Skip to main content

Switzerland Lean and Scrum Course Program 2011

At long last, I am pleased to announce our course plan for the first half of 2011 in Switzerland:

As in 2010, Peter Beck, Andreas Schliep and I will offer a regular program of practical Certified Scrum Trainings in Switzerland: CSM/Jumpstarts in Zürich and Bern, CSPO in Zürich and advanced courses for experienced ScrumMasters to sharpen their understanding of Scrum:
  1. CSM/Advanced is now called CSM for Scrum Professionals and lasts three days instead of two. We found two days was not enough to review the basics and explore advanced topics. It also reflects the emerging guidelines for the new CSP1/CSP2 certifications. So there is a new description and of course a new price.
  2. We are proud to announce a new course: Team Leadership Skills for Scrum Professionals  -- a course for left-brained professionals on using their right brain to lead their teams to success -- led by Peter Beck and Dr. Siegfried Kaltenecker. July 7 & 8. 
  3. Tom & Mary Poppendieck will return for a Lean Leadership Course in May in Switzerland. Register here by December 31 for a special super early bird price (CHF 2'240 instead of 2'800.--).
  4. Courses in Zurich will be held at Business Solution Group AG, Buckhauserstrasse 24, 8048 Zurich. Courses in Bern will continue to be held at Digicomp Academy.
  5. Our prices are basically unchanged. The difference between early booker and regular price has been harmonized between our EU and Swiss courses - the difference is now 150CHF ( ~= €100.--). The early booker prices are unchanged.
  6. All courses in 2011 are organized by DasScrumTeam GmbH. The new AGBs are located on our home page.
After the Amsterdam Scrum Gathering, I was fortunate to participate in the workshop 'Training from the Back of the Room' with Sharon Bowman. This is to training courses what Agile is to software development. All I can is 'Wow!' You'll notice the difference from the first minute.

The first public course to profit from this experience with be this week's CSM/Advanced. There are still 4 spaces left (BTW - the CSPO is sold out). Register here.

For more information:


Comments

Popular posts from this blog

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

10 Warning Signs, that your team is not self-organizing

How do you know that self-organization is working? The Bern Chapter of Scrum Breakfast Club looked into this questions, and identified the following warning signs (which I have taken the liberty of translating).

The team reports to the Scrum Master at the Daily ScrumPeople wait for instructions from the Scrum MasterTeam members don't hold each other responsible [for their commitments]The same impediment comes up twice"That's the way it is" => resignation"I" instead of "We"Flip charts are lonelyCulture of conflict-avoidanceDecisions processes are unclear, nor are they discussedPersonal goals are more important than team goals
To this list I would add my a couple of my favorites:
you don't see a triangle on the task board (not working according prioritization of stories)after the daily Scrum, people return directly to their desks (no collaboration)there are a least as many stories in progress as team members (no pairing)
P.S. You can join the …