Don't get me wrong. I love Scrum. I use Scrum wherever it works. But let me be honest. The phrase "simple to understand, and difficult to master" is more than just truth. It is the perfect explanation of why some teams fall in the blasphemy of
Occasionally I become responsible for fixing dysfunctional teams on their way to agile. Often these teams are entirely misaligned with project and company goals and consistently failed to improve the process. Aligning goals and motivations is always a kind of negotiation inside the team, as well as between the team
First, I want to say a couple of words about myself. I come to these three exams relatively late, already having more than 20 years of practical experience as a project manager, program manager, and technical trainer. I chose to be certified after I start to teach quite a few
Helping agile teams to improve, I often saw one problem, especially with the teams recently migrated from old-school methods, such as RUP. In these teams, product owners are the only team members proactively involved in backlog management. Such situation contradicts to the Scrum ideology and dramatically decreases the team performance.
One of the most significant barriers between the customer and the development team is the communication barrier. Good old mature development methods such as Rational Unified Process had the whole discipline and the designated role responsible for establishing clear and effective communication with stakeholders. Unfortunately, many Scrum teams that aren&
With the recent disturbing news about the coronavirus, many companies sent their employees to work from home. So quite a few of my fellow managers started to move through the terra incognita of managing remote teams. I recall my hesitation when my company started the agile transformation and switched to
