Podcast appearances and mentions of patricia kong

In this episode of the Scrum.org Community Podcast, Patricia Kong talks with Professional Scrum Trainer Joanna Plaskonka about why psychological safety is critical for effective Scrum Teams. Joanna explains how it fuels openness, innovation, and accountability—while its absence leads to poor collaboration, low morale, and missed opportunities. Through real-world examples, she dispels common myths and shares how leaders can foster a culture where teams feel safe to take risks, challenge ideas, and grow. This conversation highlights that psychological safety isn't a “nice-to-have”—it's essential for delivering real value.

In this Ask a Professional Scrum Trainer episode, Patricia Kong moderates a discussion with Simon Flossmann and Stas Pavlov tackling listener questions on the challenges of Product Backlog Management. They explore techniques for prioritization, balancing technical debt, and improving transparency with stakeholders. From leveraging the Kano model and Magic estimation to using tools like Miro and Monte Carlo simulations for forecasting, they provide actionable insights to help teams refine their backlog effectively. Tune in for expert advice on optimizing backlog management for better product outcomes!

Patricia Kong is back to flip the script and interview Dave about Product Definition, answering remaining questions from his webinar on the topic a few weeks ago. Dave covers:Challenges in Moving to a Product OrganizationImpact of Digital Products and Organizational ComplexityTransitioning to a Product ModelCore vs. Context in Product PortfolioRole of AI in Product DevelopmentTune in for great insights!

In this unique episode of the Scrum.org Community Podcast, Patricia Kong and PSTs Ryan Ripley, Todd Miller and Will Seele discuss the application of the Evidence-Based Management (EBM) framework to career management. They highlight that intentional career management can improve retention rates by 30-50% and that 94% of employees would stay longer at a company investing in their career development. They share personal experiences with using EBM tools like empathy mapping and a career canvas to align career aspirations with organizational goals. They emphasize the importance of co-creation and non-surprising data presentations to foster productive conversations. The conversation also touches on the relevance of EBM for independent consultants and small business owners.

In this episode, Patricia Kong hosts our host Dave West to answer more listener questions from a recent webcast about the Agile Product Operating Model! Dave covers:Role of Product Management and OwnershipCross-Functional Teams and CollaborationOutsourcing and Procurement in Agile Product Operating ModelProduct Leadership and Decision-MakingFuture of the Agile Product Operating ModelBe sure to tune into episode one, too!

Ever wonder what happens when the usual podcast host becomes the guest? In this unique episode of the Scrum.org Community Podcast, Patricia Kong flips the script and puts Dave West our host, in the hot seat with your questions!  We revisit some open questions from Dave's webcast Introducing the Agile Product Operating Model, an Evidence-Based approach from last month. Dave describes the Agile Product Operating Model and how it can benefits teams and organizations. He also talks about challenges and opportunities with scaling agility. He answers questions about:- Defining products- Managing Multiple Projects and Focus- Value Streams and the Agile Product Operating Model- Transitioning to an Agile Product Operating Model from a Legacy SystemTune in next week for part 2!

In this episode guest host Patricia Kong and Professional Scrum Trainer John Riley discuss Scrum in a non-software context and explore a use case for Scrum in which John worked with a company where Scrum was used to develop construction materials for 3D printed housing. They also discussed challenges faced while managing agile projects in diverse teams, including navigating personalities, work styles, and communication barriers. Despite these challenges, they emphasized the value of working together as a team and addressing impediments to achieve success.

00:00 Intro 00:21 Why Read "Unlocking Business Agility" 06:04 Goals suck in organizations 8:06 Outcomes over Outputs 10:38 Enable empowerment with outcomes 13:05 Separating the signal from the noise 18:00 Dealing with transparency - facts are friendly - how fascinating 26:03 Suffering is a prerequisite for learning and growth 29:28 Move all projects to red until proven otherwise 30:38 Is EMB only for software and Scrum? 34:57 Scrum is an instance of EBM 36:33 Unrealized Value 38:22 More ways to connect with Patricia Kong, Todd Miller, Kurt Bittner and Ryan Ripley 42:14 Outro Book - Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness - https://www.amazon.com/Unlocking-Business-Agility-Evidence-Based-Management/dp/013824457X EBM Guide - https://www.scrum.org/resources/evidence-based-management-guide When your metrics are not what you want, "GOOD". Jocko Willink's - https://www.google.com/search?q=jocko+willink+good+short&oq=jocko+willink+good+short&gs_lcrp=EgZjaHJvbWUyBggAEEUYOTIHCAEQIRigATIHCAIQIRigATIHCAMQIRigATIHCAQQIRigATIHCAUQIRifBTIHCAYQIRifBTIHCAcQIRifBdIBCjEyMjcwajBqMTWoAgCwAgA&sourceid=chrome&ie=UTF-8#fpstate=ive&vld=cid:c1294a93,vid:fAnaTtoYDXs,st:0 ---------------------------------------------------------------- Connect with us at the following places: Wisconsin Agility Training: https://wisconsinagility.com/training Advising: https://wisconsinagility.com/advising Merch: https://wisconsinagility.com/merch Jeff Bubolz Jeff Bubolz LinkedIn: https://www.linkedin.com/in/jeffbubolz/ Jeff Bubolz Twitter: https://twitter.com/JeffBubolz Chad Beier Chad Beier LinkedIn: https://www.linkedin.com/in/chadbeier/ Agile Songs YouTube: https://www.youtube.com/@agilesongs Agile Songs Shorts: https://www.youtube.com/@agilesongs/shorts Agile Songs Twitter: https://twitter.com/AgileSongs The Agile Wire Web: https://theagilewire.com Spotify: https://open.spotify.com/show/0YKEHJtcJXZ55ohsUOvklI Apple Podcasts: https://podcasts.apple.com/us/podcast/the-agile-wire/id1455057621 Agile Wire Clips: https://www.youtube.com/playlist?list=PLLl0ryedF7y7HWTsbur4ysdpUcY7tniSG Agile Wire Twitter: https://twitter.com/AgileWire Make sure you subscribe to the channel! #Scrum #Agile #ProfessionalScrum #Kanban #BusinessAgility

This week, Dan Neumann and Justin Thatil are joined by Rich Hundhausen for the second part of a deep conversation about Nexus. Rich is a software developer, Professional Scrum Trainer, and co-creator of the Nexus Framework for scaling Scrum.   In this episode, they dive deep into how to deliver value in the form of a working integrated increment of product, the role of the Integration Team, and the characteristics of each Nexus Event. They share valuable stories exemplifying how Nexus works for an improved scaling experience.   Key Takeaways Scale Scrum is still Scrum (plus additional features). The Nexus Integration Team is not in the original Scrum framework. The Integration Team is actually the Nexus's Scrum Master. This team is responsible for ensuring that Scrum is followed as established in the Scrum Guide and that its work is effective. The Integration Team works in a Scrum way by coaching, facilitating, teaching, and mentoring, but not hands-on (unless absolutely necessary). The Scrum Team's Developers do the work. The Integration Team does not do the integration, but it is accountable for it. Integration can mean lots of different things. Integration means solving any kind of dependency. The Nexus Integration Team does not have to meet daily but only when required. Everyone on the Integration Nexus Team has a daily job on the Scrum Teams and/or is the Product Owner, so when something does not go as planned, they bring it to the attention of the Integration Team when possible. The Nexus Events: First Event: Nexus Sprint Planning. This event aims to take another look at the upcoming work to ensure the organization of Teams and consider any last-minute changes. Big Room Planning takes place during this stage. All the planning at this moment is only for the current sprint (never beyond that). The output for the Nexus Sprint Planning is the Nexus Sprint Backlog for each Team, and the goal is to make any dependencies transparent to mitigate them daily. Scrum of Scrums: Scrum Team members are allowed to talk at any given moment. Second Event: The Nexus Daily Scrum. It is a Scrum of Scrums that occurs before the Daily Scrum. At this mandatory event, dependencies and integration issues are discussed. Third Event: The Nexus Sprint Review is where Stakeholders give feedback on the done increment but in a big room event. This event is the time to share feedback on potential cross-team work. The Last Event: The Nexus Sprint Retrospective. This event is an opportunity for the Scrum Team to inspect and adapt how they work, first through a pre-meeting with the representatives, then Teams have their individual retrospectives, and after, representatives meet again to make transparent any new experiments or improvements so the bottom-up intelligence can then be shared with the other Teams. There are around 60 complementary practices to Nexus (but none are new). Mentioned in this Episode: The Nexus Guide Listen to “Continuous Learning: Professional Scrum Facilitation Skills Training with Patricia Kong” and “The Nexus Framework for Scaling Scrum with the Scrum.org Team”   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

In this episode of the Scrum.org Community Podcast, host Dave West is joined by the authors of the new book, Facilitating Professional Scrum Teams - Glaudia Califano, Patricia Kong and David Spinks. In this discussion they cover the very important skill of facilitation and delve into:The need for a book on facilitation practices and their impactThe importance of facilitation in Scrum and knowledge workThe importance of clear facilitation intent and participation in meetingsFacilitating Scrum Teams for improved alignment and outcomesMore!Get your copy of the new book! Use the discount code SCRUMORG or SCRUMTEAMS for 35% off through InformIT.

