Great teams make great products, but what fuels this greatness? It's the common understanding and passion for the product but more importantly the singularity of purpose and the feedback loop and how the users are responding to the teams work. 

The new world of product development is no longer about scope management and delivering the project on time and within budget but it's now more about hypothesis validation and learning from the users and their behaviors.

The dynamics of product development is changing.  As more and more organizations are moving towards maturing their agile software development approach the traditional barriers of roles are being broken creating new opportunities and fostering a shift in the mindset. Instead of being tied down to scope management and delivering the project on time, Agile teams are focused and inspired by hypothesis validation and learning from the users and their behaviors.

In this case study we will go over how a portfolio of 12 SCRUM Teams adopted a more outcome approach and how they shifted their mindset from project delivery in Agile way to adopting the Experiment-Measure-Learn-Repeat loop which plays a crucial role in teams overall motivation, performance and moved from being SCRUM Teams to "Product Teams".

We will also see how we experimented with different team formats and how exposing the team members to different events and user research changed the way they perceived the information of the problem they were solving via features and user stories.


Outline/Structure of the Case Study

  • Introduction 
  • Share interesting facts & stats about teams understanding of Product & Purpose 
  • Experiment We ran to know teams understanding of Overall Product Development process & knowledge outside the boundaries for SCRUM Framework 
  • How we exposed the team to the Before & After elements of SCRUM Framework and the effect it had on their motivation 
  • Show how we got the teams involved with the PO in observing the users and solving the product problems together and how their focus shifted from Output to Outcome!
  • How we changed the dynamics of the team and reshaped them from SCRUM team to a Product Team 
  • How we made the team participate in all parts of BUILD-MEASURE-LEARN loop
  • Questions & Answers

Learning Outcome

  • Team Members will learn why its important to be part of talking to customers and observing users to build a better product
  • Product Owners will learn how involving engineers early on while talking to users helps bring out creativity, better solutions and motivate the team members
  • Product Owners & Scrum Masters will also learn to involve team members in right events during vision creation, hypothesis generation and user validations to bring more diverse set of ideas to table and in your backlog to experiment.
  • Agile Coach & Scrum Masters will learn how to guide & coach your teams beyond "Build" part and also in to "Measure" & "Learn" part of the Build-Measure-Learn loop.
  • Leaders & Executives will learn how in an agile organization and for Agile teams its less about managing and more about mentoring, learn how you can guide the team through "Pivot or Persevere" decisions.

Target Audience

Scrum Master, Product Owner, SCRUM Team Members, Designer, Analytis, Executives, Leaders, Managers


schedule Submitted 4 years ago

  • Ryan Jenkins

    Ryan Jenkins - Going Agile, But Are You Leaving Your Teams Behind?

    Ryan Jenkins
    Ryan Jenkins
    Agile Consultant
    schedule 4 years ago
    Sold Out!
    45 Mins

    Building an Agile organization starts with great teams and a positive culture, but what really happens when your organization starts to transition its product delivery to Agile?  How much focus are you putting on building the culture, teams and growing communities inside the organization to drive real, lasting change?  Do you have a strategy to change the organization and build better teams & communities or do you prescriptively follow a framework and hope the culture change follows?

    In transforming the way you work, focus on things that will enable the long term, sustainable growth of Agile throughout the organization, and the larger the organization the stronger the underlying community needs to be.  This is a key difference between the organization "being Agile" vs. "doing Agile" and one piece of the cultural transition.

    In this talk we'll explore team building and community inside an organization.  We'll look at what helps to enable a high performing team, how to grow your organizational communities around the team to enable them for success, how to prime the organization for the team's value delivery and finally how to spread the knowledge & culture to drive organizational change.  


  • Kalpesh Shah

    Kalpesh Shah - Standup Poker: How We Hacked Our Daily Stand-Up & Our Teams Mindset !

    45 Mins

    One the most significant ceremony of any Agile Team is Daily Standup where the team members get together and plan for their day. But quite often the daily standup turns into a zombie status update meeting where team members come together to blurt out their updates and walk away to their desk without ever maximizing the benefit of that meet up.

