Matthieu Hattab

Based on my experience, individuals from technical / functional backgrounds, such as - Developers, - QA specialists and - UI/UX designers Already possess many of the essential skills needed to become a Product Owner. To effectively transition into this role, they typically need to focus on developing two additional skills and performing two crucial actions to 'activate' their potential. I have explained this in detail in the attached video. #productowner #developer #QA #designer https://lnkd.in/gXmeY5w3

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A lot of organizations combine the roles of the Scrum Team. A Scrum Master also working as a Developer. A Product Owner also testing some code. Or even a Product Owner pulling double duty as a Scrum Master. That last one is truly a terrible idea. In fact we can learn why combining the Scrum Master and Product Owner roles is detrimental by taking a look at pirate ship captains: https://lnkd.in/gzUrQQRd

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Are you always in meetings with other teams to get things done? Are changes in your software system time-consuming? Is your software system getting too complex? Join us on July 17th for an insightful episode of The Agile Within, featuring Solutions Architect, Paul van der Slot, as he will tell the story of an engagement where he successfully tackled these questions firsthand. Subscribe to The Agile Within on your favorite podcast app to get notified as soon as the episode is live. #Agile #TeamAlignment #DomainDrivenDesign #Innovation #Productivity

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Hello beautiful people! You probably know Kanban, but are you also reaping the benefits of using Service Level Expectations (SLE)? If not, don’t worry; you’re not alone. Many teams working with Kanban don’t. And you are exactly the person I’m trying to inspire with this post. Read on—I believe that if you start using SLE, it can improve your team on many levels, just as it has improved our teams. On the attached screenshot, you can see, among other metrics, the Service Level Expectations (SLE) of our 🦩 Flamingos squad at Skyline Communications. This team knows—based on data, not gut feelings—that 85% of the tasks they start are finished within 13.01 days or less. The calculation is automatic, using historical data and the cycle time of tasks completed in the past month. This information allows us to forecast future work items. As depicted in the graph, this journey has required continuous effort from the team, and that effort has yielded positive results. Specifically, our delivery time has decreased significantly—from over 40 days to just 13.01 days—for 85% of our work. Avoiding the pitfall of "average" (50%) adopted by most companies. Why? *Risk mitigation. *Focus on potential value delivery. *Setting expectations. *Managing work in progress. *Team collaboration. *Insights that enable continuous improvement. *No time wasted with gut-feeling estimations. ("Is this 5 or 7 story points?" 🤮) *Speaking the same language as the customer: in calendar days! *Increased value, as there is only potential value in *delivered* items. Ask me in the comments to elaborate on any of these whys. Where does the magic happen? It begins with visualizing your current Service Level Expectation (SLE) and the age of all your ongoing work items in calendar days. Next, collaborate as a team to meet the SLE target the team has set themselves. If you hear a team member say: "I was planning to pick up a new task, but I'll help out with this ongoing item that is reaching the SLE instead." then you have succeeded. To visualize the SLE: Calculate the cycle time for work items completed by your team in the past month (all you need is the start date and a finished date ✅of completed items), sort them by cycle time, and look at the 85% of your list. Congratulations you have found your SLE85 🥳 and magic will soon follow. You can achieve this using tools like Jira, Azure DevOps, or Excel. Alternatively, if you have access to #DataMiner, we recommend using a low-code app (as we do, in the screenshot). Let us know if you’re interested, and if there is enough demand we’ll add it to the Catalog. Thank you to 🦩 Flamingos squad members Carlos Matheus, Blake Smethers, German Eduardo Ballesteros Rumbo, Joey Vanhalst, and Sebastian Ulloa for letting me share your data and first-hand experience! Let’s continue this journey of agility and value delivery together! 🚀 #Agile #Kanban #ServiceLevelExpectations #TeamSuccess #CustomerValue

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I am excited to share that I have successfully passed the Professional Scrum Product Owner I (PSPO I) certification from Scrum.org. This certification validates my knowledge of the Scrum framework and my ability to support and enable value creation and delivery. Earning PSPO I shows my understanding of how to bridge the gap between strategy and agile product management in order to create valuable products using Scrum.

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I am excited to share that I have successfully passed the Professional Scrum Product Owner I (PSPO I) certification from Scrum.org. This certification validates my knowledge of the Scrum framework and my ability to support and enable value creation and delivery. Earning PSPO I shows my understanding of how to bridge the gap between strategy and agile product management in order to create valuable products using Scrum.