For questions or requests that you would like us to check on, please drop a message on LinkedIn or join the Mastering Agility Discord community! Participate as an audience member Mastering Agility Mural Mastering Agility merch Sander Dur Sander Dur is a Professional Scrum Trainer at Scrum.org, podcast host of Mastering Agility, Professional Scrum Master and Lead Agile Consultant, and trainer at Xebia. Besides this, he's an avid writer for predominantly Serious Scrum on Medium.com. Sander has a major passion for the human side in complex domains. Ensuring a high level of psychological safety, therefore, is a critical part of his work. Organizations in complex domains can only survive when innovating. Innovation can only take place with the right balance between low social friction and high intellectual friction. While most organizations now understand how to apply Agile frameworks, they struggle with the delivery of value. Psychological safety is the next step in this evolution and Sander has a huge drive to help organizations reach that step. Sander is enthusiastic, open-minded, and ambitious. He finds interpersonal relationships and intrinsic motivations very important in team dynamics. Besides his work, Sander loves to spend time with his family, enjoys sports and eating healthy, barbecuing, riding his motorcycle, and traveling. Jim Sammons My passion is helping people to: Do more of the right work (and less of the wrong work). Create more actual teams than just groups of people who work together. Learning how to improve themselves, their team, and their organization incrementally. Understand that less, not more, is usually part of the answer to some of the hardest questions we all face. See their workplaces, teams, and their sphere of influence as something that is evolving, which requires an evolution of all of its parts to adapt. Throughout my career, I have worked with clients of all sizes, industries, and technologies.  Whether it's leading a transformative strategy at a Fortune 100 or helping a new startup understand its unique value proposition the common focus I bring to each role is “making people better.” Contact us at: Masteringagility.org https://xebia.com/academy/nl/trainers/sander-dur https://www.linkedin.com/in/jamessammons/ https://www.linkedin.com/in/sanderdur/ 

In this episode, guest host Patricia Kong is joined by Kurt Bittner from Scrum.org and Professional Scrum Trainer Laurens Bonnema from Xebia. They talk about Evidence-Based Management (EBM) and Objectives and Key Results (OKRs), and the importance of focusing on outcomes and delivering value. They discuss:- The importance of feedback loops- Measuring and setting goals in business using outcome-oriented metrics- The differences between EBM and OKRs- How to combine EBM and OKRs in decision making-More!

In this episode, Patricia Kong, Kurt Bittner, Ryan Ripley and Todd Miller discuss  topics in their new book - Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness. They discuss Evidence-Based Management, , using EBM for agile transformations, the importance of setting expectations, goal setting, prioritizing effectiveness over activity and more!The book is available for shipping to the US and pre-order for the e-book here. You can use the code SCRUMORG for 35% off at InformIT

In this episode of the Scrum.org Community Podcast, Patricia Kong joins as guest host with guests Professional Scrum Trainer Ravi Verma and Agile for Patriots graduates Brittny Snyder, Chris Cole and Jeremy Thomas to talk about their journey through the Agile for Patriots program and how they used Nexus to scale Scrum in their cohort of 17 people, where they were tasked with building a website showcasing their profiles. They talk about how they worked through challenges together, enabled self-management, supported each other, and hit the ground running quickly with picking up the Nexus framework and running with it to deploy to production in just 9 days!Agile for Patriots is a Dallas-based non-profit that provides military veterans and their spouses with focused Agile training, practical experience, and Professional Scrum Master certification. The mission of Agile for Patriots is to prepare military Veterans and their spouses for Agile careers through training, coaching, certification and practical experience using the Scrum framework. Its vision is that all graduates of the Agile for Patriots program are employed with fulfilling roles in Agile Value Delivery. 

As a follow up to their recent webinar - Psychological Safety for Effective Facilitation and Better Team Interactions, Patricia Kong, Product Owner of Enterprise Agility and Professional Scrum Trainers Andy Hiles and Ravi Verma, reconvene to discuss the importance of fostering psychological safety and trust on Scrum Teams based on their own experiences.

In the latest episode of the Scrum.org Community Podcast, Patricia Kong, Product Owner of Enterprise Agility guest hosts and is joined by Professional Scrum Trainer Todd Miller to answer open questions from their recent Scrum Pulse Webcast  Engaging Stakeholders and Management with Evidence-Based Management. This discussion is focused around EBM, Agile Measurement and how to work with stakeholders and managers who are skeptical.

