Agile Task Management

AI won’t kill the Scrum Master role. But it will expose the ones who were just glorified Jira babysitters. You know the type: • Runs the Daily. • Shares the Burndown. • Asks, “Any blockers?” like a broken record. AI can summarize standups, track metrics, and even write user stories The bar has moved. Permanently. What high-performing SMs are doing in 2025 to stay relevant? --------------------------------------------------------------------- 🔹 1. Sprint Planning is a Strategy Room — not a calendar block → Use AI to surface delivery risks based on historical velocity → Guide trade-offs: “Here’s the scope we can commit to with 85% confidence” → Train teams on capacity forecasting using actual throughput 🔹 2. Backlog Refinement = Opportunity to Level Up Your PO → Use ChatGPT to draft acceptance criteria, or flag logical gaps → Run backlog refinement like a product-thinking workshop → Push for clarity, not just ticket grooming 🔹 3. Retrospectives Should Feel Like a Coaching Session, Not a Routine → Go beyond “what went well” → Use AI to analyze sprint data or retro notes for patterns → Start with: “What’s draining our energy right now?” 🎯 Agile isn’t about ceremonies. It’s about conversations that lead to outcomes. Your edge as a Scrum Master isn’t your ability to remove blockers — It’s your ability to elevate the thinking of the team. In a world where tools are getting smarter… Make sure your impact isn’t just seen — but felt. 👇 What’s one AI-powered move you’re using today as an SM?

What Does “PM” Actually Mean? The difference between product managers, product owners and program managers? ↓ For a long time, I was utterly confused about the term “PM”, and the roles and responsibilities that go along with it. I would jump from one company to another with wrong assumptions and expectations — until I’ve noticed that companies often define the role of a “PM” very differently. So I would gently navigate around and try to subtly figure out their exact tasks. Until I stumbled upon what is probably the clearest definition I’ve seen so far in “Build”, a wonderful book by Tony Fadell: → PRODUCT Managers are the voice of the customer. Their focus and responsibility is to figure out where customers are unhappy, what product should do, create the description of how it will work, and the facts they want customers to understand. To achieve it, they work with every part of the business — from engineering to finance. → PROJECT Managers are the voice of the project. They coordinate tasks, meetings and assets to enable individual projects to get done in time. → PROGRAM Managers supervise groups of projects and project managers, facilitate process and make sure all projects across teams get done in time. → PRODUCT Owners work mostly with the development team to prioritize the product backlog and create user stories. In some way, they dictate what will and what will not make it into the product. (Which is something that actually should be done together *with* the team, rather than *for* them.) Most teams assume that PMs are product managers, and often POs and PMs are seen as the same role — and sometimes they are, but often they aren’t. So when I hear the abbreviation appearing in a conversation, I instinctively ask specifically what we mean there. Program managers are not the managers of product managers. Project managers aren’t managed by program managers, but they do report their progress, as program managers coordinate projects across teams. And most importantly: don’t assume a specific set of skills and responsibilities from a PM role alone — they are often shaped and adjusted by a PM, their expertise, experience, skills and interests. So ask and double check to avoid misunderstanding down the line. #ux #design

#offthebeatenpath ideas for how to approach achieving agility at scale - As a thought exercise - let's say you wanted to drive towards agility with a group of around 300 people, and you COULDN'T use any of the established scaling frameworks. No SAFe, LeSS, S@S or even Nexus. Not even Flight levels. What would you do? Here's my quick answer, with multiple ideas in no particular order (to be elaborated in a blog post or a video later...)   - aim to descale before scaling by trying to organize around teams that are capable of delivering value on their own, with minimal dependencies. - use Scrum Sprints to help evolve this approach - identify who are the Developers/PO working on this complex problem and have them work towards the Product Goal of working effectively at this scale (probably clarify the Product Goal first…) - Agree on underlying principles that the people evolving the approach will use as decision filter/guidance. I would recommend Donald Reinertsen's flow principles… (beyond the obvious agile manifesto principles? ) - Use Kanban to get transparency to flow across this group - have a conversation about what flows at the level of this entire group (Features? Rocks? Bets? Objectives? Key results?) and what its overall value stream looks like and get that going. Teams might establish their own Kanban boards as they get inspired by that. (check out https://vimeo.com/54005347) - Have a conversation around what problems they see with current ways of working across this group and choose from a palette of principles and practices that could potentially address the issues (e.g. Integrated Sprint Review, Nexus Sprint Planning, maybe Big Room Planning once in a while) - Have a conversation about Scaled DoD - what’s the DoD in each team, what only makes sense once they integrate, how often does that happen (and flow/kanban should indicate that) - Start to identify constraints/bottlenecks and focus attention there - whether it's a team, a process, a policy, etc. - Invite the group to an open space to discuss scaling considerations - maybe seed with some topics/influence but also leave a lot of room for whatever comes up (Daniel Mezick's Open Space Agility comes to mind here https://lnkd.in/eDsDTGHC) - Align on strategic outcomes (e.g. using Objectives) and self-organize/self-select into teams which are each focused on a certain Objectives, that will establish the set of Key Results (KRs) they are focused on achieving.