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After following each others journeys on linkedin for a while. I finally met this inspireing man in real life. It was an amazing opportunity to bombard Maarten with questions and have him sign his book "Driving value with sprint goals" like a real celebrity. At Scrum Facilitators It was great to see how humble he is even though he has so much knowledge. 💪🙏 #scrummastertraining #agile #scrum #journey #psm2 #scrum #exteacher #scrummaster #agilepower

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Kanban In A Day Kanban In A Day is a 1-day intensive & interactive training course that introduces the fundamentals of Kanban. Kanban is rapidly becoming the modern way to manage an organization’s delivery of customer value. https://lnkd.in/eMQ2JnKg #scrum #agile #scrummaster #productowner #training #kanban

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Kanban In A Day Kanban In A Day is a 1-day intensive & interactive training course that introduces the fundamentals of Kanban. Kanban is rapidly becoming the modern way to manage an organization’s delivery of customer value. https://lnkd.in/eMQ2JnKg #scrum #agile #scrummaster #productowner #training #kanban

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Today I want to proceed with Scrum Team dysfunctions: One of the harmful and fairly common practices for Scrum teams is the concept of "specialized sprints." Often, when discussing their workflow with teams, I hear something like this: -- "We decided to have an 'architecture sprint.' For the next two weeks, the team will focus on architecture tasks." -- "We conduct 'quality sprints' quarterly, where we address accumulated defects." -- "I've heard about 'design sprints'... I don't quite understand what they are or how they relate to Scrum, but I'm eager to try." -- "We'll solve this problem in a special technical debt sprint..." But what's wrong with a Scrum team working on defects, technical debt, architecture, or something similar? There are exactly two main issues: 1. These types of sprints do not deliver incremental value to the user. As a result, there's no feedback for inspection and adaptation. 2. The Scrum team loses focus on achieving the Product Goal and falls out of rhythm. Objective progress is replaced by discussions about future great achievements. The increment created during the Sprint should always(!) deliver value to the user. The connection between the Product Goal and the Sprint Goal through the value delivered by the increment should not be broken. #Scrum #ScrumTeam #scrummaster #teamcoaching

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Are you looking to move your Scrum downfield? Hear a few tips from the expert words of Gunther Verheyen . Then let's continue the discussion in the more informal setting of the dinner & mingling night that Regional Scrum Gathering Ghent 2024 & VisAgi have set up for you!

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Jump into the next Scrum Lake workshop on the 2nd of July for more details see scrumlake.com

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In a time where one of the biggest trends on LinkedIn seems to declare that Agile is dead, how many have considered that maybe, just maybe, WE failed Agile? This is the stance that Alexey Krivitsky 🌈 & Roland Flemm assumed in their talk on Org Topologies at Regional Scrum Gathering Ghent 2024. The Agile community has so far mostly focused on outputs, what we do, instead of going at the root and look at how we are structured when we start our work. Agile coaches have tried to move their focus at systemic level, going beyond the concept of team and delivery and looking at all the people that are involve in the process. How they communicate, how they collaborate, how they are rewarded. But there’s a fundamental flaw in the concept of Agile Coach and that’s in the name itself: they are biased toward Agile. What if a customer doesn’t want Agile? What if a situation doesn’t require Agile? And what if, as customer, I’m not ready to hear more questions but I need to see some progress before I can decide to invest more in discovery? Org Designers bring in a neutral perspective and the Org Topologies framework help them in diagnosing what type of system a client is in and what’s the best approach for them to obtain their goals. Because different organisations will have different Optimising Goals. And those must be respected ⚽ #rsgghent2024 #visagi

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🚀 The Scrum Company - Talk at Regional Scrum Gathering Ghent by DasScrumTeam 🚀 This talk by Andy and Pit from DasScrumTeam reflects on two decades of agile leadership, exploring the evolution and challenges faced by organizations implementing Scrum and agile methodologies. The journey is divided into several phases, each highlighting unique challenges and lessons learned. 🏰 Portal of Doom (2004-2006): - Challenges: Marketing and support teams disconnected from product development, shielded CEO, fragmented communication, and no enterprise coach. - Key Learning: Leadership alignment with work principles is crucial. 🎠 First Scrum Firm (2006-2008): - Challenges: Lack of alignment and trust, no dedicated coach, and ownership issues. - Key Learning: Clear and centralized ownership is essential. 🏦 The Winner Takes It All (2006-2008): - Challenges: Large teams, conflicting agendas, and a single proxy product owner. - Key Learning: Product and organizational co-evolution is necessary. 🇨🇭 Scrum in Switzerland (2010-): - Challenges: Single Scrum team, remote work, and self-management gaps. - Key Learning: Establishing simple, reliable values, principles, and rules is vital. 🤸🏻 Escalation and Role Reversal (2015-2019): - Challenges: High interdependence between teams, external part-time Scrum Master, and role confusion. - Key Learning: Clear evolution strategy and role definitions are crucial. 🎯 Leadership System: - Focus: Emphasizes the importance of ownership, coaching, and effective work systems for overall enterprise success. - Key Elements: Customer satisfaction, return on investment, effective work systems, and overall enterprise success. Why People Should See This Talk - Historical Insight: Understand the historical context and evolution of agile methodologies over two decades. - Practical Lessons: Learn from real-world challenges and solutions experienced by different organizations. - Leadership Alignment: Gain insights into the importance of leadership alignment with agile principles. - Ownership Clarity: See the significance of clear ownership and de-centralized decision-making in agile environments. - Self-Management: Learn about the potential gaps and solutions in self-managed teams. - Adaptability: See how agile practices adapt in different organizational contexts, including remote work settings. - Holistic View: Get a comprehensive view of how product, team, and organizational goals must align for successful agile implementation. This talk is a valuable resource for anyone involved in agile transformations, from beginners to seasoned practitioners, providing a wealth of knowledge and practical advice. #RSGGhent2024 https://lnkd.in/eGACmKDG

