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Remember the ignorance

I recently had a very interesting conversation with Steve Porter from Scrum.org. We discussed a Scrum team where developers are not pulling their work themselves. Instead, it’s a senior developer who, during the Daily Scrum, selects which Product Backlog items will be worked on that day and who will work on them.

Marcus Aurelius on how to implement Scrum

I teach participants what Agile values and principles are, what Scrum is and what it is not, about the Growth mindset, team-based organizations, collaboration, frequent customer feedback and customer value maximization. I usually get the same reaction related to Agile and Scrum, especially from people from big companies. Their concerns can be summarized as “it will never work here”:

On zero refinement in Scrum

My friend Steve Porter recently twitted on Product Backlog refinement: “Refinement isn’t an event in Scrum. It’s a concept. It’s not mandatory and there are no hard and fast rules for when and how much. Zero refinement is acceptable, as is spending a majority of your Sprint on it.

Developing TDD applications with Junit 5 – webinar video

Check out the recording of our Junit 5 webinar, where we discuss about Test Driven Development principles and the importance of developing software in the TDD style.

Why a Product Owner needs courage

I had a conversation with Steve Porter from scrum.org on dysfunctional interactions between the Product Owner and the Development Team in Scrum. This discussion reminded me of an idea that I learned from Jordan B. Peterson that real trust is an act of courage. In this post I am trying to take this idea and apply it to a Scrum team.

Questions – the main tool for managers. Part 2

Let’s continue our discussion on how a manager can successfully use questions to improve the way he manages.

When a Manager is not Agile (but thinks he is) – part 2

Let’s continue our article on how we should approach a situation where the manager is not aware he is hurting the team.

Questions – the main tool for managers

Most of you have probably heard in one way or another about “coaching.” Want to achieve more – find a coach; want to realize your inner potential – find a coach... If you search for the word “coach” on google, you’ll get a lot of links to various coaching articles. And you can find so many different coaches: a life coach, career coach, business coach, and so on... I was somewhat intrigued by the term “manager as coach” as it is directly connected with my job.

When a Manager is not Agile (but thinks he is)

Imagine you are an external Agile consultant invited to improve Scrum in a team. A product owner is a head of this department. Let’s call him Alex. Alex talks a lot about self-organization and business agility and then during Sprint planning you observe this guy suppressing team initiatives, micromanaging and in an aggressive manner avoiding their questions about the business value of Sprint backlog items. 

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