Scrum “by the book” is very simple and it’s a great place to start, but teams that want to get outstanding results understand the journey has only just begun. The three pillars model can help your team on this journey by allowing you to maximise the effectiveness of each part of Scrum.
The three pillars of Scrum are transparency, inspection and adaptation. They can be used to “inspect and adapt” your Scrum implementation and set you and your team on the path to really excellent Scrum.
Measuring Agile Transformations Organisations run their agile transformations with teams staffed with trainers and coaches. They often track the progress of their work through the numbers of teams trained, coached and up to speed (sprinting). This is not without value, but at best, these are leading metrics for something much more important – the goal […]
The upcoming events will be published in the group. At the time of writing, the next event is 12th May at 18:00 BST, 19:00 CEST. There is always a lively discussion so why not bring your burning topic on agile transformation or scaling agile to the group? It’s free to join.
Here is a video of Simon Roberts’ talk “Designing High-Performance into our Organisations: What can ScrumMasters, managers and other leaders do to help every team to excel?” from Optional Conference 2015, Budapest, Hungary.
On 15 April 2015, Peter Stevens and Simon Roberts were honoured to take part in a webinar on Radical Management as part of Scrum Alliance’s program of webinars supporting the Learning Consortium. The webinar covered: Radical Management and its five main shifts Transforming organization strategy from shareholder value to something more sustainable (including customer delight) Experiences […]
Many organizations are based on a hierarchical bureaucracy with managers who practice command and control. This approach is incompatible with much twenty-first century work, which is knowledge based and best carried out in self-organized teams. Building on Steve Denning’s “Radical Management”, this presentation provides guidance on what managers should do to best support the work […]
Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. and in German: Egal was wir heute herausfinden, wir wissen und glauben ernsthaft, dass jeder sein bestes gegeben […]
In little more than a year the Stoos movement has grown from the initial four founders, to the twenty-one present at the Stoos meeting and now to a network of thousands worldwide. But little has changed in how most organisations are run. Even where approaches such as Scrum or Kanban have been introduced at department […]
The slides from my presentation in the startup track at Droidcon Berlin 2013 are here: Combining Disciplined Execution with Continuous Innovation
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