Previously, I have described some challenges with the Evidence-Based Management implementation. There are plenty of challenges regarding the process of applying Evidence-Based Management, there are also great results.
We have now launched a new Scrum.org course – Professional Agile Leadership – Evidence-Based Management (EBM), and it is an exceptional occasion to share my experience with implementing the framework.
People in organizations are often afraid of running experiments. I have observed ca. 70% of people responsible and accountable for products are reluctant to validate their assumptions by experimenting. There are several reasons for this hesitancy.
Recently, I have been discussing some reasons why Agile Transformation may fail or go slowly. This time I am presenting some success factors that might help your organization move towards Agility.
Based on my experience working in Agile environments since 2010, I did some research and general observations on the topic. Regardless of the business domains or product area, there are some common rules that may devastate your efforts towards Agility.
A significantly increasing number of companies strive for Agility. They intend to progress with Agile Transformation.
Based on my research from several dozen organizations, what might prevent them from benefiting from the Scrum (or just an Agile mindset) is lack of Transparency. In these circumstances, any change seems to be impossible to proceed.
Product development in a complex environment always poses some risks due to their unpredictable, uncertain nature. There are numerous types of uncertainties like business, market, technology, architecture, integration, currency, financial, marketing and hundreds more.
Facing a large number of risks while delivering products seems to be a standard. And it is. It is common and natural. All we need to do is to manage risk.
In this video I discuss what is Evidence-Based Management and explain the concept by using some examples. You may want to introduce EBM to your organization. If so, this recording might be useful!
This video presents my speech about “How organisations prevent themselves from being Agile.” I provided this talk for the virtual conference ScrumDay Ukraine on May 2nd, 2020.
In this video I am discussing the Product Owner role. What should be the focus? What is the most important?
Agile In The Spotlight is the brand new channel on YouTube. Topics are mostly related to Agile, Scrum, Scrum Master, Product Owner, Agile Leader, Lean, Kanban, User Experience and Business Agility.
From my experience and observations, my concern is weak understanding that the Evidence-Based Management (EBM) framework is empirical. It requires transparency, frequent inspection, and adaptation. Some organizations proceed with the initial evaluation and then drop the idea. Measuring once and making some decisions is not enough! No promises that this would work.
I was inspired to write this article by you, my dear customers and students!
Many of you were asking me about Evidence-Based Management; for some of you, I serve as a consultant to help you implement the framework in your organizations.
The most straightforward answer would be – value, of course!
But how to reach it?
Until today we were accustomed to leading/attending classes in person. Due to the extremely complex situation we experience in terms of pandemic, we needed to adapt with the speed of light. The opportunity for us is to learn something new that may benefit in the future.
Having had an opportunity to teach people certified Scrum.org classes in many countries, I noticed that there are some language pitfalls and traps. The situation concerns non-native English speakers and our assessments. While taking the assessments, people are confused with words, browsing dictionaries, looking for meaning. There is no spare time for this activity! Our Scrum.org assessments are timeboxed, time goes by so fast!
While working with plenty of Scrum Teams and teaching Professional Scrum Product Owner classes, I observed a similar anti-pattern regarding Product Owners, which resembles anti-patterns of Scrum Masters who are not empowered.
In this Scrum Tapas video, Professional Scrum Trainer Magdalena Firlit discusses ways that leaders in organizations can help their teams learn and grow. She provides a few tips and thoughts for helping with better engagement. This is the third in a three part series.
In this Scrum Tapas video, Professional Scrum Trainer Magdalena Firlit discusses ways that leaders in organizations that are trying to improve their agility can support their Scrum Teams and help them to be more successful. This is the second in a three part series.
In this Scrum Tapas video, Professional Scrum Trainer Magdalena Firlit describes what it means to be a leader within an organization that is acting in an agile manner and things that they should understand and look out for. This is the first in a three part series.
Through my professional experience, while serving my customers, working with Scrum Teams and training people in Professional Scrum, I have observed that some Scrum Masters only work to serve the Development Team and the Product Owner.
An Agile mindset is crucial in management roles for organizations that are moving towards Agility. I observed this while working in various organizations and currently am a witness of it while assisting my customers.
