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	<title>people | Scrum Agile Project Management Expert</title>
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	<title>people | Scrum Agile Project Management Expert</title>
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		<title>Agile Team Adaptability: When Is It Time to Change?</title>
		<link>https://www.scrumexpert.com/videos/a-talk-on-adaptability-when-is-it-time-to-change/</link>
					<comments>https://www.scrumexpert.com/videos/a-talk-on-adaptability-when-is-it-time-to-change/#respond</comments>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 02 Nov 2026 19:17:59 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
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		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8890</guid>

					<description><![CDATA[Working in software development means everything around us is in a constant state of change. Tools, requirements, process, maybe even team members! When things around you change, do you scream, “Why are we always Changing things?” or “What if we just wait?”. Or do you instead embrace it and ride the wave of change and innovation? The ability to recognize and adapt to change as it is happening can make or break the success of yourself, your team, or your organization. Think you’re adaptable? How do you know? We’ve all heard of IQ, but what about… AQ? Not just another acronym, your AQ represents a concrete score of your Adaptability Quotient. Come learn how you can be more aware of your own adaptability, and respond to our complex, ever-changing world. In this session, This presentation explains AQ in real-world terms, and show us how to measure, test, and most importantly, develop our adaptability. You will learn tools and practices to help you and your Agile teams effectively roll with the random chaos that life throws your way. Video producer: https://gotochgo.com/]]></description>
		
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		<title>Autonomy &#038; Self-Organization: From Buzzword to Business Value</title>
		<link>https://www.scrumexpert.com/videos/autonomy-self-organization-from-buzzword-to-business-value/</link>
					<comments>https://www.scrumexpert.com/videos/autonomy-self-organization-from-buzzword-to-business-value/#respond</comments>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Fri, 09 Oct 2026 15:07:29 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
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		<category><![CDATA[self organized team]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8875</guid>

					<description><![CDATA[This presentation demystifies autonomy and self-organization in Scrum teams, exploring their real-world applications and benefits. You will gain the clarity and confidence to explain how autonomous teams function effectively in organizations. You will also be armed with arguments to steer endless autonomy debates back toward what really matters—creating value that drives Agile organizations forward. Autonomy: a word that excites some, frustrates others, and often leaves organizations divided. But what does autonomy truly mean in practice, and how can it deliver measurable value for Scrum teams? Is it the key to success, or just another management headache? Beyond the theory, this video dives into practical insights, addressing common challenges and questions drawn from years of client work and training sessions. From fostering accountability to improving collaboration between autonomous teams, this session equips you with the tools and mindset to make autonomy work—not just as a concept, but as a driver of success. Key Takeaways: 1. The Truth About Autonomy: Gain a clear, actionable understanding of autonomy and self-organization, and the tangible value they bring. 2. Practical Collaboration Tips: Tips and tricks to enhance cooperation and alignment between autonomous teams. 3. Facilitating Ownership: Discover how to cultivate responsibility and engagement in teams and employees. 4. Debate with Confidence: Equip yourself with compelling arguments to refocus autonomy discussions on outcomes and value. Video producer: https://ndcoslo.com/]]></description>
		
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		<title>The Agile Job Seeker</title>
		<link>https://www.scrumexpert.com/knowledge/the-agile-job-seeker/</link>
					<comments>https://www.scrumexpert.com/knowledge/the-agile-job-seeker/#respond</comments>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 21 Sep 2026 15:14:04 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Headline]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[people]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8845</guid>