Scrum Master Interview Question What is Capacity planning in Scrum and how to calculate? Capacity Planning in Agile is the process of determining the amount of work a team can handle during a sprint or iteration. In Agile methodologies, particularly Scrum, it helps teams plan and forecast their work while ensuring that they don’t overcommit or under-deliver. Agile teams focus on being adaptable, so capacity planning isn't about rigid long-term projections but instead about aligning work with available resources, team skills, and any potential disruptions. Sprint duration: 15 days (3-week sprint). Available hours per day for each developer: 6.5 hours (80% of 8 hours/day). Total available hours for the sprint: 591.5 hours. Maximum available hours (if everyone was available the entire sprint): 682.5 hours. Average velocity over the last three sprints: 35 story points. Available hours for the upcoming sprint: 591.5 hours. Step 1: Understanding Team Capacity The maximum hours if resources are available for the entire 15 days is 682.5 hours. But the actual available hours in the upcoming sprint is 591.5 hours. Step 2: Adjusting Velocity Based on Available Hours The average velocity from the last three sprints was 35 story points when the team had 682.5 hours available. Now, we need to adjust this velocity based on the available hours for the upcoming sprint, which is 591.5 hours. We can use the following formula to calculate the proportional velocity for the upcoming sprint: Adjusted Velocity=(Available Hours for Upcoming Sprint / Maximum Available Hours)×Average Velocity Plugging in the values: Adjusted Velocity=(591.5 / 682.5)×35 = 30 Step 3: Conclusion Based on the available 591.5 hours, the team can realistically plan for around 30 story points in the upcoming sprint, considering their historical velocity and current capacity.

🔍 Have you ever wondered how some companies keep things running smoothly, even when challenges pop up? Here’s a little insight: They’re often using Lean principles, a set of practices focused on making things simpler, faster, and more effective by cutting out the clutter. But Lean is about more than just efficiency; it’s about connecting people with their work in meaningful ways. Take visual management as an example. It’s all about making information visible and accessible. Imagine Walking into an office and immediately seeing a Kanban board showing where each project stands or an “out-of-stock” card on an inventory shelf. These aren’t just clever tools—they make work easier to understand and create a sense of ownership and accountability. And the results? Employees feel empowered to make decisions on the spot, without waiting for formal reports or meetings. According to recent studies, visual management can increase task accuracy by up to 60% in workplaces that adopt it. Then there’s gemba, or what Toyota calls the “go-and-see” mindset. Instead of guessing what’s going on from an office, managers head to the shop floor. They observe, listen, and understand what’s happening right at the point of action. Toyota Motor Corporation leads the way here, with most of its supervisors spending time on the production floor daily. And it pays off—problems get resolved faster, and solutions are based on firsthand observations, not assumptions. Finally, Continuous improvement is at the heart of Lean. It’s the mindset of always looking for ways to do things better, even if only by a tiny bit. Every tweak, every little fix, adds up over time, ensuring that the company is always moving toward giving customers more value. In fact, companies that embrace continuous improvement report a 15-20% increase in productivity over time, as noted by the Lean Enterprise Institute. And here’s what often goes unnoticed: Lean only works because it values people. Real, day-to-day improvements come from the employees who are involved in the work and whose insights and ideas shape better processes. When people feel heard, productivity grows—by as much as 30% in companies with strong employee engagement practices. So, Next time you hear about Lean, think beyond the jargon. At its core, it’s about creating a work environment where people feel connected to their roles, confident in their abilities, and motivated to make a difference every day. That’s the real impact of Lean.

