Looking for a short and sweet explanation of Scrum? The fact is, you can really boil it down to three key ways it can help you and your company deliver transformative results.
When it comes to decoding what exactly Scrum means for your team, Scrum Inc. COO Alex Brown says there are three main value propositions that should frame the way every executive thinks about it.
Organizations don’t magically become agile overnight. It’s a significant transition process that requires every individual to reexamine and adapt their role. And it starts with leadership answering some fairly difficult questions.
Editor’s note: This is a guest post by Scrum Trainer and Coach Kane Mar, founder of Scrumology.com and creator of Scrum101.com.
The challenges modern organizations face make Agile compelling. Who wouldn’t want more frequent releases of product? Who doesn’t want to be more adaptable to an ever-changing business environment? But too many leaders are contemplating adopting Scrum without understanding the full impact that Scrum can have on their organization, career, and goals.
Boosting productivity always starts at the top. Discover why Scrum Inc. COO Alex Brown believes there are four ways leaders need to adjust their thinking if they want their organizations to be more efficient.
Traditional leadership approaches and project management practices tend to favor top-down command and control, upfront planning, limited deviation, and executive-controlled visibility. In Scrum, the opposite is true for each of those things, which is why Scrum Inc. COO Alex Brown says software company executives must make a few big changes before ever implementing the methodology.
Scrum Inc. COO Alex Brown explains how to address one of the most common knee-jerk reactions from senior management when it comes to implementing Scrum: “We can’t do that here.”
If you’ve ever tried to convince a skeptical senior executive to give Scrum a shot then you’ve likely experienced a fair amount of pain and frustration. In worst-case scenarios, it can feel as though you’re repeatedly banging your head against the wall.
Unfortunately, anti-Scrum bias can exist, and it’s often the byproduct of poor understanding or misinformation. Typically, it boils down to one of two concerns: Either the company’s product is too complicated to fit into a short Scrum sprint, or the business lacks the manpower to perform all the testing that needs to be completed in a sprint.
Pushing for your organization to adopt Scrum? Alex Brown, Scrum Inc. COO, explains the key is to frame the conversation in terms management can better appreciate and understand.
When software companies build a product for a particular customer segment, they often start by putting themselves in their customers’ shoes. What pain points need to be addressed? Which features would be most valuable? And, ultimately, how will the product make those customers’ lives easier?
When software company teams want to encourage their management teams to implement Scrum, Alex Brown, COO of Scrum Inc., says those teams should approach that conversation the same way — by putting themselves in their leaders’ shoes and focusing in on the real value of Scrum to the company’s bottom line.
How one of the most dominant soccer dynasties in history laid the agile blueprint for how you should build and manage your team.
In the history of soccer, there have been few teams as remarkably innovative and as relentlessly productive as the Dutch club Ajax in the late ’60s and early ’70s, and, subsequently, the Netherlands World Cup national team of 1974.
This quick, no-nonsense guide answers your top questions about Scrum — what it is, who it’s for, what it takes to implement, and when you can expect results.
When most people think of Scrum and agile development, they think of software engineers doing funny things with Post-It notes. The truth is, Scrum can help transform the performance of any team, and the people who stand to benefit most are executives.
Whether or not your business has implemented Scrum, the likelihood is that you’ve at least heard the term bandied about in the office. Maybe the software development team is using Scrum to improve productivity. Or maybe the sales, marketing, and customer service teams have begun kicking around the idea of implementing it to optimize their efficiency and output.
Whatever the case may be, the reality is that Scrum can enable every team in a SaaS organization — from entry-level BDR reps to senior-level managers — to organically achieve a continuous level of improvement. And, maybe more importantly, it can also make the lives of SaaS executives who are in charge of overseeing those teams a heck of a lot easier.