My name is Peter Götz. I am an experienced software engineer. I started in 2001 and have worked in several projects and with several teams since then.

One of the key foundations of helping your business become Agile is the use of empiricism. Empiricism is the scientific approach based on evidence, where any idea must be tested against observations, rather than intuition.

Traditionally an individual is declared a ‘manager’ when having hierarchical control over other individuals.

In post one and two in this series, we discovered how emotions and behaviours are contagious and can have a dramatic impact o

Do you like drinking a

You know how when you see someone smile, you smile too? Or when you see someone crying, you feel their sadness. Well that’s because of an incredible phenomenon called mirror neurons.

Find out with a short test?

“A Scrum Master’

A fascinating recent study has shown that a single, toxic team member can create group team wide dysfunction and breakdown.

When I first started doing Scrum I was focused on project delivery. As a software professional I wanted to find better ways of delivering customer value and Scrum made total sense to me.

I’d like to offer to readers of this blog a first glimpse of my upcoming book “So You Want to Be A Hero – Soft skills at the core of Agile software development”.

Jeff Sutherland and I have helped hundreds of organizations scale their projects, enable their entire product development, and thread Scrum through their organizations. For sure, none of them were easy, and each had its own unique challenges.

I decided to conduct a Temperature Reading Sprint Retrospective after watching the video from one of the workshops of a famous American family therapist Virginia

People love stories. We love telling and listening to interesting stories. The need for this is embedded deeply by the nature. The first stories were told by our ancestors and can be seen in the preserved rock paintings.

Software is created by people; for better or for worse. That is very different from looking at software development as a robotizeable activity.

I have found that coaching managers is a different approach than with Scrum teams. While you are (most of the time) involved directly with the Scrum Team as a Scrum Master, managers are less accessible.

On more than one occasion over the years, I have encountered software development teams that are working day and night on a "challenged" project - both waterfall *and* Scrum.

There is a fundamental change in management happening under out feet that is challenging the very need for strategy. Small changes are happening every day and in ten years’ time we won’t recognise management as we have thought of it in the past.

Your plan. It will change anyway. Your detailed architecture. It should emerge. Your code. It will be refactored.

I work with a lot of companies to help them to improve their development processes and to either adopt Scrum or improve how they’re currently doing Scrum.  Lately, I’ve noticed that a fair number of companies run into problems with a certain kind of

In 1995, the first codified version of Scrum was made public.

At Scrum.org, we sometimes dare to talk about our what we do as “bringing humanity to work.” Sometimes I get reminded this idea is more than hyperbole or aggrandizing.

I am a Scrum Trainer with Scrum.org.  I work with lots of organizations to help them become more agile.  I see a lot of bad Scrum.  More than my fair share.  Sometimes I see so much bad Scrum that it makes me question why I do this.&nb

Today we are pleased to announce the release of ScrumGuides.org, a branding-free website providing the single authoritative definition of Scrum.

You need quality enablement to achieve predictable delivery for your organisation which takes effort to achieve.

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Many companies have started searching for self-organisation. That ideal or nirvana where teams can figure out how to work together effectively with limited or little direction to solve problems.

I work in the public sector as an Agile coach. One of the question I often get asked is how to estimate the size of a new project, or a new delivery, as we need to determine a budget before executing it.

Scrum.org holds a consistently high quality bar for our instructors. The result is a tremendously mature and capable cadre of experts working together to realize our shared mission of improving the profession of software development.

Does your company culture resemble Survivor? Do you have a culture in your organisation where individuals that help others are considered slackers for not getting their own assignments complete?

Back to basics

One of the important event in Agile this year seems to be an argument around Test Driven Development (TDD). More precisely, high profile personalities in our industry debated against the statement "TDD is dead".

Did you know that the DOD has made it illegal to do waterfall? For the first time in many years the Department of Defence (DOD) in the United States had made a major update to its procurement rules.

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Gathering the metrics for Evidence-based Management in software organisations can be a strenuous task and I have a number of customers that are fretting on what to collect and from where.

As a Agile coach, I refer to a few tools to help me think about where my Scrum teams should go next on their path to Agility.

Recently I gave a talk on the ScrumDayEurope 2014 conference.

 

A few weeks ago I headed out to the Scrum.org offices in Boston to participate in training to hone my skills as an Evidence-based Management Consultant.

Story Points - An Introduction

Collaboration is the key to successful agile product development. A community of practice is a technique that helps us achieve this.

The Scrum.org blog is branching out to include our entire expert community! Now, readers will get more than the occasional formal article.