					<description><![CDATA[How do you approach a job search with an Agile mind? In this article Mark Haynes discusses how to plan your quest for a new job using the Scrum framework and concepts like sprints or user stories.. Author: Mark Haynes, https://www.linkedin.com/in/donald-mark-haynes-csm-745a609/ Think small and incrementally. Keep the big picture in mind, but focus on tasks you can accomplish in a few hours a day. Concentrate on one doable task at a time. Give yourself small assignments, then work them to completion, and move on to the next. Don’t obsess over things that will take months, or anything you have already accomplished. If you need to revisit it, then do that as a separate task. The job search, skill assessment, and skill development are all interrelated. Don’t get trapped rationalizing that you need more experience before you apply. Ask: How do I get experience? This is an excellent time to conduct a skills assessment and create a career development plan. Create a list of targeted skills. Think tools, techniques, and experience. Look for opportunities to pursue them. Constantly changing goals will lead to a spiral of self-doubt and indecision as you hit roadblocks. Pick a path. If you choose multiple paths, then work on them separately. Where do you start? It doesn’t matter. What matters is that you start now. There are jobs available, even in a bad economy. When is it a good time to look for a job? Always. You need market data. It gives a perspective on what <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/the-agile-job-seeker/" title="The Agile Job Seeker">[...]</a>]]></description>
		
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		<item>
		<title>Be Strongly Agile: Show Your Weaknesses</title>
		<link>https://www.scrumexpert.com/knowledge/be-strongly-agile-show-your-weaknesses/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 15 Sep 2026 15:31:28 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Quotes]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[change]]></category>
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		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8842</guid>

					<description><![CDATA[I am frequently amused when the same people who believe that it is not possible to get the requirements for a product correct up front, and therefore want to use Scrum for development, will in the next breath explain how they aren’t quite ready to start using Scrum because they haven’t worked out all of the details of their Scrum approach! This type of thinking is poorly aligned with fundamental Scrum principles. When employing Scrum, you shouldn’t worry about getting things perfect up front. You can’t! And trying to be perfect up front will force you to guess at the expense of important learning that you will get only by applying Scrum and seeing what happens. In my experience, most teams’ first couple of sprints aren’t all that pretty. That’s OK. My only expectation of any Scrum team is that it be better in the next sprint than it was in the previous sprint. So, don’t delay getting started. Whatever you think you know now about your use of Scrum, imagine how much more you will really know after you start and finish the next sprint! Also, don’t expect your Scrum adoption to be problem free. I can guarantee that at some point your organization will encounter impediments that make performing Scrum difficult. Scrum makes visible the dysfunctions and waste that prevent organizations from reaching their true potential. What it does not do is tell organizations how to solve those issues. That hard work is up to the people in <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/be-strongly-agile-show-your-weaknesses/" title="Be Strongly Agile: Show Your Weaknesses">[...]</a>]]></description>
		
		
		
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		<item>
		<title>The Eleventh Commandment of Software Development</title>
		<link>https://www.scrumexpert.com/knowledge/the-eleventh-commandment-of-software-development/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Thu, 06 Aug 2026 17:52:49 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[change]]></category>
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		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8826</guid>

					<description><![CDATA[During my software development career, I have seen a good deal of software development approaches or methodologies used in different organizations. When a new and supposedly better approach is promoted, some people tend to adopt it with an attitude that could sometimes be close to a religious zeal. Software companies have noticed this and they now employ “product evangelists”. As a consequence, new believers are often rejecting completely what has been done previously. They adopt a “us against them” attitude, especially when the new approach is still a small movement fighting against an established methodology. This has been the same for Agile, the latest approach on the block, even if the words of the Manifesto for Agile Software Development (“while there is value in the items on the right, we value the items on the left more.”) try to avoid this “forget the past” situation. Most agile coaches agree also that it is more important to make choices according to the context than to apply a prescriptive checklist, but for some people it is easier to follow blindly a model than to absorb a philosophy. You know the proverb: “Give a man a fish, and he will eat for a day. Teach him how to fish and he will eat forever”. It is however easier to learn how to work with JUnit than to create efficient unit testing cases. Pure agilists quickly fond their “enemy”: the Waterfall, a dinosaur of software process that should be lead to extinction, buried with <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/the-eleventh-commandment-of-software-development/" title="The Eleventh Commandment of Software Development">[...]</a>]]></description>
		
		
		
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		<item>
		<title>Tips on How to Find a Good Agile Coach</title>
		<link>https://www.scrumexpert.com/resources/tips-on-how-to-find-a-good-agile-coach/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Fri, 03 Jul 2026 16:19:40 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Resources]]></category>
		<category><![CDATA[Headline]]></category>
		<category><![CDATA[coaching Agile]]></category>
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		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8794</guid>

