Typical false dichotomies in multi-team Scrum During the past weeks, I had several conversations with people and noted typical false dichotomies like a team member is either a generalist or a specialist, whether a team is either co-located or working
Organizations typically focus on improved collaboration within teams, yet they do necklet the potential of improved inter-team collaboration. For an organization “being agile” instead of “doing agile”, it is crucial to apply organizational design thinking and systems modelling to optimize the whole organization for agility and provide the surrounding conditions for the teams’ collaboration.
Successful agile adoptions require that there is a real need for change, and that the senior management is willing to lead and support the change. Cross-functional, cross-component, autonomous, real teams are the key to building an agile organization.
Why experiments are the key for your organization Managers and leaders, do you believe in “best practice”, belittle the idea of experiments, have you implemented solutions that didn’t last, or are you afraid of failure? Let’s explore the possible ways
How many Product Backlogs and Product Owners are needed in Scrum with many teams? In an organization with only one Scrum Team, there is one Product Owner (PO) and one Product Backlog (PB). How does it look like when your
Will “copy/paste scaling” of Scrum work? The most often observed scaling approach I have seen: “copy/paste” (aka multi-Scrum team). Will that work? I doubt it! Look here in MJ’s video what happens if organizations do that. There is a systemic