After a few years of working within the boundaries of Scaled Agile Framework (or more precisely, Scrum with a few managerial layers), both teams I was working with as their Scrum Master seeked some re-organization.
We thoroughly examined our processes, services and ways of work to realize the same thing – Scrum, although a good framework by itself, was not meant for us.
This will be a story of how we rebuild ourselves as Kanban teams, what we learned, what have we find even more frustrating, how we were struggling to be more Agile – and how you can benefit from our journey.
Learning points:
Ability to understand when Scrum is not enough
A useful approach to starting with Kanban
Kanban myths debunked or „a Jira board is no even a starting point”
Jakub Bażela-Federowicz is a Scrum Master, Management 3.0 facilitator, Agile consultant, author and speaker. His first encounter with Scrum dated back to 2012. A huge fan of Geoff Watts approach to developing Scrum Master skills with RETRAINED model. He currently supports Agile teams in a scaled environment of a Danish software house.
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