The PMI-ACP is a money play. Pure and simple. The PMI saw the ever-increasing adoption of agile frameworks, particularly Scrum, and wanted to get in on the action. More certifications, more training, more members equal more money. Yes, even non-profits need to make money.

A Retrospective is one of the most important events in Scrum. It not only provides the opportunity to look back, but (as the 12th Agile principle said) tunes and adjusts the behavior to become more effective. However, still, it is one of the most misused Scrum Events after Daily Scrum. There have been a lot of anti-patterns observed and documented over time. Here we are going to discuss a few anti-patterns of a retrospective and how can we fix this with one of the most powerful coaching techniques: powerful questions.

Working Agreements are a simple, powerful way of creating explicit guidelines for what kind of work culture you want for your Team. They are a reminder for everyone about how they can commit to respectful behaviour and communication. In this post we’ll help you understand why these agreements are useful, and how you can help your Team create their own.

“You are not doing Scrum.” How many times have you heard that? Scrum Police are a legion. “If you are not doing `insert your missing part of the framework here OR (even better) a complementary practice`, you are not doing Scrum.”

Whether or not you should be doing Scrum, whether it applies to your environment and context, whether your organizational capacity for change is capable of absorbing the shock that the Scrum framework will inevitably introduce (and that shock, in this case, may not be necessarily a bad thing): these things are not the focus of this post.

There is a large emphasis on coaching within the role of the Scrum Master. So, we must ask, what in fact is team coaching? How is it different to 1-to-1 coaching? And how does this definition relate to the role of the Scrum Master and indeed the Scrum Framework?
A new study in 2019 examined team coaching and how it differs to 1-to-1 coaching and found that team coaching is focused on four primary issues

When I teach Professional Scrum courses and leadership workshops for women, the topic of how to influence people always comes up. Through experiential learning, people begin to see that the old way of doing things doesn’t work and that we need a new approach based on embracing change and incremental learning.

The wheel has 8 segments or spokes which represent main competency areas. Within each competency area, there are one or more competencies that an individual can reflect on. This guidance identifies 5 levels for each of those competencies.

I am an Agilist. The company that I co-founded in 1995, with almost 200 employees by the year 2000, adopted eXtreme Programming (XP) that year. My 2005 book High-Assurance Design interpreted secure and high reliability engineering practices in an Agile context, proposing a concrete answer to the question, “How can organizations build highly reliable and secure systems using Agile methods?” Since then I have helped more than ten large organizations to move to Agile and DevOps approaches.

Do you get these responses when you ask team about why do they attend daily scrum?
“I am here to find out what my tech lead wants me to work on.”
“I am here as I can’t say NO to this invite.”
“I am here to just let everyone know my progress.”
“I am here to update the scrum master.”

In the corporate world making wrong decisions can lead to negative consequences:
• Loss of customers
• Damage to relationships
• Loss of credibility
• Team member attrition
• Demotion or job loss
In fact, Jeff Bezos the CEO of Amazon is reported as saying that the trait he looks for most when promoting someone into leadership is “I want people who are right most of the time”.