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Why Being a Scrum Master Is Not About the Process?

Scrum.org

This article was first published in the AskScrum.com newsletter. Subscribe to AskScrum.com to be the first to receive articles like this. Being a Scrum Master is more than framework compliance. Scrum is a lightweight framework that helps teams and organisations to deliver value while managing complexity.

SCRUM 139
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Utilising Behavioural Science for Effective Scrum Adoption

Scrum.org

For heads of delivery, engineering or product aiming to enhance their teams' performance and efficiency through Scrum or other agile frameworks, integrating behavioural insights into the adoption process can be transformative. The Relevance of MINDSPACE to Scrum Adoption Adopting Scrum can be daunting.

SCRUM 133
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Utilizing Behavioural Science for Effective Scrum Adoption

Scrum.org

For heads of delivery, engineering or product aiming to enhance their teams' performance and efficiency through Scrum or other agile frameworks, integrating behavioural insights into the adoption process can be transformative. The Relevance of MINDSPACE to Scrum Adoption Adopting Scrum can be daunting.

SCRUM 117
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How To Spot Successful Scrum Masters

Scrum.org

TL; DR: How To Spot Successful Scrum Masters In this article, I unravel the secrets of what makes a Scrum Master not just good but amazingly outstanding. From regularly achieving Sprint Goals, delivering value to customers, and building stakeholder rapport easily, discover the traits that set apart successful Scrum Masters.

SCRUM 180
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Should We Change Scrum?

Scrum.org

TL; DR: Can We Or Should We Change Scrum? 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.

SCRUM 142
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The Scrum Trap: How Unfit Practices Will Harm Return on Investment

Scrum.org

TL, DR: The Scrum Trap 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? And then there are others — the Scrum trap.

SCRUM 152
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Value Creation in Scrum: Shift Left

Scrum.org

TL; DR: Value Creation in Scrum. As a tactical framework, Scrum is good at delivering Increments into customers’ hands. Nevertheless, there is a potentially hazardous void in the framework that successful Scrum teams start plugging early: how to figure out what is worth building—product discovery—in the first place.

SCRUM 214