Member Articles

Enjoy our extensive collection of member-contributed articles to learn how other Scrum practitioners use Scrum in the workplace.

Read about the experiences and ideas of Agile colleagues around the world, and share your own thoughts here. You can also visit Spotlight, which features blogs by experts in the fields of Scrum, Agile, and the broader business world.

Opinions represent those of the authors and not of Scrum Alliance. The sharing of member-contributed content on this site does not imply endorsement of specific Scrum methods or practices beyond those taught by Scrum Alliance Certified Trainers and Coaches.

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5 Traps to Avoid in Daily Scrum/Stand-up Meetings

5 Traps to Avoid in Daily Scrum/Stand-up Meetings

One of the interesting and most useful practices is the daily Scrum/stand-up meeting held by an Agile team, when the ScrumMaster supports collaboration among the team members. However, there are some typical traps that Agile teams fall into. Here are the ones to avoid.

4 Strategic Steps to Optimize the Value of the Timebox

4 Strategic Steps to Optimize the Value of the Timebox

Life is a series of timeboxes. The timebox is not time. The timebox is an objective mapping to a time frame. It's not about productivity. It's about living purposefully. The value of the timebox is the value of life. Strategically, there are four steps to optimize value of the timebox. . . .

But That Trick Never Works!

But That Trick Never Works!

I believe in being pragmatic. I don't so much see Scrum as a set of rules but rather as guidelines. In short, I like to do things because they make sense. . . .

Public Bid Fixed-Price Contracts and Agile

Public Bid Fixed-Price Contracts and Agile

In public bids, you need to commit to fixed time, scope, and cost. This commitment, at its best at this stage, is a mere guess! A guess that wouldn’t stand long as change floods the project once it starts. . . .

Simple Arguments for Scrum to Support Sales People

Simple Arguments for Scrum to Support Sales People

In presentations but also negotiations about booking Scrum teams, I like the following visualization. It shows in the most simple way the advantages of using Scrum compared to traditional approaches. . . .

Delivering Epics

Delivering Epics

As a product developer and ScrumMaster, you will eventually encounter those product owners who believe that the epics they initially created carry value as a whole. They will tell you that a story breakdown is great if it's working for the team, but they want you to deliver epics, not stories, for a release. . . .

The Daily Scrum -- Get out of the Routine and into the Unusual

The Daily Scrum -- Get out of the Routine and into the Unusual

I have participated in many daily stand-up meetings that are routine and mechanical in delivery and execution. Why have the meeting? I have also participated in many daily stand-up meetings that are extremely beneficial and by no means routine in delivery or execution. Again, why have the meeting?

Why Developing Software Is Similar to Visiting a Museum

Why Developing Software Is Similar to Visiting a Museum

With the experience that I now have in software development, I realized that visiting a museum has a lot of things in common with the software development world. When we start planning to visit a museum (or some kind of art exhibition), we need to take some concepts into account. Yes, I’m talking about . . .

About Being a Coach

About Being a Coach

Here are some thoughts, based on my experience, about being a coach. it's not about technology, processes, and frameworks. It's not about teaching people how to do stuff, although it helps if you can show them a new way or help them find a solution. But that is not at all the most important thing about coaching people. . . .

The Rationale for Testers to Welcome Scrum

The Rationale for Testers to Welcome Scrum

In my experience, many organizations don't facilitate testers in making the transition to Scrum and often are not sure how to do so, and therefore many testers are left in the lurch. . . .

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