True business agility is no longer something that’s nice for an organization to have. It’s a core competency that will separate you from your competitors. Yet outsourcing Scrum Masters and Agile Coaches is still a tactic being used by companies large and small. In our experience, clients only become hyperproductive when their internal Scrum Masters are effective “team-level” Agile coaches and leaders. Here’s how to make that happen.
I have been in a few organizations where leaders say, “we aren’t getting any impediments.” Why would teams raise issues but the leaders don’t think it is really a problem? We have come up with four questions to frame these impediments that allow for the teams to choose their own destiny, become more empowered while removing leadership as a bottleneck.
The 3-5-3 structure of Scrum provides us with much more than a basic framework. Understanding the 3 roles, 5 events, and 3 outputs of Scrum also gives you a method to check if Scrum teams are implementing the same practices observed in high performing teams.