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Agile Product Management with Scrum by The Scrum values are at the heart of Scrum: Commitment, Focus, Openness, Respect and Courage. Without these values, Scrum will not come to life. The reason why many teams are not showing this behaviour is because they are situated in an often political environment where these values are missing. You cannot expect a Scrum team to act according these values if you do not set the right example yourself. As a leader you need to create a safe environment where these values can flourish and where you continuously set the right example. To give the right example, leaders should play an active part in an Agile transformation (monitoring, guiding and regular evaluations).

Starmark, one of the leading digital marketing agencies in South Florida for many years, went fully agile. They use this methodology as the way to run their business and service their clients. Brett Circe, chief digital officer at Starmark, led the transformation, which was featured in the Wall Street Journal. One of our core values here at BizHack is to learn by doing. A case study is a great example of this core value to understand in real detail how to apply this manufacturing and software mindset, approach and methodology in the marketing world and how you can use that to more effectively market your business.

When looking to create any learning culture, including an agile learning culture, leaders need to be on board and help create a vision. A Human Capital Institute survey from 2015 found that 74% of companies wanted to create a learning culture. Those who succeeded at doing that did so by incorporated learning, growth, challenge, agility, risk-taking, and mistake-making as a positive aspect of the culture they envisioned. This vision and these qualities need to be incorporated into how the company communicates and interacts with outside organizations, employees, and potential employees. Agile learning needs to have a place in all areas of the organization and at all levels of the organization. Read extra details at Agile Business Transformation.

There can be other meetings for the day or within the week. Keep the flagging of problems restricted to the 15 minute time box and the solutions to the 16th minute or other meetings. When the team sees the need to talk more, this is just part of their self-management. The little bits of motivation and rewards through appreciation during Daily Scrum when everyone is there can boost everyone’s morale. It makes the other members realize they can depend on each other and gives recognition to the person who tries to help out.

Though each Scrum team has a sprint backlog that contains all the tasks for a sprint, there might still be some urgent tasks that interrupt the workflow. Though such interruptions seem to be inevitable, it’s recommended to avoid them. If your Scrum team has to cope with the tasks beyond a sprint backlog, it’ll be less productive and may even fail to deliver an increment of a product at the end of a sprint. Of course, if there are improvements to the code, they must be done as soon as possible. However, it’s a part of a Scrum workflow. All other tasks, like adding new features to a product, for example, must be reported to a Product Owner who should prioritize a product backlog and decide when these tasks should be fulfilled. Scrum teams must be focused. Once the team members are forced to shift from one task to another, a workflow stops to be Agile and Scrum doesn’t work. The best solution to this problem is to have an experienced Product Owners who’ll minimize interruptions and manage a product backlog in the most efficient way. Read additional details on