Skip to main content

I'm back... and I am a CST!

My USA-Sabbatical is over. What came out of it, and what's next?

I am pleased to announce that I have been recognized by the Scrum Alliance as a Certified Scrum Trainer. This is very select group of 138 people world-wide whose understanding of Scrum and whose teaching abilities have been vetted by the trainer community. It's an honor to be included in this select group.  As a participant in my Scrum Courses, you can be certain of the quality of training you receive, and you will qualify to become a Certified Scrum Master or Certified Scrum Product Owner -- after you pass the test from the Scrum Alliance.

I have also spent the last 6 months working with Steve Denning on Radical Management. Radical Management is essentially the values and practices of Scrum, extended to leading an organization. OK, that's an oversimplification, because there are two essential principles which go beyond Scrum: Delighting the customer as the highest goal of an organization, and Leadership Storytelling as an approach to change leadership.

I consider myself a Committed Radical Manager.  Steve Denning and I held two courses together in Washington, DC, and one-day workshops in Amsterdam and Sao Paulo. Now Steve has recognized me a 'Recognized and Committed Trainer' of Radical Management. So if you train with me, you can be recognized as well (and whether you actually commit being a radical manager is up to you)!

One thing I have observed over the years: small courses delight the participants better than big courses. So my courses in Zurich are strictly limited to 10 participants. I chose the space to enforce that limitation. I will hold a CSM in Zurich course every month, except during the summer vacation.

I also offer the MasterClass Series on Making The Whole Organization Agile. Focused on topics around Radical Management and Scaling Scrum, these are a series of 1 day workshops on topics like Leadership Storytelling, Team Performance Workshop. I also plan to invite distinguished experts to lead Workshops on related topics, like Beyond Budgeting.

I am kicking off the Fall course season with:
  • MasterClass; Scrum Performance Workshop Oct 4 - Special Price: CHF 450 instead of 800.--!
  • Intense CSM October 23-24 - Introductory Special CHF 300 off of regular price.
  • MasterClass: Leadership Story Telling with Erwin van der Koogh, October 25
  • You can register and see the entire course program here.
More about the MasterClasses in upcoming articles.

BTW: I teach all my courses in German, unless someone in the room requires English.  Unless otherwise indicated, all course dates are guaranteed.

I have two other projects worth mentioning: the HappinessApp and WIKISPEED. I'm looking forward to building the first European WIKISPEED car in Switzerland. I'll report on them at a later date.


Comments

ceezone said…
Congratulations! I think it was overdue. BTW have you published your Scrum practices guide

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 …