They thought they had no choice. That’s why they almost gave in. I was in the room when it happened. A client (let’s call them Pollocks Pipelay) had been working with the same supplier for years. Solid relationship, reliable service. But one day, the supplier walked in and said: "𝙒𝙚’𝙧𝙚 𝙞𝙣𝙘𝙧𝙚𝙖𝙨𝙞𝙣𝙜 𝙥𝙧𝙞𝙘𝙚𝙨 𝙗𝙮 𝟯𝟬%. 𝙉𝙤𝙣-𝙣𝙚𝙜𝙤𝙩𝙞𝙖𝙗𝙡𝙚." Immediate silence and panic. They needed this supplier - They started calculating how to absorb the cost - There was no backup - No safety net Then I asked the team: "𝙒𝙝𝙖𝙩 𝙝𝙖𝙥𝙥𝙚𝙣𝙨 𝙞𝙛 𝙮𝙤𝙪 𝙬𝙖𝙡𝙠?" Nobody had an answer! I aimed to shift their view from fear to power Most negotiators consider a Fallback Plan (BATNA) a concept The best negotiators 𝙬𝙚𝙖𝙥𝙤𝙣𝙞𝙨𝙚 it. - We took a step back - We mapped the fundamental alternatives - We found a smaller but reliable European supplier Was it perfect? No Was it good enough to remove the fear of walking away? Absolutely At the next meeting, Pollocks Pipelay didn’t beg for a price adjustment Instead, they confidently said: "𝙒𝙚’𝙧𝙚 𝙬𝙚𝙞𝙜𝙝𝙞𝙣𝙜 𝙤𝙪𝙧 𝙤𝙥𝙩𝙞𝙤𝙣𝙨, 𝙗𝙪𝙩 𝙬𝙚 𝙬𝙖𝙣𝙩 𝙩𝙤 𝙢𝙖𝙠𝙚 𝙩𝙝𝙞𝙨 𝙬𝙤𝙧𝙠" You should have seen the supplier’s face The power dynamic instantly flipped: - Pollocks Pipelay secured better payment terms - The supplier dropped their price increase entirely - They knew they’d never be backed into a corner again I see this mistake constantly. Smart professionals walking into negotiations without a strategic fallback plan → 85% of negotiators lack a strong fallback plan →Those who anchor first with a solid BATNA secure deals 26% closer to their goals →Having a fallback plan reduces bad deals by 40% while preserving relationships Yet so many people still fear walking away. Make your Fallback Plan your power move 1️⃣ Before the negotiation: Identify at least two real alternatives. Don’t rely on assumptions. Map your ZOPA (Zone of Possible Agreement). Study their BATNA—what are their options if you walk? 2️⃣ During the negotiation: Signal strength (“We’re weighing options, but I’d like to find common ground”) Stay flexible—adjust if new information emerges. 3️⃣ After the negotiation: Document what worked. Refine your BATNA for next time. The Best Negotiators Don’t Fear Walking Away—𝗧𝗵𝗲𝘆 𝗙𝗲𝗮𝗿 𝗦𝗲𝘁𝘁𝗹𝗶𝗻𝗴 𝗳𝗼𝗿 𝗟𝗲𝘀𝘀. Don't be aggressive in negotiations. Just know your worth and your options. Think about your negotiations. Do you have a Fallback Plan? Or just hope for the best? Have you ever been in a deal where you felt trapped but found a way out? Or maybe you’ve walked away, and later realized it was the best move you could’ve made? Drop your story in the comments. Let’s talk about how having (or not having) a fallback plan (BATNA) changed your outcome.

🔄 Support Work in Agile & SAFe: How Much Capacity Should You Reserve? In real-world Agile implementations — especially in SAFe® environments — teams often struggle in early PIs because they forget to account for support, maintenance, and unplanned production issues. Here’s a conversation we had recently in a mentoring session: 🧩 A team failed to estimate support work during their first PI Planning. 📉 They could only achieve 50% of their PI objectives. 📌 Lesson learned? In the next PI, they reserved 30–40% capacity to handle production fixes and change requests. 🔍 Key insights: ◻️ There’s no fixed % like “Reserve 20%” in SAFe — it’s contextual, based on your system behavior and historical data. ◻️ Some teams evolve to dedicated support teams, while others adapt sprint-by-sprint. ◻️ It often takes 3–5 PIs for teams to mature their planning accuracy. 🧠 Whether you’re in SAFe or any Scrum environment, planning for support work isn't optional — it's essential. Your retrospectives and delivery patterns should guide how much capacity to reserve. 💬 How does your team plan for unplanned work? Do you reserve a fixed %? Share your approach below ⬇️ #SAFe #AgilePlanning #SprintPlanning #PIPlanning #AgileExecution #AgileDelivery #ScaledAgile #ProductDevelopment #iZenBridge