Bio Dave West is the Product Owner and CEO at Scrum.org. In this capacity, he engages with partners, and the community to drive Scrum.org's strategy and the overall market position of Scrum. Prior to joining Ken Schwaber and the team at Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture. As a member of the company's executive management team was also instrumental in growing Tasktop from a services business into a VC backed product business with a team of almost 100. As one of the foremost industry experts on software development and deployment, West has helped advance many modern software development processes, including the Unified process and Agile methods. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports. He also is the co-author of two books, The Nexus Framework For Scaling Scrum and Head First Object-Oriented Analysis and Design. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then he served as vice president, research director at Forrester Research, where he worked with leading IT organisations and solutions providers to define, drive and advance Agile-based methodology and tool breakthroughs in the enterprise. Email –  Dave.west@scrum.org Twitter - @davidjwest LinkedIn - https://www.linkedin.com/in/davidjustinwest   Interview Highlights Growing up with dyslexia 03:10 & 10:20 Water-Scrum-Fall 07:40 Psychological safety 15:40 Lilian the rockstar - 'who have you helped today?' 18:55 Is 'project' a taboo word? 21:53 'Humble and Kind' - not just for country music 44:30 Books ·         Head First Object-Oriented Analysis and Design by Dave West, Brett McLaughlin and Gary Pollice https://www.amazon.co.uk/Head-First-Object-Oriented-Analysis-Design/dp/0596008678/ ·         The Nexus Framework for Scaling Scrum by Dave West, Kurt Bittner and Patricia Kong https://www.amazon.co.uk/Nexus-Framework-Scaling-Scrum-Continuously/dp/0134682661 ·         ARTICLE: Why Kindness Matters by Dave West https://www.scrum.org/resources/blog/why-kindness-matters ·         Thank You for Being Late by Thomas L Friedman https://www.amazon.co.uk/Thank-You-Being-Late-Accelerations/dp/0141985755 ·         Scrum: A Pocket Guide by Gunther Verheyen https://www.amazon.co.uk/Scrum-Pocket-Companion-Practice-Publishing/dp/9087537204 ·         The Professional Scrum Series by various authors https://www.amazon.co.uk/s?k=the+professional+scrum+series&crid=1WVNY1VHR0QAQ&sprefix=professional+scrum+series ·         Zombie Scrum by Christiaan Verijs, Johannes Schartau and Barry Overeem https://www.amazon.co.uk/Zombie-Scrum-Survival-Guide-Professional/dp/0136523269 ·         The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations (The Professional Scrum Series) by Ron Eringa, Kurt Bittner, Laurens Bonnema, foreword by Dave West https://www.amazon.com/Professional-Agile-Leader-Growing-Organizations-dp-0137591519/dp/0137591519/ Episode Transcript Ula Ojiaku (Guest Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. It's my honour to introduce my guest for this episode. He is Dave West. Dave is the CEO of Scrum.org and prior to joining Scrum.org as CEO, he led the development of the Rational Unified Process, also known as RUP with IBM. He was also Chief Product Officer for Tasktop Technologies and Managing Director of the Americas at Ivar Jacobson Consulting. He is a widely published author of several articles and research reports, as well as the books The Nexus Framework for Scaling Scrum and Head First Object-Oriented Analysis and Design. In this conversation, Dave talked about growing up in the council estates, being raised by his grandparents who were of great positive influence in his life, especially his grandmother. He also talked about navigating the challenges of being dyslexic, especially as a student in secondary school with the silver lining being that he got introduced to computers. Dave also gave his perspective on one of the ongoing “agile wars” quote unquote, on the concept of projects and whether they still have a place in agile or not. Without further ado ladies and gentlemen, my conversation with Dave, I am sure you would find it very, very interesting, relevant and insightful. Thanks again for listening. Ula Ojiaku So we have on this episode of the Agile Innovation Leaders podcast, Dave West, who is the CEO of Scrum.org. Dave, it's a pleasure to have you on this show, thank you for making the time. Dave West Oh, well, thank you for inviting me. I'm glad we've finally managed to make the time to do this. It's great to talk to you. Ula Ojiaku Yes, well, the honour is mine. Let's start by talking about, you know, getting to know about the man, Dave. Can you, you know, tell us a bit about that? Dave West Yeah, I'll try not to bore your audience. So I was brought up on a council estate in a little town called Market Harborough, just outside Leicester. I lived with my grandparents, and which has definitely, my grandmother's definitely shaped who I am, I think, which is fantastic. So I got into computers, sort of a little bit by accident. I'm dyslexic and I found school, particularly secondary school, very challenging. I don't know if any of your audiences had a similar experience, but, you know, I went from a very protected environment and secondary school is a, oh my gosh, it's like an experience that could scare any human being. And so my dyslexia really was a challenge there and there was a teacher at secondary school called Phil Smith. He drove a sports car, he was sort of like that young, you know those teachers that you remember from school that are the good looking young ones. And he ran a computer lab and it had, you know, RS236, it had these really old computers, well, now we would look at them, they were brand new at the time, computers and some BBC model As and some other things. And I helped him and he gave me a lot of time in the lab and it was my sort of like escape. So I got very into computing and helped him and helped other teachers who were rubbish, I'm not going to lie, with computing. So that allowed me then, you know, I went through, managed to survive school, went to a further education college called Charles Keene where I studied, well I did a computing course, so not traditional A'levels and all of that. And then got into Huddersfield that was a poly at the time, became a University whilst I was there. And I think that that gave me a great opportunity, it was a fantastic university, it was a very practical course. My dyslexia became less of an issue because of, you know, word processing and I'd be honest and, you know, the ability for it to read back, even though it was an awful read back, it was like listening to say, you know, to like an old fashioned Stephen Hawking, you know, sort of, and then got me a job at Commercial Union, which then led to me doing a Masters, which then led me to move to London, all this sort of stuff. The adventure was great. The thing about, I guess, my journey is that it, I was driven at a certain point, I became very driven by the need to improve the way in which we delivered software development at that time, and that led me through my Masters and, you know, Object-Oriented and then to a company called Rational Software where I became the Product Manager for RUP, the Rational Unified Process. Now for the agilists listening, they're probably like, oh, boo hiss, and that's totally legit. It was in fact, that's when I first met Ken Schwaber and he told me I was an idiot, which turns out he was right. Ken Schwaber the creator (of Scrum), who I work for now. Anyways. Ula Ojiaku I mean, who wouldn't know Ken Schwaber if you're a self-respecting agilist.  Sorry, go on please. Dave West Yeah, he's an interesting character for sure. Anyway, so I was the RUP Product Manager and I realised I went to this large insurance company in the Midwest and it's a huge organisation and I met this lady and she said, I'm a use case. I said, what do you do? She said, I'm a use case specifier, and meet my friend, she's a use case realiser and I'm like, oh, no, that's not the intent. And so I realised that there was this process that I loved, and I still definitely love elements of it, but was fundamentally flawed in terms of helping actually people to work together to work on complex problems and solve them. So that, you know, and I'd written a book and I'd done some other things on the way to this point, but this point really did make me realise that I was going wrong, which was a little scary because RUP was incredibly popular at that time, and so then that led me to work with Ivar Jacobson, tried to bring in Scrum to the unified process, spent more time with Ken Schwaber who'd finally realised I may still be an idiot, but I was an idiot that was willing to listen to him. Then I ended up at Forrester Research, running the application development practice, I became a research director there, which was super interesting, because I spent a lot of time looking at organisations, and I realised a really fundamental problem that I think probably will resonate with many that are listening to this podcast, that people were doing Scrum yeah, Scrum was incredibly popular and people were doing Scrum, but they were doing it in an industrial context. It was more like Water-Scrum-Fall. And I coined that term in a research document, which got picked up by the, InfoQ and all these magazines, it became this sort of ‘thing' – Water-Scrum-Fall. You know, they were doing Scrum, but they only liked to plan once a year, and there's a huge planning sort of routine that they did. They were doing Scrum, but they rarely released because the customers really don't want it - it's incredibly hard and dangerous and things can go horribly wrong. And so they were doing Scrum, but they weren't really doing Scrum, you know. And so that was super interesting. And I got an opportunity to do a number of workshops and presentations on the, sort of like the solution to this Water-Scrum-Fall problem with Ken, I invited him and we did this very entertaining roadshow, which I'm surprised we weren't arrested during it, but we were, it was a really interesting experience. I then decided like any good practitioner, I had to do a Startup. So I went to Tasktop working with Mik Kersten and the gang at Tasktop, and the great thing about Tasktop was it was a massive fire hose of doing Scrum, trying to make payroll, learning about everything around delivering a product in a market that wasn't really there and that we had to build. And it was just fantastic working with a lot of OEMs, a lot of partners and looking at, and then we got funding. We grew to five teams. I was running product and engineering. And Ken was continually talking to me through this time, and mentoring me, coaching me, but I realised he was also interviewing me. So he then said to me, one day, Dave, I don't want to be the CEO of Scrum.org anymore. I'd like you to be, when can you start? Ken doesn't take no for an answer, and I think that's part of the success of Scrum. I think that his persistence, his tenacity, his, you know, sort of energy around this, was the reason why Scrum, part of the reason him and Jeff, you know, had different skills, but definitely both had that in common, was successful. So I then came and joined about seven years ago Scrum.org, to run Scrum.org and it's an amazing organisation Ula Ojiaku And if I may just go back a bit to what you said about your time in secondary school, you said you were dyslexic and apart from the fact that you discovered computers, you had a horrible experience. What made it horrible for you? Dave West I think it was, you know, there's no support network, there's nobody checking in on you, particularly at secondary school. At primary school, you have a teacher that you're in the same room, you've sort of got that, you're with the same kids, but you go, you know, you, you go from one lesson to another lesson, to another lesson and if you're a little bit, well for me, you know, reading and writing was incredibly difficult. I could read and write at that point. I was about nine and a half, 10 when I finally broke through, thanks to an amazing teacher that worked with my primary school. And, but I was way, way behind. I was slower. I, you know, and teachers didn't really, it was almost as though, and I'm sure education's very different now, and both my children are dyslexic and they go to a special school that's designed around this, so I know that it's different for them, but the teaching was very much delivery without inspection and adaption of the outcome, you know, just to make it a bit agile for a second. So you go through all this stuff and I wasn't able to write all the stuff down fast enough. I certainly wasn't able to process it, so because of that, it was pretty awful. I always felt that I was stupid, I was, you know, and obviously I relied on humour and I was a big lad, so I didn't have any bullying issues, but it was very, very challenging. And I found that I could be good at something with computers. And I sort of got it, I understood how to write, you know, BASIC very quickly and maybe even a little Assembly. I knew how to configure machines, it just seemed natural, it certainly helped my confidence, which, you know, maybe I'm a little too confident now, but definitely had an impact on my future life. Ula Ojiaku That's awesome, and I'm sure there are people who would be encouraged by what you've just said, so I wanted to begin there. Thanks for sharing. Now, what about, what do you do when you're not working? Dave West What do I do when I'm not working? Well, I'm a, that's a hard question. Gosh. So I have a nine year old and a six year old, and two boys, so, you know, sometimes I'm refereeing wrestling matches, you know, I'm definitely dealing with having children, I was late to life having children. I'm 52 and I have a nine year old and a six year old. I thought that, you know, a single lifestyle, a bachelor lifestyle in Boston and, you know, loving my work, writing books, you know, doing this traveling the world was going to be survive, and then I met the most amazing girl and, who persuaded me that I needed to have children, and I thought, well, I really like you, so I'd better. And it's been an incredible adventure with these children. They've taught me so much, the most important thing I think they've taught me is patience. And it's making me a better human being, and many of those traits, just to bring it back to Agile for a second, are things that we need to build better into the way that we turn up at work because you know, the project, I think it was called Aristotle, the Google big project where they looked at the successful teams, they found a number of traits, but one of those traits that was so important was psychological safety, right? And that requires you to attend every interaction with a mindfulness, not of doing things that you want to do to yourself, which is that sort of golden rule, but that platinum rule, do unto others as they want be done unto. And, and I think that is so, so important and crucial, and it's something that I aspire to, I don't always succeed every day as a human being, you know, whether it's at the checkout at the supermarket or whether it's waiting in line, particularly at the moment in an airport, and it's just, you know, something that I think in an agile team is so important because that safety is so, so required to create that environment where transparency happens, to create that environment where you can have those honest conversations about what's happening next, or what's happened previously where you're running those retrospectives, where you're trying to really plan when there is not enough knowledge to plan. You know, those sort of things require that kind of environment to be successful. So, you know, though, yes, I spend my life either working or really spending it with my children at the moment because of the age they're at, I think it's helping me, the time I'm spending with my children is helping me be a better human being and be a better Agilist.  Ula Ojiaku There's something you said, you know, about psychological safety and being kind, it just reminded me that, you know, of that, the need for also to be respectful of people, because when you are kind and you're showing people respect, they would, that brings down the barriers and makes them, you know, more inclined to be open and to participate. What do you think about that? Would you say there's a link between respect and kindness, I know we're being philosophical right now… Dave West Well actually, yes, but no, it's incredibly practical as well. I think that kindness, so I've written quite a lot about kindness, because it's a trait that we, as a community, our professional Scrum trainer community, manifests and lives. It's something that we actually interview for when you join our community, and the reason why we do that, isn't because we're a bunch of hippies that just like kumbaya, want everybody to hold hands and be nice to each other, I mean, that would be great as well and who doesn't like a good rendition of kumbaya, it's a great song, but it's because we believe that kindness, ultimately, is beneficial to both parties, particularly the person that's being kind, because it creates, not only does it create levels of karma, but it creates that transparency, it creates that opportunity to learn that you may not get, if you go in in a very confrontational way and people don't intentionally be confrontational, but it's so easy for it to happen. You know, it's so easy for you to question, because, you know, somebody says something you're like, well, I don't agree with that, and that instantly creates an environment or a connection that is, you know, confrontational, you're in this position, it spirals, blah, blah, blah. So, but you can, instead of saying, I don't agree with that say, hey, well, that's interesting, let me have a look into that, and you're inquisitive. And if you try to approach everything with that sort of like kindness model, and I don't mean always being nice. Nice is different to kind, nice is like faking, I think, sometimes, you know, it's funny, you don't have to be kind to be nice, but you have to be nice to be kind if you understand what I mean. So you can fake niceness, niceness is part of being kind. So, you know, if you approach it in the right way, where you care about people and you care about what they're bringing to the table and you care about the environment that they're in, whether it's just simple things like checking in more frequently, you know, whether it's actually making time in this very scheduled life that we live now with zoom call after zoom call, to check in with the team, or the person that you're talking to, to see how are they turning up today? How has their day been? And I think that's, you know, super, super important. The other important element of kindness that comes out is this helping others element, you know, my gran, God rest her soul, Lilian, she was a rockstar on so many levels. And she used to say to me, when I came home from school, particularly from elementary school or primary school, I think we call it in England, right? She'd say things like, not what have you done today, I mean, sometimes she said that, but she'd say, who have you helped? Who have you helped? I'd be like uh, uh, uh, uh, uh, uh, and she said it enough that I realised it's important, you know, it's important that you spend time with others, help them in their tasks, you know, because I think you can learn so much and build those relationships, build that safety that is so, so important to really develop. We work in complex environments, right, that's the whole point of agility. Complex environments require people to collaborate, they require people to look at things in different ways. They really benefit from diversity, diversity of mind, diversity of experience, diversity of skill. And you bring that together, but you can only bring all these different parts together when you have an environment that allows for it, and traditional project management techniques, fabulous as they were for building bridges and tunnels and everything like that, didn't allow that, they don't encourage that. They encourage people to be focused, to be efficient, to be managing to that model. And I think we have to step away from that and work in a slightly different way where kindness, psychological safety, trust, respect, use the word respect. And I think it's, you know, obviously it's a Scrum value, but it's crucial to effectively allowing independent people with diverse perspectives to work together in an effective way. And to be honest society doesn't have enough of that in general. I think we've definitely moved away from respect and trust. We don't trust in our governments, we don't trust in our institutions, we don't trust in our fellow human beings and we've become very much focused on ourselves and our individual needs. And the reality is there's no such thing as a self-made person, you're only there because of the success of previous generations. As you drive to work on a car, on a road that has been built by others, that's been funded by others, you know, so this idea that you are in it alone, you know, is completely wrong, and I think sometimes we bring that to the work and it creates an environment that is not as successful. Ula Ojiaku True, true. No, thanks for that, Dave. I completely agree. Now there are people back to this project program that feel like, you know, the word project in agile is a taboo, almost a swear word. What's your perspective on this? Dave West I don't think it's a swear word, I don't think it's taboo. I think, you know, Mik's book is a fabulous book and he's a fabulous person, but he was using it to emphasise the fact that, you know, that we have become too focused on this, you know, investment paradigm, this organisation paradigm, this structural paradigm of the project and that, ultimately, the idea of a product, this idea of a cohesive set of capabilities that's packaged in some way that has a clear boundary, that has a clear set of customers, that