					<description><![CDATA[The notion of coaching is specific to Agile approaches in the software development world. There has always been consultants, but they were seen as a different role. Here are some resources about Agile coaching, starting with some quotes from the Agile Coaching book written by Rachel Davies and Liz Sedley. &#8220;Agile is all about teams working together to produce great software. As an Agile coach, you can help your team go from first steps to running with Agile to unleashing their full Agile potential.&#8221; &#8220;The art of Agile coaching is understanding the situation, the values underlying Agile software development, and how the two can combine. As an Agile coach, you don’t need to have all the answers; it takes time and a few experiments to hit on the right approach. We’ve worked with teams who’ve come up with great solutions, and we learn from every team we work with.&#8221; &#8220;Don’t expect to get recognition for your work as an Agile coach. It’s a supporting role rather than one that delivers direct benefits. A good coach gives credit to the team. When you work on an idea with Frank, it’s Frank’s idea if it succeeds, and if it doesn’t, then commiserate together.&#8221; Source: “Agile Coaching”, Rachel Davies and Liz Sedley, Pragmatic Bookshelf, 250 pages Some good points to keep in mind the next time you will be looking for some coaching help to transition to Agile. Resources about Agile Coaching Agile Coaching Tips When you are engaged as an agile coach, <a class="mh-excerpt-more" href="https://www.scrumexpert.com/resources/tips-on-how-to-find-a-good-agile-coach/" title="Tips on How to Find a Good Agile Coach">[...]</a>]]></description>
		
		
		
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		<title>Unlock Your Team Potential: Discover Your Role for Success</title>
		<link>https://www.scrumexpert.com/videos/unlock-your-team-potential-discover-your-role-for-success/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Thu, 12 Feb 2026 15:53:53 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Videos]]></category>
		<category><![CDATA[people]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8581</guid>

					<description><![CDATA[As you advance in your career, your responsibilities evolve from being a junior to a senior, manager, architect, or scrum master. How does this transformation affect your daily duties, and what value do you bring to the team? Can your team function efficiently without you? Video producer: https://voxxeddays.com/]]></description>
		
		
		
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		<title>Agile Teams: Building a Collaborative Scrum Team</title>
		<link>https://www.scrumexpert.com/knowledge/agile-teams-building-a-collaborative-scrum-team/</link>
					<comments>https://www.scrumexpert.com/knowledge/agile-teams-building-a-collaborative-scrum-team/#comments</comments>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 05 Jan 2026 18:20:30 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[scrum team]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8532</guid>

					<description><![CDATA[How do you get people to work effectively as a team? Instead of reorganizing every two weeks, maybe we should focus on what makes teaming work. Books and blogs focus on psychological safety, communications, trust, personal growth, and a shared purpose. These are good things to be sure, but how do you get there? I&#8217;ve experienced dysfunctional teams and apathetic ones more often than not; once burned, trust is not something easily given. How do you fix a broken heart and build a team? I think collaboration is your best approach, and should be encouraged whenever possible. Author: Mark Haynes, https://www.linkedin.com/in/donald-mark-haynes-csm-745a609/ Scrum is an ideal framework for a collaborative approach. The Daily Scrum, also known as the Daily Stand-up, is a team support mechanism. The focus is on team goals, not on status reporting. The Retrospective encourages an open, honest assessment of what worked and what didn&#8217;t. It encourages self-empowered teams. A small team size reduces the likelihood of communication problems. Agile embraces the Servant Leadership principles. Still, Scrum teams have been known to fracture and break into isolated, antagonistic cliques. Scrum is the start, but we need more than good intentions. We need to create a culture of agility and collaboration. Consider using collaborative approaches to increase your team&#8217;s effectiveness. Engage your team using collaborative techniques, such as workshops and Whiteboarding sessions. There isn&#8217;t a magic formula, but there are a few pathways you should consider. Encouraging teamwork and collaboration Why do Scrum teams fail? Are you implementing Agile <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/agile-teams-building-a-collaborative-scrum-team/" title="Agile Teams: Building a Collaborative Scrum Team">[...]</a>]]></description>
		
