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Scrum.org Agile By Yuval Yeret

Scaling Product Orgs with Portfolio Agility

Originally published on yuvalyeret.com.Your portfolio process isn’t slowing you down by accidentYou built empowered product teams. You wrote down a product operating model. And somehow decisions still stall, competitors still pivot faster than you do, and every initiative that actually matters turns into a program with a coordination tax attached. The cross-product process you added to bring order and reduce risk doesn’t stop the wrong things from getting built; it just makes building anything slower. That gap between the operating model on paper and the one people work in every day is the por

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Scrum.org Agile By Stefan Wolpers

Das KI-Workflow-Verzeichnis: Weiß Ihr Team, wo es bereits KI einsetzt?

In Kürze: Das KI-Workflow-Verzeichnis vervollständigt das A3-DelegationssystemSie kennen vermutlich Ihre eigenen KI-Abkürzungen: den Kollegen, der das Stakeholder-Update entwirft, den nächtlichen Job, den jemand vor seinem Ausscheiden eingerichtet hat, die Interviewnotizen, die bei Bedarf durch ein KI-Modell laufen. Ich möchte Sie jedoch herausfordern: Dieses vermeintliche Wissen kann falsche Sicherheit erzeugen, weil es sich anfühlt, als würden Sie die Arbeitsweise Ihres Teams mit KI kennen, während es in Wirklichkeit nur ein diffuses Verständnis der Praxis ist. Bitten Sie das Team, diese ind

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Martin Fowler Agile By Martin Fowler

Fragments: September 16

Reports of agentic hacking continue, in this case it happened back in May and it seems OpenAI did not disclose that they were responsible. Simon Willison sees two options: After the Hugging Face and Wiki attacks OpenAI were still unable to review their previous logs and determine that they had previously attacked RubyGems. They knew about the attack on RubyGems and made the decision not to reach out to the RubyGems team about it. Both of these are bad! Given this incident, the Hugging Face situation, and the Wiki attack, the obvious question right now is how many more incidents like this are o

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Scrum.org Agile By Mehdi Hoseini

AI Tool Introduction: Promptly AI

Image Imagine you are using ChatGPT and writing a prompt. But you are not sure if it is a good prompt or not. Here, Promptly AI comes to life to help you enhance your prompt with just one click.Click here to open its website. Image How to add Promptly AI to your AI chatbots?Promptly AI is a Chrome browser extension. So, you can easily add it to your browser, and after that, it is available in all AI chatbots like ChatGPT, Claude, Gemini, Perplexity, and more. Here is a screenshot of my ChatGPT. You can see that Promptly AI has added three icons in the prompt box. Image How Promptly AI Enhances

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Team Topologies Ways of Working By Team Topologies

Accelerating Value Delivery: How Enabling Teams and the ETAP Dynamic Drive Scale

Accelerating value delivery is not simply about adding tools or mandating new frameworks; it requires deliberate organizational design. By using Enabling teams to upskill product teams and linking their insights to Platform innovation through the ETAP dynamic, engineering leaders can systematically reduce cognitive load, eliminate central bottlenecks, and empower teams to deliver fast flow at scale.

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Scrum.org Agile By Steven Deneir

The Real Meeting Happens in the Hallway

Image The real meeting happens in the hallway.The meeting ends. Everyone agreed, or at least nobody disagreed. Then, two minutes later, the real conversation starts. In the corridor. In a side chat. In the small group that lingers after the call drops. "I didn't want to derail it." "I had concerns, but it wasn't the moment." "Yeah, none of us actually bought that." The decision got made in a room that had all the information except the part that mattered. If that happens on your team, it isn't a sign people don't care. It's a sign they've done the math. Saying the hard thing in the room, to th

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Martin Fowler Agile By Martin Fowler

Nail the Narrative

Sumeet Gayathri Moghe finds many folks building presentations get tangled in building slides without a coherent narrative. He advises distilling the big idea, visualizing the audience, and building a structured storyline. more…

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Scrum.org Agile By Daniel Carrilho

Na era da IA, ainda está a medir trabalho e esforço? ou finalmente a medir valor?

Image Durante décadas habituámo-nos a medir trabalho através daquilo que conseguimos ver:Horas trabalhadasNúmero de tarefas concluídasTickets fechadosLinhas de códigoStory Points entreguesNúmero de funcionalidades lançadasProjetos terminados dentro do prazo São números confortáveis porque são fáceis de contar.Mas existe um problema: atividade não é valor.E num mundo de trabalho de conhecimento, acelerado pela Inteligência Artificial, esta distinção torna-se ainda mais importante.A IA está a tornar as métricas de atividade ainda menos relevantesAnalisamos duas equipas: A primeira entrega 30 fun

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Scrum.org Agile By Mary Iqbal

Gallery Walk to IT Roadmap

How do you get meaningful input from an entire IT department without getting everyone in the same meeting or hearing only a few of the loudest voices?A few years ago, I faced that problem with a well-known consumer products company. The leadership team was creating a five-year IT roadmap and wanted input from developers, architects, business analysts, project managers and others across the whole department.A survey would have been easier. But would people participate? And even if they did, would a survey spark creative thinking or surface the best ideas? Doubtful.Instead, we ran a department-w

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Scrum.org Agile By Yuval Yeret

How to Measure AI Impact Beyond Token Caps

Originally published on yuvalyeret.com.The token cap is the least interesting number in your AI budgetSomewhere in your company right now, someone is trying to decide whether an employee should get $100, $300, or $1,000 a month of AI spend. It is a real question with a real invoice behind it, and it is also the wrong place to start, because there is no cap number that is defensible on its own. Set it low and you throttle the experiments that would have told you something. Set it high and you have no way to distinguish a team burning tokens on work that shipped from a team burning tokens on ses

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Scrum.org Agile By Chee-Hong Hsia

Hi Scrum Masters, if your goal is to make yourself obsolete, then you're doing it all wrong.

Image I keep hearing it at meetups, in interviews, on LinkedIn. A Scrum Master says, with a straight face and a bit of pride: "my job is to make myself obsolete."And every time I hear it, I think: so you've decided when you're done growing?The three levels of servingThe Scrum Guide says the Scrum Master serves the Scrum Team, the Product Owner, and the organisation. Three levels, all pointing outward. Coach the team toward self management. Help the PO with the Product Goal, Backlog. Lead the organisation in its adoption.Fine. But in my opinion there odd to be a fourth level, and it is actually

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Scrum.org Agile By Piyush Rahate

Coffee and Scrum - is there a connection?

Years ago when I was a Scrum Master for a great team we had a ritual. Right before the Daily Scrum, we would walk to our tea/coffee station and fill up our cups with our choice of drink and then walk back to our Jira board to inspect our progress. And I assume, a lot of other teams also do the same. Grabbing their favorite drink, right before starting their day. At that time, coffee was just a drink, coming out of the machine and I never cared much about the science and recipes behind a great cup. A week ago, I completed my “barista” training and I was blown away by the amount of work that goe

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