has some clear value, is a much better way of aligning your people and your investments. And so he was emphasising that, and obviously he emphasised the idea of value streams being the mechanism that we deliver value in this construct to these people in this packaging of products, and it's a great book and I recommend everybody should read it. Ula Ojiaku I have mine here. Dave West No, that's good. Yeah. I was fortunate enough to be involved in the development of the book a little, working with Mik, providing a lot of feedback and I think it's a great book. However, the idea of a project doesn't go away and all of that work that we did, that organisations that I respect deeply like the PMI and, you know, that even, dare I say, things like Prince2, all of that work, isn't wrong. It's just, we need to look at it from a different lens. The idea that complex work is there changes certain things, the fact that requirements and understandings and appreciation of what we're doing emerges over time, that is just a truth, and that was true of projects as well. We just need to build in the mechanisms to be better able to deal with that. The fact that we would invest hundreds, if not thousands of hours planning things that ultimately fell apart when some underlying assumption changed and then we'd create a change order to deal with the chaos that that created need to be, we need to step away from those ideas. Do we still have projects? I think yes, sometimes you will have something that has a, you know, put a man on, or hopefully it's not a man, hopefully it's a woman, but a woman on Mars. I don't trust men on, I think it'd be much more successful if it was a woman, but, anyway, or person. Men get old, they don't grow up, right? Isn't that the saying, but anyway, so putting that person on Mars is a project, right? It has a definitive, you know, plan, it has an end goal that's very clearly underside. It's very likely that we're going to build a series of products to support that, you know, there is, I don't think we need to get tied up so much on the words, project and product. However, we really need to step back a little bit and look at, okay, you know, like treating people as resources, breaking up teams and reforming teams continuously, treating people as fungible or whatever that is, they're just unrealistic. It's not nothing to do with project or product, they're just silly, you just can't deal with this. The fact that teams take time to form, you know, the fact that, you know, the most successful agile teams I've ever seen are teams that have a clear line of sight to the customer, clear understanding of what they're trying to do for that customer, have guardrails, have an enabling management structure that provides support to deliver that value to that customer. As long as you think about those things and you don't get so tied up with the dance or the routine of project management that you forget that, then I'm not concerned. You know, there's this big thing about, oh, should project managers be Scrum masters? I don't know, it depends on the project manager. Sometimes project managers make very good product owners because they take real clear ownership of the outcomes and the value that's trying to be delivered. Sometimes, you know, they make great Scrum masters because they care very much about the flow of work, the team dynamics, the service to the organisation, the service to the business, and they want to act in that way. And sometimes you just want to get stuff done and work in a team, as a developer on that increment. You know, I don't know, you know, people are like, oh, because, and I think this is the fundamental problem, and you've got me onto my soapbox here and I apologise, but the thing that I see over and over again is the use of agile in an industrial, mass production oil and mass production way of thinking about the world. So what they do is that it isn't agile or project management that's at fault. It's the paradigm that's driving the use of agile or the use of project management. You can do agile in a very waterfall way, don't get me wrong or a very industrial way, I almost don't want to use the word waterfall, but this idea of, you know, maximizing efficiency. I mean, gosh, the word velocity has been as synonymous of agile forever when ultimately it's got nothing to do with agility, you know, it's a useful mechanism for a team to help them run a retrospective sometimes. But it isn't a mechanism that you use to plan, you know, the capacity of your organisation and all this sort of idea,  what they're trying to do always is use an industrial, you know, sort of mindset in an agile context, in a context that doesn't support an industrial mindset or a traditional mindset. And that drives me mad because I see agility being used to deliver work rather than value, I see agility basically being missed, sort of like, almost jimmied in with a crowbar into these massive projects and programs where you've got fixed scope, fixed budgets at the start. They don't actually know what they're trying to achieve, but you've got all these contracts in place that describe all this stuff, very detailed up front. And then they say, we're going to use agile to do it, and you're like, okay, what are we, you know, what happens if the first sprint uncovers the fact that the product goal was fundamentally flawed? Oh well, we can't change that because the contract says, well, hang on a minute, what are we in this business for? Are we actually trying to deliver value to customers and help them solve a particular problem to deliver? Or are we trying to do something else? And they're like, no, we're trying to deliver on the contract. Oh, but isn't the contract a mechanism that describes that? Maybe, but that's not why we're here. And that's when it starts getting, going wrong, I think,  that industrial mindset that I just want, tell me what to do, give me a job, let me sit down, just give me that change order and I will start work. It's just wrong. And for certain types of project, and certain types of product and certain types of problem, you know, it probably works really well if we're building the 17th bridge or we're, you know, doing those sort of things. But the reality is in the digital age, that most knowledge workers, who are the people that really benefit from agile the most, that aren't working in that way, they're working with very changeable environments, very changeable customer understanding very, you know, it's a little bit more complex. Ula Ojiaku True, true. And what you're saying reminds me of my conversation with Dave Snowden, he's known for his work on complexity theory, Cynefin, and if it's in a complex adaptive environment, you know, you need to be agile, but if it's a complicated problem or a simple problem, so complicated is really about, you know, breaking it down into a series of simple problems but it's still sequential and predictable, you could use, you know, the traditional waterfall method, because nothing is going to change, it's really putting all those pieces together to get to a known end state, and so I am of the same mindset as you, in terms of it's all about the context and understanding what exactly are you trying to achieve, what's of value to the customer and how much of it do we know and how much learning do we have to do as we get there. Dave West Exactly. I'm obviously not anywhere near as smart as somebody like a Dave Snowden who just, I think he has forgotten more things than I've ever understood, but yeah, I mean he's an amazing thought leader in this space, but the challenge and he talks a little bit about this sometimes, or I think he does, is that we don't always know what's complicated or complex or the amount of unknown. And this is, you know, this is the classic sort of entrepreneur. Entrepreneurs aren't necessarily working in complexity, they're working in unknown. But the nature of complex unknown is really tricky because you may discover that something that you thought was known is not known, and then you then have to change how you approach it. So the reason in Scrum, what we do is we deliver frequently and that, ultimately, and we deliver the most valuable things or the things that will give us the most value, thus that uncovers those misunderstandings early in the process. Ula Ojiaku Yeah, completely true. And just to build on what you said in terms of understanding or realising that your product goal was wrong, you're working on the wrong thing. Sometimes you might have to also kind of say goodbye to the project or pull the plug. It depends. Dave West Yeah. And that's incredibly hard, sorry, just to lean into that. It's very hard because you've got people that are there and you've invested time, you know, there's the sort of classic fallacy of sunk costs, all that stuff, but the reality is it's not a fallacy of psychological sort of like sunk energy. You've invested all this time and money and effort and motion to get where you're at and then you're realising it's wrong. It's incredibly hard to step away from that. And so what you do, and you see this with startups all the time is, you know, you pivot, you pivot, you pivot, you pivot, you pivot, but you don't really pivot, what you're doing actually is trying to find a way to get all that investment that you've spent to be useful to deliver some value, you know, and whether it's repackaging or whatever, so that you can say, oh, that's okay when actually, and you can spend as much time doing that as you did the original thing, and now you are even worse, in a worse situation and it's hard. Ula Ojiaku Yes. Completely agree. So there's something you said about, you know, you gave an example of people doing, if I will use your term, Water-Scrum-Fall, in their delivery. And sometimes, you know, they go into detailed requirements, you know, specification, and this is, and they write an iron-clad contract that would, you know, kind of specify all these requirements have to be met, and whilst from the delivery perspective, in terms of the teams who actually do the work, it's they are, they get it, they want to be agile, but it's always these constraints. And whenever we, as an agile coach, you know, you go into the root of the matter. It's the typical root causes of why there is this inflexibility it's either, you know, the leadership and/or, you know, the business or their clients not wanting, you know, having that traditional expectations, any advice on how to effectively deal with this sort of blocker? Dave West I think it's very difficult, particularly when it's like outsourced or you've got, you know, that sort of it's contract-based as opposed to internal in terms of commitments. So it's not budgeted it's actually contracted. And when, when that happens it's very difficult, because you know, you've got the deal because you know how to do stuff and you've done it before, and you've got all that experience with the customer of course, so it's well, because you've done it before and you've invested all this experience, you must tell us exactly what it is that we are going to do. And the reality is the customer themselves doesn't know what they want, really. And until you actually get into the process, it's very difficult. I think one of the big things that's going to happen over the next few years, and we're starting to see some of this with things like Beyond Budgeting, the new procurement contract models that the US is, is perpetuating with 18F and the work of the central government. It would sort of stop during the previous administration, but it's now back, you know, how do you do agile contract management, what does it mean? Speaking from personal use, you know, of external companies to do work for Scrum.org, we pay for sprints. We define a clear product goal that we evaluate continuously, that's measurable. We, you know, we have a product owner from Scrum.org embedded in the Scrum team, even if the Scrum team or in the Scrum team, so of course, if the product owner, they are part of the Scrum team, but even if the Scrum team is predominantly a third party. So we do things like that to, and because you can't just fund one sprint at a time. It's very, you know, these people have got to pay mortgages and you know, they've got payroll to hit, so you have to negotiate a number of sprints that you would do it that allows them the flexibility to manage those constraints whilst being realistic, that at the end of a sprint review, you may discover so much stuff, or even during a sprint, that questions everything, and requires a fundamentally, you know, shifting of the backlog, maybe a change to the backlog, assuming that the objective and the product goal is still valid. You know, so putting those things in place, having those honest conversations and partnership conversations with the client is crucial. And the, you know, service companies that serve Scrum.org are a little bit luckier because we actually come at that from a, we know that we don't know what we want, whereas most clients, it's a lot harder to get them to say that. We know what we'd like to achieve, so the other thing that's important and I think that OKRs are maybe part of this, we have a thing called EBM, Evidence Based Management, which is a sort of like an agile version of OKRs. The OKRs and if defining the outcomes that you're trying to achieve and how you're going to measure them up front, validating them continuously, because it's possible you're wrong, but it's a much less of a scary prospect than not describing anything at all, or just having some very highfaluting goal. So getting very clear and precise in what you're trying to achieve and actually investing the time up front to work out what that means, and getting everybody on the same page around that can really help solve those problems long term, because you build to that, and that ultimately becomes the true north that everybody's working to. So when you have those moments of oh, that's not what we thought then, you know, that's okay, because you are validating against at least something, you have some level of structure in all of this. Ula Ojiaku So let's get to some other questions. What books have you, you know, read that you would say have kind of impacted the way your outlook on, or view on the subject of agile agility or anything else, what would you recommend to the audience? Dave West So the books that really changed my life around thinking about this in a different way, there was a few. The one that actually has nothing to do with agile that made me step back from the way I was looking at the world was Thank You for Being Late by Thomas Friedman. That book really sort of like reinforced the fact that the world is incredibly complex and is, you know, he's famous for The World is Flat, you know, the sort of like global supply chain thing, which we are all very aware of and it's fundamentally having a huge impact now on prices and inflation and the like because of, you know, it's been such a mess over the last two and a half years. So that changed my outlook with respect to the world that I'm living in, which I thought was quite interesting. In terms of straight agility, you know, I'll be honest, there's Scrum – A Pocket Guide that taught me professional Scrum, that's Gunther Verheyen's book that I'd never really thought about Scrum in that way. And then I have to plug the series, The Professional Scrum Series from Addison, well, it's Pearson now, sorry. There are some great books in there, Zombie Scrum is absolutely fabulous. And actually, coming out on the 17th of June is a new book about leadership, The Professional Agile Leader: The Leader's Journey Toward Growing Mature Agile Teams and Organizations. I just read that, so I did not remember it, but it's by three people I adore, Ron Eringa, Kurt Bittner and Laurens Bonnema. They're awesome, you know, had lots of leadership positions, written a great book. I wrote an inspired forward just in case anybody's checking that, you know, that confidence thing certainly came back after middle school, right. But that's a really interesting book that talks about the issue that you highlighted earlier, that leadership needs, we've spent a lot, we've spent 25 years teaching Scrum to teams. We need to spend the next, probably 60 years, teaching Scrum to leaders and trying to help, and it's not just Scrum, it's agile, hence the reason why this isn't just about Scrum, you know, whether it's Kanban, whether it's Flow, whether it's Spotify Model, whether it's whatever, but the essence of that, you know, empiricism, self-management, you know, the continuous improvement, the importance of discipline, the importance of being customer centric, the value of outcomes and measures against outcomes, the value of community and support networks, you know, all of this stuff is crucial and we need to start putting that thing, you know, whether it's business agility, whether you call it business agility, you know, all organisations, I think the pandemic proved this, need to be more agile in responding to their market, to their customers, to their employers and to the society that they contribute to. We get that. Leadership needs to change, and that's not a, you're wrong and awful, now sort of old leadership bad. No, it's just the reality is the world has changed and the more mindful leaders step back and say, oh, what do I have to do differently? Now, my entire team is remote, my, you know, my work is hard to plan, the fact that we, you know, our funding cycles have changed, our investment models have changed, you know, stepping back a little bit. So this professional, agile leader book I do recommend. Obviously I had the benefit of reading it before it became a book and it's very, very good and fun to read. Ula Ojiaku Awesome, we will put the list of books and links to them in the show notes, so thank you for that. Now, is there anything you'd like to ask you know, of the audience? Dave West Oh gosh, I don't know. I mean, my only sort of like, if it's sort of closing, if we've unfortunately come to the end of our time together and I, you know, I did waffle on, so I apologise for using far too much of it. But I guess the question I, and we talked a little bit about this, but you know, this sort of, there is a propensity in our industry, like every industry, and every moment, and every movement to become very inward looking, to become very like my way is better than every other way, you know. And obviously I'm very into Scrum and I apologise, I accept that I am. But I'm not arrogant enough to believe that it is the only way of solving complex problems. I'm also not arrogant to believe that it is sufficient. You know, I love the work of the Lean UX, Agile UX, we loved it so much we worked with Jeff and Josh to build a class together. I love the work of Daniel Vacanti and in professional Kanban and the Kanban community in general, I love, you know, I love the work of the professional coaching organisations and what they're really doing to help me be a better human being dare I say. You know, the point is, as you sit at this moment in time, you as an agile practitioner, have the opportunity to draw on many different disciplines and many different experts to really help to create that environment. That can allow agility to thrive and value to be delivered. And I think the only thing that's getting in the way of you doing that, or the only thing that was getting in the way of me doing that, and it still does sometimes is uberous arrogance and just a lack of, I don't know, not willing, not being willing to step out of my comfort zone and accept that my predefined ideas and my experience, my diversity that I bring isn't necessarily always right and to be more humble and to be more kind. I know it's a country song, you know, humble and kind, right, which I'm, you know, obviously I live in America, so I have to like country music, it's mandatory, but if you can be a little bit kinder and to do what my gran asks, right? Not what did you do today, but who did you help? What did you learn? How are you going to be better tomorrow? If we can do all of those things, then not only are our projects and teams and products better, but our lives better, and maybe society could be a little bit better. Ula Ojiaku Those are great words, Dave, thank you so much for those. One last thing, are you on social media? How can people get in touch with you? Dave West Well you could always dave.west@scrum.org if you want to ping me on this thing called email. If you are under 30, it's this thing that old people like, it's called email. If you're younger and cooler, I do not have a TikTok account, I don't totally know what it is. My son says we need it. I'm not a totally sure that we do, but it's not about clocks as well, who knew that, what was all that about? Ula Ojiaku Well, just like Apple isn't the fruit… Dave West Isn't about fruit, how annoying is that as well? Anyway, and so many misconceptions in the world, right. Anyway, but, and M&Ms aren't Smarties, I know I get it. But anyway, sorry, David J. West is my Twitter handle, you know, but, you know, whatever, LinkedIn, you can always find me on LinkedIn, just do Dave West Scrum.org and you will find me on LinkedIn. Love connecting, love talking about this stuff, maybe a little too much. You know another saying that my gran used to say, “you've got two ears and one mouth, shame you never used it like that, David”. I was like, yes, gran, I know, yeah. She also didn't by the way, just for the record anyway. Ula Ojiaku Oh gosh, your grandma Lilian sounds like she was one awesome woman. Dave West Rockstar, rockstar. Ula Ojiaku Well, thank you so much, Dave. It's been a pleasure and I thoroughly enjoyed having this conversation with you, actually more learning from you and I hope sometime you'll be back again for another conversation. Dave West I would love that. Thank you for your audience. Thank you for taking the time today. I appreciate it. Let's stay in touch and I hope that we'll see maybe in person again soon. Ula Ojiaku Yeah, that will be wonderful.