BEYOND MODERATION - THE HIDDEN POWER OF FACILITATION Facilitators matter more than most people realize. In every workshop, sprint, and strategic conversation, they quietly turn talk into traction—designing flow, building psychological safety, and steering diverse voices toward a shared outcome. Because great facilitation feels effortless, its impact is often underrated. Yet when stakes are high and complexity rises, a skilled facilitator is the multiplier that transforms ideas into decisions and momentum into results. 🎯 DESIGNER - Great facilitation starts with intentional design. Map the flow of the workshop or discussion with crystal-clear outcomes. When you know where you’re headed, you can confidently animate the session, guide transitions, and keep everyone aligned. ⚡ ENERGIZER - Read the room and manage energy in real time. Build trust and comfort with timely breaks, quick icebreakers, and inclusive prompts. When energy dips, reset; when momentum rises, harness it. Your presence sets the tone for participation. 🎻 CONDUCTOR - Facilitation is orchestration. Ensure everyone knows what to do, how to contribute, and where to focus. Guard against tangents, surface the core questions, and gently steer the group back to the intended outcome. ⏱️ TIMEKEEPER - Time is the constraint that sharpens thinking. Listen actively, paraphrase to clarify, and interrupt with care. Adapt on the fly in agile environments so discussions stay effective, efficient, and outcome-driven. ✨ CATALYST - Your energy is contagious . Show up positive, grounded, and healthy. If you bring light, the room brightens; if you bring clouds, the mood follows. Protect your mindset—it’s a strategic asset. 💡TIPS to be a great facilitator: Be positive and confident; Prepare deeply, then stay flexible; Design clear outcomes and guardrails; Listen actively and paraphrase often; Invite quieter voices and balance dominant ones; Use pauses, breaks, and icebreakers wisely; Keep discussions outcome-focused; Manage time with compassion and firmness; Read the room and adapt; Practice, practice, then practice again. 💪 #Facilitation #HR #Leadership #Workshops #EmployeeEngagement #Agile #Communication #SoftSkills #MeetingDesign #PeopleOps #Moderator #TeamDynamics #PsychologicalSafety #DecisionMaking

“Yesterday I worked on X. Today I’ll work on Y. No blockers.” Translation: “We’re filling airtime, not moving work forward.” If this sounds like your daily standup, you don’t have a delivery team. You have a synchronized reporting ritual. 🛑 Status updates belong in your tools. 🚀 Standups are for removing friction — fast. Your job as a leader isn’t to quiz people on what they did. It’s to surface blockers, enable flow, and keep focus sharp. Here’s what real standup follow-ups sound like: “...and we deployed, but no one’s using it. Kill it?” “...ran into unexpected complexity. I’m rewriting a smaller slice. Is that okay?” “...got stuck. Pairing helped, but now we’re both late. Abort or adapt?” Those are the conversations that change the work. Want better standups? 🔥 Ban status updates. 🔥 Focus on friction. 🔥 Lead for momentum. What’s one blocker you cleared in a standup that saved your week? P.S. In case you're wondering what to do when there's no blockers: You can skip the standup.

The best engineering teams continuously deploy every code commit to Production multiple times per day. They don't schedule deployments only on Friday, weekends, or late night. They make deploying to production become routine, safe, and even boring. In this week's Tech Lead Journal episode, I sit down with Valentina Servile to discuss the principles, practices, and mindset shift required to achieve true Continuous Deployment. Key topics discussed: ⤷ The key differences between Continuous Integration, Continuous Delivery, and Continuous Deployment ⤷ Why “if it hurts, do it more often” is the secret to safer, faster releases ⤷ The importance of removing the final manual deployment gate and automating everything ⤷ Essential minimum practices: robust automated testing, feature flags, static analysis, and zero-downtime deployments ⤷ Separating deployment from release with feature flags and expand/contract patterns ⤷ Overcoming challenges in regulated industries, technical hurdles, and third-party integrations ⤷ The critical mindset shift: treating production as a first-class citizen and embracing “shift left” for quality and security