Scrum is a purposefully incomplete framework. Consequently, it needs to be augmented with tools and practices to apply its theoretical foundation to an organization’s business reality: what problems shall be solved for whom in which market? Moreover, there is an organization’s culture to take into account. However, the intentional “gap” is not a free-for-all to accept whatever comes to mind or is convenient. Some tools and practices have proven highly effective in supporting Scrum’s application and reaping its benefits. And then there are others — the Scrum trap.
Let’s look at what practices and tools for collaboration and team building are not helpful when used with Scrum.
In this article, I explore the pitfalls of ‘The Illusion of Velocity’ in agile contexts, peeling back the layers of traditional metrics as leadership tools. Moreover, I point to the advantages gained from leadership engaging directly with teams.
Understand why servant leadership and practices like the Gemba Walks are crucial for coping with complex, adaptive environments toward actual progress. Moreover, get an idea of how to start flipping outdated hierarchies and embrace the natural rhythm of productivity and innovation.
Can we or should we change Scrum, or is it a sacrilege to tweak the ‘immutable’ framework to accommodate our teams’ and organizations’ needs?
Not so fast; don’t just dismiss augmenting Scrum as leaving the path, contributing to the numerous Scrumbut mutations, giving Scrum a bad name. However, in our rapidly evolving business landscape, sticking rigidly to traditional Scrum by the book could be a straightjacket stifling innovation, user focus, and adaptability.
From ensuring cultural compatibility to facing technical debt challenges and emerging technologies, discover ten compelling reasons why augmenting Scrum isn’t just okay—it’s necessary for modern teams.
Read on to discover when and how to adapt Scrum responsibly without diluting its essence.
by Stefan Wolpers|Agile and ScrumAgile TransitionVideos
TL; DR: Hands-on Agile #52: Jim Highsmith & the Agile Manifesto
On August 17, 2023, we had the opportunity to interview Jim Highsmith about his path to agile product development: From Wild West to the co-authoring the Agile Manifesto.
Stakeholders often revert to resistance to agile transformations due to fears about job security, perceived loss of control, comfort with established practices, and misconceptions about Agile.
However, we can help: Agile practitioners can ease the change process by employing techniques such as empathetic listening, co-creating the change process, introducing incremental changes, offering targeted education, and showcasing internal success stories. Addressing resistance with understanding and respect is pivotal to a successful agile transformation.
TL; DR: The Minimum Viable Library for Scrum Masters
The Minimum Viable Library is available! Explore a series of carefully curated collections of essential books, newsletters, podcasts, and tools to elevate your agile expertise.
Read on and learn how the recommendations for Scrum Masters cover a wide range of topics, including Scrum, servant leadership, customer value creation, coaching teams, improving team dynamics through Retrospectives, and navigating agile enterprise transformations.
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