In this podcast Shane Hastie, Lead Editor for Culture & Methods spoke to Patricia Kong of Scrum.org about the importance and value of facilitation skills for collaborative teams. Read a transcript of this interview: https://bit.ly/3WtFKHS Subscribe to our newsletters: - The InfoQ weekly newsletter: bit.ly/24x3IVq - The Software Architects' Newsletter [monthly]: www.infoq.com/software-architects-newsletter/ Upcoming Events: QCon London: qconlondon.com/ - March 27-29, 2023 QCon San Francisco: qconsf.com/ - Oct 2-6, 2023 Follow InfoQ: - Twitter: twitter.com/InfoQ - LinkedIn: www.linkedin.com/company/infoq - Facebook: bit.ly/2jmlyG8 - Instagram: www.instagram.com/infoqdotcom/ - Youtube: www.youtube.com/infoq

Great Scrum Teams are self-managing, cross-functional and have the ability and skills necessary to drive to successful outcomes. However, team interactions don't always go as expected and can cause conflict or roadblocks. Effective facilitation can help the Scrum Team move forward toward their desired outcomes. Within the Scrum events and beyond there are a lot of opportunities where good facilitation can help teams work better together.In this episode of Ask a Professional Scrum Trainer moderated by Patricia Kong, PSTs Simon Flossmann and David Spinks answer your burning questions about Scrum and the challenges you or your teams may be facing when using Scrum, particularly within the Scrum events and other scenarios when it may be difficult to reach a decision on things, that could be resolved with good facilitation techniques and skills.