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In the upcoming period, we host a wide variety of public meetups. All of them are free, online, and don't have any limitations. It's one of our ways to give back to the community. 🥳 👉 Apr 16, The Rise & Decline of the Scrum Master with Tjeerd Dijkstra 👉 May 7, An interactive guided tour of Columinity 👉 May 21, What The Military Taught Me (Martin Ahlström) About Effective Teams 👉 May 28, Working With Emotional Debt In Organizations, with Christian Hofstetter 👉 June 13, Clean Up Your Pile Of Meetings! (Ecocycle Planning), with Tjeerd Dijkstra 🎈 About The Liberators Network 🎈 We are a global community that exists to help practitioners of Agile methods and Liberating Structures find support, offer help, and draw inspiration. We believe in the power of peer-to-peer inspiration to overcome the tough challenges we face when trying to liberate teams and organizations from ineffective working methods. We aim to offer a safe space for constructive exploration of various topics where everyone feels heard, seen, and respected ❤️. A space where we can learn and grow together! See you online soon? 😃 https://lnkd.in/evf9wRqJ

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In this BONUS episode of Vasco Duarte’s “Scrum Master Toolbox Podcast,” Thomas Cagley and I share some critical tips for #ProductOwner's and #ScrumMaster's on how to protect their teams, and help them be more productive. Learn all about #WorkIntake on this episode: 🎙️ https://lnkd.in/ggirs72P #lean #kanban #lean #leadership

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I am excited to share that I have successfully passed the Professional Scrum Product Owner I (PSPO I) certification from Scrum.org. This certification validates my knowledge of the Scrum framework and my ability to support and enable value creation and delivery. Earning PSPO I shows my understanding of how to bridge the gap between strategy and agile product management in order to create valuable products using Scrum.

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Sometimes, the role of a Scrum Master is being misunderstood even by people working in the agile environment for several years now. It is pretty obvious because Scrum Master has to take multiple stances as the situation demands. The role itself is a very agile one! One good quote by Mike Cohn that I admire is "A Scrum Master is like an orchestra conductor, guiding a group of individuals to create something that no one of them could create alone" The above quote clearly portrays how scrum master is not the doer but a facilitator. As a facilitator, we don't just facilitate meetings and scrum ceremonies but we facilitate the entire delivery lifecycle. We bring people together, enable them to work in synchronization and empower them them to push their limits and continuously be better than what they were yesterday! Anyone wondered why SAFe now refers Scrum Masters as Team Coach? Your thoughts please... On what we coach the team? Looking forward to your views in the comments, and learn from it.

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Today, I worked on my Core Values. Yes, they are equal to the Scrum Values. But what do these values exactly mean to me? Focus: Having clarity about my goals and what is essential in my life and the lives of others. Mindfulness brings me into a pleasant flow state in which I concentrate on the activity that I have prioritized for now. Respect: Self-respect and respect for others go hand in hand. My inherent worth, kindness, esteem, and open-minded attitude toward everyone, regardless of their background, are in harmony. Courage: I dare to ask for what I need and communicate what I expect from others, even if unpleasant. I confront myself with my fears and take controlled risks as I step out of my comfort zone into the unknown. Openness: Being receptive to new ideas, perspectives, and experiences opens new opportunities for me. My open mindset allows me to adapt more readily to changes, and my transparency makes me vulnerable. Commitment: I always give my best to growth and contribute to the universal bliss. The remarkable thing about Scrum values is that you can combine them into a sentence for any other value I know—for example, Integrity, which is also important to me. Integrity requires the courage to uphold ethical principles, the focus to stay true to one's values, the commitment to act with honesty, the respect to treat others fairly, and the openness to be transparent about one's actions and motives. Making your personal, team, and company values explicit gives you a clear guideline on a daily basis. Values provide clarity, stimulate ownership, and foster commitment. It was a valuable exercise to clarify the meaning of my core values for myself! What are your core values, and how do you behave on them? 

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