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Minute 3:50 - Why is pair programming so hard? Minute 11:00 - What techniques can you recommend to make Backlog refinements more interactive and effective? Minute 19:00 - How do you handle errors from Production during a Sprint Minute 25:00 - How do you measure the team? State/mood/Happiness? Improve the team’s working? Minute 31:00 - #NoEstimates what do you think about? Would the project outcome better / same if no estimation? Minute 41:00 - How do you balance workload between team members to achieve Goals? Is that the job of a Scrum Master? Minute 46:00 - How do you coach teams to see the Scrum events as valuable sessions of work? Minute 50:20 - What techniques help if the organization is reluctant to adopt Scrum? How to enable/embrace/change?

Great one ... Thanks 😊

3:03: This is a good example, some remarks to make it even clearer: - For Transparency, it would help to define specific indicators that everyone agrees on to recognize when they are 'lost'. - For Inspection, a sign every mile helps you get feedback on your state of being lost or not, up to 15 times faster in this scenario. This emphasizes the importance of regular feedback loops to identify early if you are lost. - For Adaptation, quicker feedback allows you to adjust your road trip more rapidly when going off track, which drastically improves your outcome (getting where you want, fast). :)

❤

Muito bom o painel. Obrigada!

Amazing

As always, Master Alex breaks it with his webinars and trainings at all levels and above all sharing his knowledge, thank you very much Alex.🎯👍🚀

Hello there, where can I get those 15 reasons all together ?

Absolutely wonderful way of presenting this topic, I learned a lot from you in this session! Very well thought through and a didactic gem. Love the way you came up with the different patient types and remedies.

Very inforamtive, Thank you.

I am sorry, this might be a dummy question or I have missed out something. Because I am wondering why for the first histogram the 80% is on the left of 50% to predict how many items will be delivered in 10 iterations and in the second histogram the 80% is on the right (which for me is what I am familiar with). Thus, what have I missed out on in the first histogram?. Can anyone help here? Thanks

Thank you for the great series of explanations! I appreciate the small exercises and the key takeaways at the end of the videos.

It makes sense that Scrum isn’t applicable to the entire P&G organization because context matters. The development of the “Scrum Razor” was an example of a Complex situation. Other parts of the org may be facing Simple or Complicated issues where Scrum may not be the optimal framework.

Very nice explanation

Good session, the personal experiences helped bring it to life. Thank you for sharing.

I want to appreciate this amazing content. as everybody knows, the Scrum framework solves complex problems and is purposefully incomplete. We have to make it complete at least in five areas. Hexi cards are awesome tools to combine Scrum with other things and improve our system to deliver value. and with this combination, we can design and complete our Scrum framework, collectively based on our current state and context.

Well explained

Is there any way to still obtain the Hexi cards? I was there for the webinar, but somehow missed out on how to get the file(s).

Great

Cynefin (pronounced ku-nev-in)

Thank you for this video! Im a beginner for leaning Scrum, this helps very much!

Can a Product Backlog Refinement be consider an event, like Sprint planning or/and Sprint review?

Great video, thanks Mary!

Grüße aus Dresden

Dieses Video und sein Inhalt waren fantastisch und Großartig

Cool stuff Sam

The audio on this video is terrible and makes it hard to follow. Also, it might be more engaging with slides or visuals. The talking gets monotonous and boring.

I think most of people who use scrum in their organization should hear this. till recent (which maybe I'm not recovered completely yet) I myself just playing the plan and sometimes sacrificing the team progress speed to just be a pedant for them. Now I can understand the role of it at least better than before and this video has a great point to me to be even more definite about that.

Thank you. 😄

~ A Scrum team has three accountabilities: --> Product Owner --> Scrum Master --> Developers ~ Collectively, they form the Scrum team, a cross-functional group of people typically less than 10 in size committed to achieving product value. ~ They can be imagined like a three-legged stool, with each leg of equal length, symbolizing the equal importance of each accountability. ~ There's no hierarchy between them; no one leg is more important than another. ~ Each accountability is accountable for something different, and if any of the legs were to fall, the value sat on top of the stool would fall down. ~ While each accountability separately is important, they fulfill something vital to deliver value to stakeholders. A simple summary might be that: --> The Product Owner is accountable for product value. --> The Developers are accountable for creating the increment. --> The Scrum Master is accountable for the effectiveness of the Scrum framework. ~ It's essential to understand the difference between role and accountability: a role is a job title, while accountability is a series of tasks and actions instrumental to delivering product value. Product Owner's accountabilities: --> Developing and communicating a single product goal. --> Engaging with stakeholders and users to identify requirements. --> Ordering product backlog items. --> Ensuring transparency and understanding of the product backlog. ~ The Product Owner is one person, accountable for the product's success. ~ Scrum Master's accountabilities: --> Establishing Scrum as per the Scrum Guide. --> Serving the Scrum team, Product Owner, and organization. ~ The Scrum Master is a true leader who serves the team and the wider organization. ~ Developer's accountabilities: --> Creating a plan and adapting it as needed (Sprint backlog). --> Conforming to the Definition of Done. --> Adapting their plan daily to meet the sprint goal. --> Holding each other accountable as professionals. ~ Developers are cross-functional, accountable for any aspect of a usable increment. ~The Scrum team collectively holds the accountability for creating the valuable increment. ~ The key takeaway is that if any of the three accountabilities isn't filled well or correctly, value will suffer, and the product itself will become less stable and less valuable.

Very good

Should he be emphasizing "Developers" or the development team?

Mein Tipp fürs Daily: Walking The Board und Stop starting, Start finishing Sprecht das Board orientiert an den Stories durch. Wie weit ist man? Was ist noch zu tun um die STORY fertig zu bekommen? Das erzeugt ein Gesamtbild der Story. Was jeder Einzelne macht ist nur im Rahmen der Story interessant. Jeder Person nacheinander reden zu lassen erzeugt keine guten Gesamtbilder auf Stories und den Sprint. Der Fokus auf Personen ist hinderlich. Damit hat sich unser Daily massiv verbessert und das während wir eher dürftige Sprintziele haben. Auch der PO sagt, dass er seit dem deutlich besser weiß wo wir stehen und welche Risiken es gibt.

This is a very useful explanation to "apply on the ground"! Thank you! I'm taking it to my toolbox as SM:)

gilbert was funny

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Great video but, can’t really see the board

Great interview! Please buy some Microphones next time before the meeting with these icons, precciate it, hastag no blame.

:S