This week, Dan Neumann is joined by Patricia Kong in today's episode. Patricia is the Product Owner, Enterprise Agility, and Learning Enablement for Scrum.Org.   In this episode, Dan and Patricia are exploring a new training class Scrum is offering called Professional Scrum Facilitation Skills Training which is directed not just to Scrum Masters but for all levels including all leaders and Team members too.   Key Takeaways What is Learning Enablement? It is the place to improve your profile and skills by learning from the experiences of the individuals who are actually doing the work. Learning enablement is directed at people who are really looking to develop people and Teams, specifically improving some of their own skills so they can help others. What is the Professional Scrum Facilitation Skills Training about? Professional Scrum Facilitation Skills is an interactive course designed to help Scrum practitioners develop a facilitator's mindset and proficiency in facilitation skills, and learn when and how to select effective techniques for various circumstances. This class takes all real-life scenarios to help Scrum Masters facilitate the solutions that Teams need to get to agreements. This course includes the five principles for facilitation. The target of this course is for individuals on a Scrum Team but it could be great also for people in management roles. The training takes one day (equivalent to 8 hours) which includes some in-person and some virtual experiences. The matter of meetings... Most leaders think their meetings are great (when they are not). The purpose of the meeting needs to be clear, and the meeting should be avoided if the content could be in an email or a video. Facilitation skills are useful when nobody is providing feedback or they don't even show up to the meeting. Conflict isn't bad! If you are in a creative space, there will be conflict, since different members will come up with different ideas.   Mentioned in this Episode: Scrum.Org Professional Scrum Facilitation Skills™   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In this episode of the Scrum.org Community Podcast, Patricia Kong leads a discussion with PSTs Todd Miller and Glaudia Califano focused on how Facilitation can help Scrum Teams, the importance of Facilitation Skills for Scrum Team members and the themes that inspired the creation of the new Professional Scrum Facilitation Skills training course. 

In this episode, Patricia Kong comes back to the show and turns the tables on Richard, asking him questions. Patricia Patricia leads Enterprise and Leadership Solutions at scrum.org. She is a public speaker, coach, a co-author of The Nexus Framework for Scaling Scrum, and a co-developer of the Evidence-Based Management Framework.  Patricia recently invited Richard to scrum.org to present a webinar on core protocols for psychological safety and emotional intelligence. During this interactive session, some important questions remained open, so Patricia came to get her answers!  When you finish listening to the episode, connect with Patricia on LinkedIn, and visit scrum.org, where you can check out Richard's webinar.  You can read the transcript of the episode at https://kasperowski.com/podcast-85-patricia-kong/.

Scrum itself is a simple framework for effective team collaboration on complex products. While it is lightweight and simple to understand, challenges do arise. The Scrum.org Ask a Professional Scrum Trainer series features Professional Scrum Trainers (PSTs) in a live session, answering your most pressing questions regarding the challenges and situations your Scrum Teams are facing.In this special episode of Ask a Professional Scrum Trainer moderated by Patricia Kong, as a follow up to December's Ask a PST session, PSTs Kate Hobler, Rich Hundhausen and Jesse Houwing answer questions related to Scaling Scrum using the Nexus framework. They  provide insights on scaling Scrum. They answer questions about choosing a scaling framework, the Nexus Integration Team, managing dependencies and more!

In this podcast Shane Hastie, Lead Editor for Culture & Methods, spoke to Patricia Kong of Scrum.org about Evidence Based Management. Read a transcript of this interview: https://bit.ly/34evOMo Subscribe to our newsletters: - The InfoQ weekly newsletter: www.infoq.com/news/InfoQ-Newsletter/ - The Software Architects' Newsletter [monthly]: www.infoq.com/software-architects-newsletter/ Upcoming Virtual Events - events.infoq.com/ QCon London: https://qconlondon.com/ - April 4-6, 2022 / London, UK QCon Plus: https://plus.qconferences.com/ - May 10-20, 2022 - Nov 29 - Dec 9, 2022 QCon San Francisco https://qconsf.com/ - Oct 24-28, 2022 InfoQ Live: https://live.infoq.com/ - Feb 22, 2022 - June 21, 2022 - July 19, 2022 - August 23, 2022 Follow InfoQ: - Twitter: twitter.com/infoq - LinkedIn: www.linkedin.com/company/infoq/ - Facebook: www.facebook.com/InfoQdotcom/ - Instagram: @infoqdotcom - Youtube: www.youtube.com/infoq

Implementing Scrum is hard. It's easy to understand, yet hard to implement. It's a fundamental shift in the way products are being built. And that's just a single team. Now imagine when multiple teams are going to work together. That provides a new array of challenges to work with.Friend of the show Patricia Kong and Jesse Houwing join Sander Dur to discuss Scrum.org's scaling model called Nexus. Where do we start? And what things do we needs to consider if we even need to scale at all? Find out right here!What you'll discover in this show:-        Doing Scrum right is the first thing that you want to do -        Alignment is key for a smooth flow -        Throwing any scaling framework across an entire department at once has big potential threats that could lead to a diminished delivery of value  Speakers: Patricia KongSpeaker * Author * Coach * InstructorPatricia Kong is co-author of "The Nexus Framework for Scaling Scrum" published by Pearson and a well-known public speaker and mentor. She is a co-developer of the Evidence-Based Management Framework for Business Agility and Nexus Framework for Scaling Scrum. Patricia helps organizations thrive in a complex world by focusing on enterprise innovation and leadership and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors.  Patricia is experienced working with 1$B+ clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. Patricia is fluent in 4 languages.Contact Patricia: https://www.linkedin.com/in/patricia-kong-2238232/ https://twitter.com/pmoonk88?lang=en Jesse Houwing Trainer, coach and tinkerer My source of inspiration My grandfather had a unique will to understand things and to be able to take them apart and put them back together, either in their original shape, or combine things to turn them into something new. He had been solving little life's problems using automation long before it became a common thing. The doorbell that signaled the start a vacation full of wonderful experiments and learning now hangs in our little hallway. My ultimate Epic Shit momentTraining people in Scrum, the agile mindset in general, quite often leads people to new insights, epiphanies and sometimes to life changing inspiration. When people contribute that specific training to be a career changing event, that's epic.Contact Jesse:https://www.linkedin.com/in/jessehouwing/Sander Dur (host)Scrum Master, Agile Coach, trainer, and podcast host for ‘Mastering Agility”Sander Dur is a business agility enthusiast, with a passion for people. Whether it's healthy product development, agile leadership, measurement, or psychological safety, Sander has the drive to enable organizations to the best of their abilities. He is an avid article writer, working on a book about Scrum Mastery from the Trenches, and is connecting listeners with the most influential people in the industry. Masteringagility.org https://www.linkedin.com/in/sanderdur/ Additional resources: The Nexus GuideUpcoming Nexus classesSupport the show (https://www.patreon.com/masteringagility)

In this special episode of Ask a Professional Scrum Trainer moderated by Patricia Kong, PSTs Magdalena Firlit, Simon Flossmann, Ravi Verma and Yuval Yeret, answer questions related to Scaling Scrum. They provide insights on scaling Scrum with Nexus and also answer questions related to comparing and choosing scaling frameworks.

Tired of not achieving Organizational outcomes and don't know how to improve that?...this show is for you. In this episode Host James Gifford talks with Scrum.org's Patrica Kong and Kurt Bittner about Evidence Based Management. Learn more about defining value and setting goals in both the near- and long-term. More Info Evidence Based Management: https://www.scrum.org/resources/evidence-based-management https://www.scrum.org/resources/evidence-based-management-guide https://www.scrum.org/courses/professional-agile-leadershiptm-evidence-based-managementtm-training   If you enjoyed this episode, please give us a review, a rating, or leave comments on iTunes, Stitcher or your podcasting platform of choice. It really helps others find us.  Much thanks to the artist Krebs from Machine Man Records who provided us our outro music free-of-charge!  If you like what you heard, check out these links to find more music you might enjoy! If you'd like to join the discussion and share your stories,  please jump into the fray at our Discord Server! We at the Agile Uprising are committed to being totally free.  However, if you'd like to contribute and help us defray hosting and production costs we do have a Patreon.  Who knows, you might even get some surprises in the mail!

