There are many tools out there to support a change process. So many in fact, that we often forget the humble Retrospective. The most important tool in our Scrum Master toolbox: reflect and adjust, inspect and adapt – the core cycle of change.
In this episode, we explore how the Agile Retrospective can become the engine of self-driven team change.
About Faye Thompson
Faye calls herself a Scrum Master and agile coach, and she enjoys working with teams to solve cool business problems while not being jerks to one another.
When teams start with Scrum, there’s the temptation to define and implement many changes at the same time. After all, there’s a lot of new practices to take in. However, Ilya’s suggestion is different. Listen in to learn about the idea of “one change at a time”, and how you may be able to apply it in your context.
Ilya has about 16 years experience in software development and more than 7 years experience in the Scrum Master role. On top of Software engineering, Ilya has also a background as a school teacher and military service that helps him with his Scrum Master role. Recently Ilya published a book “How to Kill the scrum Monster” that he wished he had read 8 years ago.
When a team has left Scrum to adopt another method, but is stuck, going back to Scrum may be a good approach. As they go back to something familiar they can regain their self-confidence. In this episode we explore such a story, and how Peter structured his approach to this change process, that he divides into 3 main steps.
About Peter Zylka
Peter is a freelancing Scrum Master who really loves what he does.
Peter is passionate about Agility and loves supporting teams and organizations on their way into the agile world. As a Scrum Master his goal is to enable each individual in the team to perform the best possible way and to actually understand what a team really is all about.
He starts every day with the goal to make the people around him better.
There are many possible approaches to help change stick in an organization. In this episode, we explore how a community of practice can help spread knowledge and support Agile adoption.
In this episode we also talk about communities of practice outside the organization were we work. In Paulo’s case, Agile Philippines was one of those communities that helped him. Do you have one near you?
About Paulo Rodriguez
Paulo has worked in the IT industry for 15 years. He started as a web developer for a local bank. His Agile journey began in 2015 and he’s been a Scrum Master for 3 years. Paulo is also a Certified Professional Scrum Master from Scrum.org (PSM I).
As Scrum Masters we focus a lot of our time and attention on the work with the teams we support. Ultimately, however, the managers of those teams have a great influence on what the teams do, how they act and how they apply Agile in their day-to-day work.
In this episode we explore the role of the manager in an Agile transformation and talk about how the Scrum Master must take into account how the managers influence the teams, and address that influence directly.
About Claudia Toscano
Claudia is an Agile Coach and Scrum Master since 2014, she in charge of the Agile Transformation at EPM with a team of 5 other people. Agile and being Mom are the things she enjoys the most.
We often work within environments where the “vanilla” Agile approaches are insufficient. In this episode we explore what happens when more traditional organizations are adopting Agile. We talk about the role of the Product Owner in traditional organizations and the critical role that the Scrum Master plays in supporting the Product Owner.
In this episode we discuss the importance of Pilot projects in traditional organizations and what we can do to make sure they succeed.
About Darryl Sherborne
Darryl is an IT professional specialising in Kaizen (continuous improvement), Agile delivery and coaching, Lean Thinking implementations and more recently applications of DevOps and Data Science. Darryl can also be found singing in rock/pop choirs, and watching or reading anything in the realm of Sci-Fi / Marvel.
As an unlikely Scrum Master Jem went through a journey of adapting to a new industry, and a new role. In his eagerness to bring value to the organization and teams he worked with he focused on taking on more responsibility. But is that a good idea? What happens when the Scrum Master also takes the Product Owner role? Listen in as we discuss the anti-pattern of the Scrum Master that is also the Product Owner.
About Jem D’jelal
Jem trained to be a social worker, but ended up dropping out & joining the dark side instead : investment banking 🙂 In a funny way, Jem was led back to his passion – helping people. This happened when he was introduced to Scrum in 2006, and has been a career Scrum Master since. He calls himself “nomadic”, having had almost 30 roles in 10 + years. He does say that he will be searching for a home at some point. Some of Jem’s other passions involve running, a part time mentoring charity for repeating youth offenders in North London & callisthenics.
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.
Why do we have daily meetings? Why do I need to be involved with the team every day? Why can’t I just give you the requirements document and concentrate on other tasks?
This blog is part of Module 2 of the Coach your Product Onwer v2.0 video course.
The Anti-Patterns When A Product Owner Is New To The Team, The Product And To Scrum
These are just some of the questions that Product Owners that are new to Scrum will ask. But sometimes we need to onboard Product Owners that are new to Scrum, new to the Product and new to the team. That’s not an easy task.
The Product Owner may not have any technical knowledge of the product or the understanding of the business the product supports. When a Product Owner is new to the team, and the collaboration habits have not yet developed. For example, he may be tempted to just go away and write all the User Stories in isolation or with a Business Analyst, and never involve the team. Which later leads to the “tell the team what to do, and disappear” anti-pattern. Continue reading Product Goal-Setting: How Scrum Masters can onboard a new or beginner Product Owner