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Failing Fast

To my huge surprise, I realized that the concept of failing fast and learning from failure is difficult for some people to accept. They always feel the frustration when I say that ScrumMaster needs to feel comfortable to let the team fail so they can learn. I wrote about it here a few times, so you most likely know it, but the goal of a ScrumMaster is to make teams self-organized. They are not their assistant nor their mothers (as it...

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Barriers of Agility

In most of the surveys about barriers of agility in organizations, you learn that the top three places are culture, structure, and leadership. There is no surprise. Organizations were designed for a different world where you can analyze the situation, plan what you are going to do, cascade the goals through the organization, and deliver it accordingly with minimum change requests, simply for the predictable world. The problem is that...

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Employee Engagement

Most of the organizations are doing some employee engagement survey nowadays. Mostly they do it on yearly basis, then it usually takes a few weeks to generate results, so then when they finally communicate the results, no one remembers the situation when they responded anymore, talk about aggregated results and then forget them for the rest of the year. Next year they compare them with the previous year, talk about it for a while and...

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Great Product Owners

Great Product Owners are not only having business knowledge, authority and time, but also a few additional skills which people often don’t expect. “Great Product Owner is a facilitator, coach, negotiator.” You will usually hear about coaching and facilitation in the connection with the ScrumMaster role. So why do we talk about Product Owners and facilitation and coaching? Can’t they just use the service of the ScrumMaster? They...

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Who is Driving a Change in the Organization

Managers are very often asking me who is driving the agile transformation and expecting some special position like VP of Agile or Chief Agilist. To their surprise, there is no such position needed. I already wrote here about Agile Organizations and hierarchy. Real Agile Organizations are flat and lean, so they don’t create any new position for a problem, issue or initiative. In Agile Organizations, we already have ScrumMasters to...

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Scaling Agile and Scrum

Understand Scrum is simple. If you don’t know what Scrum is and is not, there is a 17-page definition called Scrum Guide. If you like to know what is agile, go to the four values and 12 principles of Agile Manifesto. The agile community mostly agree on both. As scaling increase the complexity, there is no common agreement on how to scale agile and scrum. The good news is that there are many frameworks to choose from. A broad menu of...

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Agile is Not Another Project Management Method

Agile is not about new practices, processes, or tools. It’s a different way of thinking and approaching things. In one word adaptiveness. If we go next level, it’s a customer-centric value-driven iterative team approach to deal with complex problems. You need courage to do things differently, be open and transparent to allow collaboration, focus on customer and commitment to deliver the value, and have respect so you can learn from...