Peter Drucker famously said: “You can't improve what you can't measure”. Measurements and metrics are incredibly useful when it comes to product improvement, having the desire to get a better market position or just improvement of yourself as an individual. But then the next challenge; what to measure? And why?Magdalena Firlit, Agile Transformation Consultant and Professional Scrum Trainer, talks to us about the PAL-EBM (Professional Agile Leadership Management with Evidence-Based Management) framework. Patricia Kong was a guest earlier this year to talk about EBM, but how does it relate to leadership?  What you'll discover in this show:-        You can start creating metrics at any time-        It's a dialogue between (top-level) management and teams, not a top-down approach-        Measuring less than all four Key Value Areas leaves out great potential data   Speakers:Magdalena FirlitAgile Transformation ConsultantI am a Professional Scrum Trainer, Agile transformation consultant, trainer, mentor, life and business coach (graduated postgraduate university course in coaching (ICF compliant) and training. I am also a lecturer at the Universities teaching a postgraduate course for managers “Holilider”, Introduction to Agile and Agile Leadership. I gained many years of professional experience, working for several companies, observing their Agility path. I specialize in Agile transformation. I cooperate with organizations of various sizes (large, medium, small, start-ups) and with all levels – from teams to C-level. It is most important to me to understand company needs, why do they want to change, what benefits does the transformation brings.Contact Magdalenahttps://magdalenafirlit.com/agileinthespotlight.comhttps://www.youtube.com/c/MagdalenaFirlitAgileInTheSpotlight/featuredhttps://twitter.com/magda_firlithttps://www.linkedin.com/in/magdalenafirlit/Sander Dur (host)Scrum Master, Agile Coach, trainer, and podcast host for ‘Mastering Agility”Sander Dur is a business agility enthusiast, with a passion for people. Whether it's healthy product development, agile leadership, measurement, or psychological safety, Sander has the drive to enable organizations to the best of their abilities. He is an avid article writer, working on a book about Scrum Mastery from the Trenches, and is connecting listeners with the most influential people in the industry. Masteringagility.orghttps://www.linkedin.com/in/sanderdur/ https://agilitymasters.com/en Additional resources: Read the EBM Guide Magdalena's articles:https://www.scrum.org/resources/blog/pitfalls-challenges-implementing-ebm https://www.scrum.org/resources/blog/success-implementing-ebm  Metric software:Support the show (https://www.patreon.com/masteringagility)

Scrum itself is a simple framework for effective team collaboration on complex products. While it is lightweight and simple to understand, it is difficult to apply effectively. The Scrum.org Ask a Professional Scrum Trainer series, features Professional Scrum Trainers (PSTs) in a live session, answering your most pressing questions regarding the challenges and situations your Scrum Teams are facing.In this episode of Ask a Professional Scrum Trainer, PSTs Mark Wavle and Chris Conlin along with Patricia Kong from Scrum.org take your questions about Evidence-Based Management (EBM) and content covered in the new Professional Agile Leadership - Evidence Based Management (PAL-EBM) training course! EBM is an Agile approach to help leaders guide their teams toward continuously improving customer outcomes, organizational capabilities, and business results. Mark, Chris and Patricia  answer all of your burning questions about measuring value, shifting to a more agile mindset, outcomes over outputs thinking and more!

Today we're going to be talking about recent advancements by Scrum.org  that include a new Professional Agile Leadership – Evidence-Based Management (PAL-EBM) training course and about  Evidence-Based Management (EBM) itself.EBM is a framework that was created in 2014 as an Agile approach to help leaders guide their teams toward continuously improving customer outcomes, organizational capabilities,  and leading to positive business results.With me to talk about EBM and the new course are Patricia Kong and Kurt Bittner who work in enterprise agility at Scrum.org 

Abstract:In this special episode of the ‘Mastering Agility' podcast, Patricia Kong and I have a conversation about topics that are close to both our hearts; shame, trust, and the experience of burning out. It seems that is the social standard to always say that everything is great, when asked how you're doing. That real life should be like Instagram. The truth is; it's not. Far from that. Working remotely impacts trust within teams. Shame affects your overall self-esteem. Burnouts are increasingly more common. Patricia is ruthlessly honest about her views and experience.What you'll discover in this show:-        Being open and transparent about how you feel is powerful-        Understanding what feeds you energy on the workspace can prevent burnouts-        The way others treat you might say more about them, than it says about you  Speakers:Patricia KongOrganizational Agility, Innovation, Product Ownership | Speaker * Author * Coach * InstructorPatricia Kong is co-author of "The Nexus Framework for Scaling Scrum" published by Pearson and a well-known public speaker and mentor. She is a co-developer of the Evidence-Based Management Framework for Business Agility and Nexus Framework for Scaling Scrum. Patricia helps organizations thrive in a complex world by focusing on enterprise innovation and leadership and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors. She emerged through the financial services industry and has led product development, product management and marketing for several early stage companies in the US and Europe. Patricia is experienced working with 1$B+ clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. Patricia is fluent in 4 languages. Contact Patricia Kong: https://www.linkedin.com/in/patricia-kong-2238232/ https://twitter.com/pmoonk88?lang=enSander Dur (host)Scrum Master, Agile Coach, trainer, and podcast host for ‘Mastering Agility”Sander Dur is business agility enthusiast, with a passion for people. Whether it's healthy product development, agile leadership, measurement or psychological safety, Sander has a drive to enable organizations to the best of their abilities. He is an avid article writer, working on a book about Scrum Mastery from the Trenches and is connecting listeners with the most influential people in the industry. https://www.linkedin.com/in/sanderdur/ https://agilitymasters.com/en https://sander-dur.medium.com/ Additional resources: Join our respective talks at Scrum Day Europe! Feel free to reach out any time.Tickets available right here:https://www.scrumdayeurope.com/  Support the show

Abstract:When creating any sort of product, it's important to understand whether we are moving in the right direction. But how do we know that? How do we measure that? And what metrics do we use for that? Agile organizations know that frequent inspection of results limits risk and improves the ability to deliver value. Scrum.org created a complementary framework called Evidence-Based Management. Patricia Kong is here to talk about how we can use EBM to elevate our ability to deliver value.What you'll discover in this show:-        You don't need to apply the whole framework at once-        The Evidence-Based Management framework provides a great set of metrics to start with-        Four Key Value Areas help organizations and teams to gather quantifiable data in order to figure out what to do next  Speakers:Patricia KongOrganizational Agility, Innovation, Product Ownership | Speaker * Author * Coach * InstructorPatricia Kong is co-author of "The Nexus Framework for Scaling Scrum" published by Pearson and a well-known public speaker and mentor. She is a co-developer of the Evidence-Based Management Framework for Business Agility and Nexus Framework for Scaling Scrum. Patricia helps organizations thrive in a complex world by focusing on enterprise innovation and leadership and teams. She is a people advocate and fascinated by organizational behavior and misbehaviors. She emerged through the financial services industry and has led product development, product management and marketing for several early stage companies in the US and Europe. Patricia is experienced working with 1$B+ clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. Patricia is fluent in 4 languages. Contact Patricia Kong: https://www.linkedin.com/in/patricia-kong-2238232/ https://twitter.com/pmoonk88?lang=enSander Dur (host)Scrum Master, Agile Coach, trainer, and podcast host for ‘Mastering Agility”Sander Dur is a business agility enthusiast, with a passion for people. Whether it's healthy product development, agile leadership, measurement, or psychological safety, Sander has the drive to enable organizations to the best of their abilities. He is an avid article writer, working on a book about Scrum Mastery from the Trenches, and is connecting listeners with the most influential people in the industry. https://www.linkedin.com/in/sanderdur/ https://agilitymasters.com/en https://sander-dur.medium.com/ Additional resources: To learn more about Evidence-Based Management, check out the guide: https://www.scrum.org/resources/evidence-based-management-guide For Scrum.org's EBM certification, check it out right here: https://www.scrum.org/assessments/professional-agile-leadershiptm-evidence-based-management-certification   Support the show

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In this special release episode, Women in Agile Org is thrilled to feature our new sponsor for the Women in Agile Podcast, Scrum.org.  Listen in as Dave West, CEO of Scrum.org and Patricia Kong, Product Owner of Enterprise Solutions at Scrum.org, join our host Leslie Morse for a conversation on diversity, complexity, and social responsibility. They touch on some of the origins of Scrum, what complexity means, and how team and organizational diversity are key for solving complex problems.  About the Featured Guests Dave West is the CEO at Scrum.org. He is a frequent keynote at major industry conferences and is a widely published author of articles and research reports, along with his acclaimed book: Head First Object-Oriented Analysis and Design, that helped define new software modeling and application development processes. He led the development of the Rational Unified Process (RUP) for IBM/Rational. After IBM/Rational, West returned to consulting and managed Ivar Jacobson Consulting for North America. Then as VP, research director Forrester research where he ran the software development and delivery practice. Prior to joining Scrum.org he was Chief Product Officer at Tasktop where he was responsible for product management, engineering and architecture Follow Dave on LinkedIn Follow Dave on Twitter @DavidJWest Patricia Kong is the Product Owner of the Scrum.org enterprise solutions program which includes the Nexus Framework, Evidence-Based Management, Scrum Studio and Scrum Development Kit. She also created and launched the Scrum.org Partners in Principle Program. Patricia is a people advocate and fascinated by organizational behavior and misbehaviors. She emerged through the financial services industry and has led product development, product management and marketing for several early stage companies in the US and Europe. At Forrester Research, Patricia worked with their largest clients focusing on business development and delivery engagements. Patricia lived in France and now lives in her hometown of Boston. Patricia is fluent in 4 languages. Follow Patricia on LinkedIn  Follow Patricia on Twitter @pmoonk88 The Women in Agile community champions inclusion and diversity of thought, regardless of gender, and this podcast is a platform to share new voices and stories with the Agile community and the business world, because we believe that everyone is better off when more, diverse ideas are shared. Podcast Library: www.womeninagile.org/podcast Women in Agile Org Website: www.womeninagile.org  Connect with us on social media! LinkedIn: www.linkedin.com/company/womeninagile/ Instagram: www.instagram.com/womeninagile/ Twitter: www.twitter.com/womeninagileorg  Please take a moment to rate and review the Women in Agile podcast on your favorite podcasting platform. This is the best way to help us amplify the voices and wisdom of the talent women and allies in our community! Be sure to take a screenshot of your rating and review and post it on social media with the hashtag #womeninagile. This will get you entered to a monthly drawing for a goodie bag of Women In Agile Org swag! About our Host Leslie Morse is an agilist at heart. She was leveraging agile practices and appreciating agile principles long before she even knew what they were. Her agile journey officially started in 2010 and she never looked back. Her career has taken many twists and turns. She led a digital marketing start-up in college, was involved with replatforming Lowes.com while they adopted agile practices, provided training and coaching for agile transformation across a wide array of industries, and now serves as the Product Owner of Professional Development Solutions for Scrum.org. She is a trained and certified in Organization and Relationship Systems Coaching (ORSC) and has been involved in the Women in Agile movement since its original inception at Scrum Gathering 2013 in Las Vegas. You can connect with Leslie on LinkedIn). About our Sponsor Scrum.org is the Home of Scrum, founded in 2009 by Scrum co-creator Ken Schwaber focused on helping people and teams solve complex problems by improving how they work through higher levels of professionalism. Scrum.org provides free online resources, consistent experiential live training, ongoing learning paths, and certification for people with all levels of Scrum knowledge. You can learn more about the organization by visiting www.scrum.org.

