In this post we explore the question; is the Covid-19 crisis the seismic shift that Product needs?

The world of work has supposedly gone Agile. Companies are now churning out software products and technology solutions at a rate that they might have considered impossible a few years ago. Development teams, for decades hindered by bad process and siloed organisational design are now working holistically within the enabling constraints of frameworks such as Scrum — with some success.

But here’s the stark reality. We’re not done yet. Not even close.

Inside most organisations, if you zoom out, take a view of…

Aww….a Panda

The Scrum Guide suggests that the Scrum Master serves the Development team by ‘removing impediments to the Development Team’s progress’ and describes the Daily Scrum as being an event where the team are encouraged to ask; ‘Do I see any impediment that prevents me or the Development Team from meeting the Sprint Goal?

I would broaden the Scrum Guide’s focus when thinking about impediments; so ‘removing impediments to the Development Team’s progress’ is reframed as something like;

‘removing impediments that prevent your group, organisation, or team from reaching their defined goals.’

This definition encourages everyone on the team (not just…

There is a lot of talk about ‘self-organised teams’ within this space we have come to know as ‘Agile’. Although this concept of self-organisation might seem simple on the surface, like many things, it is often misunderstood, marginalised, reduced, paid cursory consideration, gains limited understanding, and then is SAFely relegated to the bottom centre of some heavy framework. In this post, I am going to delve beneath the surface of this topic, remove the dust, and try and reinstate its importance as a cornerstone of Scrum and the entire ‘Agile’ philosophy.

Self-Organisation Defined

Let’s start by defining ‘self-organisation’. …

A group gathered today at the beautiful 42 acres in Shoreditch, London, for the 2nd ScrumEx of the year. As always, it was wonderful to feel part of a community so committed to making the world of work a better place. I suppose you could say that is our joint purpose — it’s how I felt standing alongside these people anyway. Again, I was encouraged by the group’s willingness to stretch themselves for this cause. How deep people will dig in the name of self-improvement, and, ultimately, to help others.

During one of the self-generated sessions, we played with the…

2019 Scrum Exchange Review

A new year means a fresh beginning. For me, it provides something of a clean slate. A sense of optimism. It’s a chance to pause, reflect, and course correct. It’s forward-looking.

At the start of this year, I made a commitment to myself to focus on my own personal and professional development with a renewed sense of curiosity and vigour — I quickly found Tobias Mayer’s Scrum Master Journey programme and a vibrant community of human beings committed to, well, just being better.

So far, this journey has taken me to various and often obscure parts of our great capital…

You may know that Scrum is based on empirical process control theory. Empiricism states that knowledge is gained from experience and that the best decisions are made based on what is actually known — no need for the crystal ball. Scrum is supported by the three pillars of empiricism — transparency, inspection, and adaption.

Most teams I work with seem to accept that inspecting plans, outputs, interactions, and ways of working frequently and then making positive changes to further enhance these things is a sensible thing to do. But, when it comes to the third pillar ‘transparency’ I’m often met…

The Right Spirit

Scrum is a framework for developing, delivering, and sustaining complex products. Scrum provides a minimum set of boundaries within which teams can work together to address complex adaptive problems, and, ultimately, unleash their innate creativity to produce products and services of the highest possible value.

Scrum could be described as a game — the rules of which are outlined in the Scrum Guide. The Scrum guide explains the Scrum roles and how each can serve and be served by the others. …

Original Macintosh Team. 1979'ish.

A Foundation for Success

So, you want to build some cool tech? That’s easy. All you need to do it assemble a few Devs and a couple of Testers, find a Product Owner with a clear vision to give the team purpose and meaning to their work, create a prioritised backlog, and bingo! A highly valuable product increment appears at the end of each sprint to the delight of your customers and the astonishment of your colleagues.

Scrum Utopia

You and your team are heroes. A 1979 Macintosh calibre team. Your team trusts one another implicitly — they’re not scared of healthy conflict and will call…

Agile Concepts that Every Business Leader Should Understand and get Behind

The world woke up to the challenges posed by the information age and started pursuing better ways of working way before I was even born (Tip: I have my own kid). Since then, a community of committed Agile practitioners, academics and thought leaders have made huge advancements in the area — helping businesses to compete in today’s fast-paced, shifting, and information-driven environment.

You’ve heard all the jargon, you’ve read a couple of blogs post, you’ve felt the pain of old ways of working, and even participated in a daily stand-up or two. But you’re thinking; ‘I’m busy?’ What does all…

Paul Marshall

I challenge and support individuals and teams — helping them find fulfilment and inspiration through better ways of working.

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