development? is a question we hear often these days. Antti describes his experiences, how long it took him and his colleagues to get it right, and what they learned in the process. Scaling agile software development isn’t easy, and it is important we learn about what has failed in the past.

About Antti Tevanlinna

scrum_master_toolbox_podcast_Andy_Deighton Antti is an agile practitioner, who got started with agile in my own very first Agile project way back in 2004. He’s been through all kinds of roles, from team member, to management, to customer-facing roles.
You can connect with Antti Tevanlinna on twitter, and check Antti Tevanlinna’s blog.