Umer was working in a project where chaos was the approach the teams were taking. Not a good way to start, especially not for a new Scrum Master. This led Umer to learn a few tough, but critical lessons about how important it is to set expectations and priorities correctly.
About Umer Saeed
Umer is a Scrum Master, joining us from London, UK, currently working for one of the largest TV broadcasters in the UK, ITV. He has 5 years experience working in Agile environments spanning across Sports, Broadcasting, Travel and Publishing.
What can 5 monkeys tell us about agile/digital transformation? That’s what Jeff was asking when he found himself in the middle of an agile transformation in an organization where some people had been working for decades.
That led to an important insight. If you don’t care, it’s impossible to change. Listen in to learn how Jeff reached that insight and what were the lessons he carried into his work as a Scrum Master.
About Jeff Maleski
Jeff is passionate about working with and building up both individuals and teams using ideas from Jurgen Appelo’s Management 3.0 and Dan Pink’s Drive. When leading project teams, Jeff strives for empirical based planning and forecasting, continuous learning, and delivering high quality software products that exceed expectations. Jeff believes in leading by actions and focusing on building relationships with others.
It is common to claim that we must user-centric, or listen more to users, or even involve users more in the product development. But Lucas has an extreme case of that message for us. Listen in to learn how being yelled at by users can totally change your perspective on what is value, and make you want to change the product development process.
About Lucas Smith
Lucas has been a developer, manager, and agile coach and trainer with Boeing. Currently works a Professional Scrum Trainer with Scrum.org and is the owner of LitheWorks. Lucas enjoys helping people and organizations improve the way they work to be more creative, effective, and efficient.
In this episode we explore a possible anti-pattern: the IT – Business conflict. It may start softly with some minor disagreements over priority, but if unchecked it can grow much bigger. In this episode we discover Michael’s own story of trying to bridge the gap between IT and Business, and also what he learned does not work. From Michael’s story we can learn how to tackle that possible conflict.
About Michael Küsters
Michael helps companies and people become more agile by providing coaching, training and consulting in agile frameworks, principles and mindset.
Michael has consulted for a wide range of companies from small start-up to international corporation, transforming teams, divisions and entire organizations. He is a seasoned veteran with Scrum, Kanban, XP, LeSS and SAFe, Lean and Six Sigma and harnesses this vast experience for his clients’ success.
Michael is a Thought Provoker helping organizations become more agile.
An untold story in the Scrum Master community is that not all of us started out as Agilists. That’s my case, and also Jeff’s case. In this episode we explore the personal transformation that Jeff went through: from skeptic to advocate of Agile in his organisation.
How this happened? A high pressure project which Jeff could not solve alone. He had to “take it to the team”, let them solve it on their own. How did they do it? With an Agile approach, of course. Because that’s what you develop when the pressure is high and you want to make sure you succeed. Listen in to learn about Jeff’s journey and how that was affected by how a team reacted to pressure to deliver.
About Jeff Bubolz
Jeff is a speaker, trainer, and agile coach. He has been a Product Owner, Scrum Master and Development Team member. Jeff has worked with enterprise companies to small start-ups. His goal is to end human suffering in organizations, by nudging people to be the change they want to see in the world.
As Scrum Masters, we need to pay attention to much more than the process we are supposed to help develop. It is usually said that Scrum has two outcomes: the product we want to develop, and the team that is able to develop it. But there’s a third outcome. That third outcome is the organization that is able to sustain the team that delivers the product! Listen in as Petr walks us through a story where pushing harder, and punishing people ultimately led to big problems. Learn how you can avoid those anti-patterns!
About Petr Holodňák
Petr has a small consulting company where he helps businesses overcome obstacles of ever-faster changing environment, growth problems, stale processes, poor performance, lacking company culture etc. Petr helps companies be more adaptable through empowering their people. Petr also does some pro-bono consulting. Recently for example for a Liberal/democratic school in Prague. His passion is introducing modern management (we can call that “Agile”) to “old school” businesses like heavy industry, manufacturing and so on. Petr wants to help build a brighter future! You can find Petr’s business at: www.cerebra.cz. You can link with Petr Holodňák on LinkedIn.
Daniel started his Agile transition a long time ago, when those adopting were mostly early adopter companies, eager to change. Today, in 2018, we are faced with more and more late majority companies. Companies that may not even be ready to start their transition, but they ply on. In this episode we review some of the challenges you can expect when working with late majority company, and help them Cross the Chasm.
Agile coach from Scrum Data since 2010. Daniel comes from a strong Business intelligence background. He is passionate about large scale product development, organisational structure and culture, being idealistic pragmatist, framework agnostic.
When we start in a new organization, it takes a while before we understand all the anti-patterns around us. And something innocent, like a manager asking for a burndown chart, can quickly spiral out of control if we don’t pay attention. In this story, Chad shares with us how sometimes, focusing on metrics and transparency can destroy trust. Listen in to learn about one anti-pattern of the use of the Sprint Burndown, and how that can quickly destroy trust in your organization.
About Chad Beier
Chad’s first experience with Scrum was in 2005 on a global team responsible for consolidating financial software. After some dark days of death march projects, he left his traditional business analyst and project manager roles behind. He is now consulting organizations as an external change agent and organizational agility advisor.
From NASA to Scrum consultant, Heidi has collected a lot of experience of how to apply Agile in diverse environments. From all of those experiences she collected many lessons about working in large organizations, distributed teams and other environments where even finding the root of a problem is difficult at best! In this episode Heidi shares some of the tools that she uses to make those problems visible, and quickly find the causes to tackle.
About Heidi Araya
Heidi is an Agile coach who has been working with remote teams since 1999. She aims to show teams and enterprises the value of a cohesive vision and mission, systems thinking, and self-organizing teams. An active member of the Agile community, she trains and speaks at events and conferences worldwide.
Adopting Agile in a co-located organization is hard enough, but when you need to adopt Agile in distributed team, things get even more complicated. In this episode we discuss how Agile adoption in a distributed / remote team can create problems that are hard to solve, unless you are ready for it. We also discuss many different tips on how to tackle agile adoption in a distributed organization.
About Felix Handler
Felix likes to bring out the best in as many people as possible by providing an environment in which people can sustainably thrive. After his Bachelor in Computer Science he wanted to develop people rather than software. He also is part of 12min.me, a movement for inspiring people.