In this episode of the Scrum.org Community Podcast, Patricia Kong and Kurt Bittner from Scrum.org discuss changes made to the Nexus Guide in January 2021 based on the most recent 2020 Scrum Guide update with Jesse Houwing and Simon Flossmann, Professional Scrum Trainers and Scaled Professional Scrum (SPS) Course Stewards.

n this episode, Richard interviews Patricia Kong. Patricia leads Enterprise and Leadership Solutions at scrum.org. She is a public speaker, coach, a co-author of The Nexus Framework for Scaling Scrum, and a co-developer of the Evidence-Based Management Framework. Patricia reminds us that measuring your team's success is not just a number on the scale. You must be intentional about your team's goals if you want to grasp the level of its improvement. When you finish listening to the episode, connect with Patricia on LinkedIn at https://www.linkedin.com/in/patricia-kong-2238232/ and read her book The Nexus Framework for Scaling Scrum. Go to https://kasperowski.com/podcast-60-patricia-kong/ to listen to the episode and read the transcript.

Patricia Kong has been with Scrum.org for over 8 years and has helped lead the Evidence Based Management framework development and growth to help organizations answer the question ‘what evidence do you have that you're improving value delivery when you scale'. Check out the full show notes at TheAgileWire.com

This week on the podcast, your hosts, Dan Neumann and Sam Falco, will be exploring the Nexus Framework. Joining them is Kurt Bittner, Patricia Kong of Scrum.org! In their roles at Scrum.org, Kurt is the Vice President of Enterprise Solutions, Patricia is the Product Owner of Enterprise Solutions, and Dave West is the CEO. Together with Dave West, CEO of Scrum.org, they are co-authors of the book, The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams, which is also the topic of today’s episode!   Together, Kurt and Patricia provide a thorough introduction to the Nexus Framework and take a deep dive into some of the facets of it. They explain many of the whys and the hows around it, debunk some of the common misconceptions, and share how they resolve some of the common problems that sometimes pop up.   Key Takeaways What is the Nexus Framework? It aims to address the main problem of how to coordinate across multiple teams delivering one product When you start to scale up the number of teams involved, questions arise, which Nexus helps to address Its main focus is on teams and the products Nexus aims to help the organizational change problem (regardless of the practices being introduced) It helps people apply Scrum in a larger context and addresses scaling-specific issues Can you implement Nexus without Scrum? What happens if you implement the framework without doing Scrum well? There are lots of ways to fall down with Scrum — Nexus won’t make or break it You should learn how to do Scrum well before implementing Nexus If a set of teams isn’t doing Scrum well, there are scaling techniques that you can apply How the Nexus Framework works: Multiple teams work to build one integrated increment at every sprint (usually three to nine teams) There’s one Product Owner with one product backlog There is a Nexus sprint backlog, which is a representation of and transparency around the dependencies that the teams might face Teams still have their daily Scrums but there is a Nexus daily Scrum before that so the unit can come truly come together, understand the current issues, and properly plan ahead There is only one Nexus sprint review as opposed to the individual sprint reviews you would see in Scrum (because of the emphasis on the integrated product) After the review, you have the Nexus retrospective where the appropriate people come together to address the current issues and find solutions There is also the Nexus sprint goal, which is a culmination of what the teams are doing as a Nexus for the sprint There’s a new role called the Nexus Integration Team, which consists of a Product Owner, a Scrum Master, and Nexus Integration Team members to ensure the integration of the Nexus With no Product Owner hierarchy, how does one Product Owner handle multiple teams vs. single team Scrum? Understanding that they’re not looking for different job titles; it’s about a role Clear communication about autonomy “One Santa, many elves” i.e. there may be one person that is responsible for the product being successful but they can have lots of help Make sure that the teams understand what the goal that is being worked towards is   Mentioned in this Episode: Kurt Bittner Patricia Kong Scrum.org The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams, by Kurt Bittner, Patricia Kong, and Dave West Ken Schwaber Scaling Scrum with Nexus (Scrum.org) Nexus Framework Poster (Scrum.org) Evidence-Based Management Mike Rother   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

Welcome to episode 13 on the Agile Atelier podcast. Today’s topic is Evidence Based Management (EBM), a framework inspired by scrum.org trainers and our guests for today, Patricia Kong and Kurt Bittner. Patricia Kong is the Product Owner of the Scrum.org enterprise solutions program which includes the Nexus Framework, Evidence-Based Management, Scrum Studio and Scrum…… Continue reading Episode 13: Evidence Based Management in Agile teams with Patricia Kong and Kurt Bittner

In the first episode of our Game of Frameworks series, join Patricia Kong and Kurt Bittner from Scrum.Org as they discuss the Nexus scaling framework with us! Nexus Website Patricia's Twitter Kurt's Twitter

(@pmoonk88) and Kurt Bittner (@ksbittner) joined Ryan Ripley (@ryanripley) to discuss Scrum.org’s Nexus Framework.Patricia Kong  [featured-image single_newwindow=”false”]Scrum.org’s Kurt Bittner and Patricia Kong[/featured-image] In this episode you'll discover: What is the Nexus Famework How Nexus allows you to scale scrum without destroying its soul Why teams need to get good at Scrum FIRST and then worry about scaling Links from the show: GoFundMe for Mike Beedle’s Family:  https://www.gofundme.com/mikebeedlesupport Scrum.org – https://www.scrum.org/ The Nexus Framework – https://www.scrum.org/resources/scaling-scrum How to support the show: Thank you for your support. Here are some of the ways to contribute to the show: Share the show with friends, family, colleagues, and co-workers. Sharing helps get the word out about Agile for Humans Rate us on iTunes and leave an honest review Join the mailing list – Check out the form on the right side of the page Take the survey – totally anonymous and helps us get a better idea of who is listening and what they are interested in Leadership Gift Program Make a donation via Patreon Book of the Week: [callout]The Nexus Framework is the simplest, most effective approach to applying Scrum at scale across multiple teams, sites, and time zones. Created by Scrum.org—the pioneering Scrum training and certification organization founded by Scrum co-creator Ken Schwaber—Nexus draws on decades of experience to address the unique challenges teams face in coming together, sharing work, and managing and minimizing dependencies. Click here to purchase on Amazon.[/callout] [reminder]Which topic resonated with you? Please leave your thoughts in the comment section below.[/reminder] Related Episode: Want to hear another podcast about the life of an agile coach? — Listen to my conversation with Zach Bonaker, Diane Zajac-Woodie, and Amitai Schlair on episode 39. We discuss growing an agile practice and how coaches help create the environments where agile ideas can flourish. Help promote the show on iTunes: One tiny favor.  — Please take 30 seconds now and leave a review on iTunes. This helps others learn about the show and grows our audience. It will help the show tremendously, including my ability to bring on more great guests for all of us to learn from. Thanks! Agile Dev West conference offers you the perfect opportunity to get away from distractions to immerse yourself and improve your agile skills in hot areas such as agile and lean development, scaled agile development, agile teams and leadership, digital transformation, and more. Agile for Humans listeners use code “AFH18” to receive 10% off their conference registration. Check out the entire program at adcwest.techwell.com. You'll notice that I'm speaking there again this year. Attendees will have a chance to participate in my half-day sessions on advanced scrum topics called Coaching Workshop: Taking Your Scrum to the Next Level, as well as Rethinking Your Retrospectives. I hope to see many Agile for Humans listeners in Las Vegas – June 3-8, for this great event. The post AFH 091: Using Nexus to Scale Scrum appeared first on Ryan Ripley.See omnystudio.com/listener for privacy information.

  When your product gets really big and you need to work with teams at scale, what options do Product Owners have? In this episode, Dave West joins the show to discuss the Nexus framework and what PO’s need to know in order to work in this type of scaled environment. We cover some of the basics that are detailed in the new Nexus book and look at other keys to keeping multiple teams coordinated and delivering value together.     Feedback: twitter - @deliveritcast email - deliveritcast@gmail.com   Links: PO Coaching and Consulting - seek taiju Dave West - @DavidJWest Scrum.org Dave West, Patricia Kong, Kurt Bittner -  The Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams https://www.scrum.org/resources/scaling-scrum Freakonomics - Here’s Why All Your Projects Are Always Late — and What to Do About It Martin Fowler - Revised Agile Fluency Model

Joe Krebs speaks with Patricia Kong and Kurt Bittner about Nexus. Both, Patricia and Kurt, are with Scrum.org and have recently released a book about Nexus with the title: "The Nexus Framework for Scaling Scrum: Continously Delivering an Integrated Product with Multiple Scrum Teams". Almost at the same time, the new Nexus Guide was released, too. Two very good reasons to talk more about Nexus.  We talked about language changes in the new Nexus Guide, the role of the Nexus Integration team and most importantly when scaling makes sense in the first place. You will hear about how Nexus differs to some of the known approaches in the industry (e.g. Scrum of Scrum's) and how a framework for scaling can tackle the complexity of large Scrum programs better.  Both authors share the outline of their book and how a fictional company steps through typical challenges when going from a single to a multi-team Scrum.

Jochen (Joe) Krebs speaks with Patricia Kong and Kurt Bittner about the new Nexus Guide and their new Book about Nexus. They tackle how Nexus can help for multi-team Scrum and what changes people have to expect in the second edition. They also give insights into the flow and content of their new book about Nexus.