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		<title>Team Size &#8211; Why Less Is More</title>
		<link>https://www.scrumexpert.com/knowledge/team-size-why-less-is-more/</link>
					<comments>https://www.scrumexpert.com/knowledge/team-size-why-less-is-more/#comments</comments>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Tue, 28 Oct 2025 22:00:35 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Articles]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[people]]></category>
		<category><![CDATA[scrum team]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8471</guid>

					<description><![CDATA[Sizing an Agile team is not an easy task. In this article, Mark Haynes discusses some of the factors (control, the nature of the work, optimal communications) that will influence the decision for the size of a Scrum team. Author: Mark Haynes, https://www.linkedin.com/in/donald-mark-haynes-csm-745a609/ We live in a world of knowledge workers, so why do we persist in building organizational pyramids? We know that development team members aren&#8217;t a fungible resource, yet we persist in traditional organizational structures. Are you motivated towards larger teams, due to one of these axioms: Many hands make light work, or More people provide more diversified skills, or More eyes create a better solution. The Many Hands Fallacy The Pareto Principle states that 80% of the output is produced by 20% of the workers. Why would adding additional people significantly increase the output? Those two or three people who do most of the productive work are now carrying a much larger load. Ask yourself, have additional people proportionally increased productivity, or has it increased frustration and staff turnover? All The Necessary Skills Fallacy Agile prioritizes flexibility over economies of scale. One constant in a continually changing technical environment is that our work is unpredictable. So, how can you predict the required future skill sets? Trying to staff all possible contingencies will quickly create large, unmanageable teams. What do you do if a skill set becomes unnecessary? Do you eliminate that person or hang on to them just in case? Maybe they will grow into their job, <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/team-size-why-less-is-more/" title="Team Size &#8211; Why Less Is More">[...]</a>]]></description>
		
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		<title>Eight Steps For Implementing Successful Change in Scrum</title>
		<link>https://www.scrumexpert.com/knowledge/eight-steps-for-implementing-successful-change-in-scrum/</link>
		
		<dc:creator><![CDATA[scrumexpert]]></dc:creator>
		<pubDate>Mon, 03 Mar 2025 16:02:37 +0000</pubDate>
				<category><![CDATA[Agile & Scrum Quotes]]></category>
		<category><![CDATA[Knowledge]]></category>
		<category><![CDATA[change]]></category>
		<category><![CDATA[people]]></category>
		<guid isPermaLink="false">https://www.scrumexpert.com/?p=8256</guid>

					<description><![CDATA[Implementing Agile and Scrum in software development organization means a big change. In her book &#8220;The Great ScrumMaster&#8220;, the Agile coach Zuzana Šochová recommends an eight steps journey for a successful transformation to the Scrum approach. The second important concept about change management describes a process for implementing successful change in eight steps. It addresses those change phases. First, you set the stage. Next, you decide what to do and make it happen. And finally, you make it stick. Create a Sense of Urgency The very first step before you implement any change is to create a sense of urgency. Make the change necessary, because until you feel pain in your current processes, there is no need for improvement. And it doesn’t matter if the desired change is huge, like an Agile transformation, or small, like using Git instead of CVS. Without good motivation and a good reason there will be no change. Be honest and transparent in presenting both the opportunities and the threats; otherwise you might lose the trust of others. Guiding Team As one individual, it’s hard to change anyone. You should focus on early adopters and encourage them to become part of your team. You need people who are passionate, good communicators, and leaders. Make the group diverse. It shouldn’t follow any organizational structures if it is to access a broader audience. In general, if there are three of you, you already have the ability to create a snowball effect by attracting others. Creating a change <a class="mh-excerpt-more" href="https://www.scrumexpert.com/knowledge/eight-steps-for-implementing-successful-change-in-scrum/" title="Eight Steps For Implementing Successful Change in Scrum">[...]</a>]]></description>
		
		
		
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