    In this session I will share a case study of how we created a simple experiment that turned into Standup Poker and revolutionized our Daily Standup. This technique helped us uncover true insights of teams progress and got the team talking about strategic planning and plan to remove any impediments as a "team" on daily basis to accomplish their sprint goal and commitments.

    We learnt that when team members started using this technique, hidden impediments and dependencies started to emerge and team members organically started to re-plan and prioritize their work to accomplish the Sprint Goal. Product Owner also found great value in this technique as this helped them see the teams true progress and engage with the team to re-prioritize user stories and even take a story out of the sprint if required. Scrum Masters started to observe a trend in the confidence level over the span of the sprint and brought that information to Sprint Retrospective to discuss and brainstorm ways to improve and keep the confidence levels high throughout the sprint. The discussions and observations due to Standup poker resulted in teams committing better and more confidently during Sprint Planning and got into the rhythm of always accomplishing their sprint goal, but more importantly they started improving everyday and got into "continuous improvement" mode.

    The content, exercise and message of this session highlight the agile principles of individuals and interactions over process and tools and fostering the mindset of continuous improvement.

    In this session we will share examples, stories and experiences from trying the Standup Poker and how this simple technique converted a bunch of individuals into a TEAM !!!

  • Alan Zucker

    Alan Zucker - Agile Transformation—It’s About the People

    45 Mins

    The Agile Manifesto declared independence from constraining, process-centric software development methodologies. The Manifesto advocated for a product-focused, team-centric approach. Organizations embracing Agile must remember that people are the key to its success.    

    Agile represents a culture transformation as well as a new way of working. Some organizations may struggle with the transformation. They are accustomed to carefully implementing a rule-based methodology, rather than a value-based set of principles.

    There is no single path to becoming Agile or sustaining its accomplishments. Here are some recommendations for the journey:

    1. Embrace Enthusiasts, Avoid Purists

    Organizations adopting Agile need ardent enthusiasts to support the transformation. The enthusiasts should be knowledgeable and experienced practitioners who can bear witness to its benefits.

    1. Manage the Organizational Change

    An Agile transformation is a significant organizational and cultural change. The change will threaten power structures and disrupt established business relationships. Many employees will initially be skeptical or, at worst, resist these changes. Consequently, Agile transformations should be thoughtfully planned and executed. Simply declaring that "we are now Agile" will not work.

    1. Focus on People Over Process and Tools

    The Agile Manifesto declares that people and collaboration should be valued over tools and processes. Agile fundamentally puts people at the center of the software development process.  

    To read the full article:

  • Alan Zucker

    Alan Zucker - The Project Box: Beyond the Triple Constraint

    45 Mins

    Traditionally, project managers are told to optimize scope subject to constraints on time, cost, and quality. This is embodied in the expression, “better, faster, cheaper—choose two.” The phrase has become a rhetorical distraction to effective project management. It presumes a magic bullet; if you can precisely balance the constraints you will be successful. In reality, the triple constraint poses a calculus problem that has no tangible solution.

    The project box introduces a new and better paradigm for describing the interaction of time, cost, quality, and scope for many software projects—particularly Agile projects. The project box simplifies the calculus of managing the project constraints:

    • Duration is set,
    • Scope is time-boxed and negotiable,
    • Quality is both time-boxed and imperfections are expected, and
    • Cost is proportional to duration.

    The project box represents a paradigm shift for managing software projects. It recognizes the primacy of time and reorients the other dimensions accordingly. To traditionalists, the project box provides a new worldview for managing time, scope, quality and cost. To Agilests, it provides a better representation of their principles and replaces the inverted triangle.

    To read the full article:

  • Joey Spooner

    Joey Spooner - Getting a Kanban system to work in Jira

    90 Mins

    How do you do Kanban in Jira? There is a default Kanban system provided by Jira, but what do you do when you need to accomplish more than simply moving issues across a board? How do you manage blocks and defects? How do you set up your Kanban system in Jira to provide you with decent metrics? These are just some of the questions we will discuss and you will learn how to address through this tutorial.

    I will cover how you can take a team from an analog system into Jira by using some mindful planning and thoughtful approaches.

    You will leave this tutorial with a set of easy-to-follow steps that will help you get more out of Jira with your Kanban system.