How do you show your Scrum skills?

By consistently delivering high-quality results within sprint timelines, fostering effective communication within the team, and adapting quickly to changes in project requirements.

Commitment: Go beyond just getting the job done—aim to impress. Always go that extra mile. Courage: Speak up when you see something wrong. Propose solutions even if they rock the boat a bit. Focus: In a busy world, stick to what really matters. It's not just about ticking boxes but hitting the targets that count. Openness: Be clear and honest. Sharing information speeds up problem-solving and helps everyone get better. Respect: Treat everyone right, no matter who they are. When people feel valued, they give their best. In a nutshell, being good at Scrum isn't just about knowing the rules. It's about living by these core values, which makes you not just a team member but a true leader.

Scrum values align closely with the Agile Manifesto's principles, emphasizing individuals and interactions, customer collaboration, and responding to change. They reinforce the Agile mindset and help teams stay focused on delivering value to customers efficiently and effectively. When teams embrace Scrum values, it contributes to a positive team culture and boosts morale. Teams feel more empowered, respected, and motivated to deliver high-quality work.

Promovendo a comunica??o efetiva e garantir a ades?o aos princípios ágeis. Ter habilidades de comunica??o eficazes, empatia, pensamento crítico e resolu??o de conflitos s?o fundamentais

Focus on delivering value to the end user and use Scrum framework to get your team there. After all, working software is the actual and final measure of success.

Often what works best and helps the developers to develop their confidence and skills is to step into Scrum Master's shoes. Whilst the Product Owner has some very distinct responsibilities, Scrum Master can also share those: for instance, contributing to the product vision and creating stories in the backlog

Sarah, FinTech Co's Product Owner, told her team, "We're not just coding; we're simplifying finance." Backlog items? Each had to pass her "Will this help our users?" Only way to know is test. Mike, the Scrum Master, was Mr. Fix-It. Server crashed? Solved in hours. But his real magic? Making the team ask, "How can we improve?" Emily, Developer, was the craftsman. Code slow? She refactored it. "We don't just finish tasks; we perfect them," she insisted. Months later? A beta app users loved. Why? They didn't just do Scrum; they embodied it. When followed thoroughly, structure and roles in Scrum turn aspirations into outcomes, elevating both the process and the end product.

One additional point to consider regarding showing your Scrum skills in Scrum events, is which scrum events are eligible for this based on your role. For example, as a Scrum Master or a Product Owner, you are not expected to actively participate in daily Scrum, thus, choosing not to talk during daily Scrum meetings, might show more Scrum skills than the opposite.

Showing-off your Scrum skills is useless and even harmful, as Scrum is a team's sport. If you want to "show your Scrum skills", contribute to developing team's understanding of Scrum, contribute to the team's ability to deliver top value to the customer, contribute do developing team's self-management and cross-functionality...

Scrum is all about adjusting teams focus on planning and execution, continuously review, improve and then repeat. Value flow is at the center of this effort. Identifying bottlenecks, causes of delays and working with teams how to optimize these delays are some of the activities to improvise quality and value flow. Fundamental things such as following cadence, objective meetings and utilizing teams time precisely help to maintain the focus and reduce distraction. All these things enable better predictability and delivering the committed objectives.

A lot also depends on the Program Manager and the steak-holders when it comes to creating realistic goals: the team has to continuously emphasize and present to the higher levels the importance of non technical requirement, such as technical debt

Scrum has 5 events as the sprint is also an event. If you want to demonstrate your Scrum skills, familiarise yourself with the definition of Scrum within the Scrum Guide.

I saw in many occasions how people demonstrate poor understanding of Scrum by producing robust, refined, ordered and estimated product backlog with 300 work items in it wasting months of work failing to gather any customer feedback in the first 6 months doing Scrum. They clearly don't understand one of agile principles: 'Simplicity--the art of maximizing the amount of work not done--is essential' If you want to truly demonstrate Scrum skills, show how you refine and order just enough items in product backlog to keep it healthy. Show how you avoid wasting team's time on estimating and utilise no-estimates techniques. And how you inspect customer feedback and adapt accordingly after each sprint.

I think in this paragraph, you should highlight that different scrum team members all help in creating and maintaining backlog items.

Each artifact contains a commitment. The Scrum Guide provides details of the artifacts and their associated commitments and how they support empiricism and the Scrum values.

Adopting the Scrum mindset isn't just about following a set of rules; it's about embracing a culture that values empiricism, adaptation, and collaboration. By doing so, individuals and teams can unlock their true potential and deliver better results in an ever-changing world. Additionally seeking opportunities to learn and grow as a Scrum professional is a testament to the mindset's commitment to constant improvement. Agile practices encourage individuals to acquire new skills and embrace a mindset of continuous learning.

Adopting the Scrum mindset is a fundamental element in showcasing one's proficiency in Scrum. It goes beyond merely adhering to Scrum rules and ceremonies; instead, it involves internalizing Scrum values, being receptive to change, and fostering collaboration.

To some extent, it is acceptable to follow word by word but not always and that mindset is a result of Scrum only. Being Agile to understand points where the team is unable to move forward to deliver the value within the sprint is the actual point where SM comes and helps them to move forward.

Adopting the Scrum mindset as a Scrum Master requires a shift in mindset from traditional project management methods. This approach places a strong emphasis on self-organization, collaboration, and adaptability in order to deliver projects efficiently and effectively. As a Scrum Master, it is important to not only understand the Scrum framework but also embody the values and principles that guide the Scrum process. This includes being an active listener, promoting transparency and continuous improvement, and empowering team members to take ownership of their work. By embracing the Scrum mindset, a Scrum Master can lead their team towards successful and agile project delivery.

While the Scrum values define basic requirements for scrum to work; roles, events, and artifacts are a way of designing an agile work setting. It's filled with live only through a certain way of thinking and acting: The customer being put in the center, and a clear focus on value creation. So, if you really want to show your Scrum skills, simply do so by regularly delivering measurable value.

I demonstrate my Scrum skills by ensuring that every practice and event serves its core purpose: fostering collaboration, transparency, and continuous improvement via incremental and iterative delivery process. I focus on practical implementation, making sure that the team understands the "why" behind each activity, not just the "how." By aligning the team's actions with Scrum values, I help them become more self-organizing, effective and focused on delivering value. My approach is rooted in facilitating a shared understanding of goals and promoting an environment where the team can do their best.

We show our scrum skills not only in the scrum events, but also in any agile project/product event/meeting. And of course, in the daily communication or talk, those skills will naturally be mentioned from you if you really have deep know-how about agile and scrum. All the data you share about scrum will lead to the outcomes for the company you have been working for and they are the best evidences for your scrum skills.

Don't let Scrum get in the way of providing value. It can be used as a guide but don't let it take over your team. Once the team figures out the best way to support the values and principles of agility, let them do their thing. I have seen too many teams feel like they have to follow scrum rules instead of experimenting and growing.

Most important lead by example. Discuss your ability to work in cross-functional teams: Scrum is all about teamwork and collaboration, so make sure to mention your experience in collaborating with developers, product owners, and other stakeholders. Showcase your product backlog management skills: Explain how you prioritize user stories, break them down into smaller tasks, estimate effort, and maintain a backlog that is constantly refined and updated. Share successful project outcomes: Present case studies or examples of how you have successfully delivered projects using Scrum, with a focus on the value delivered to the customer and the team's efficiency.

Entièrement d'accord, David! Comme je le dis souvent, un canva n'est pas un cadenas. Il est crucial d'adopter Scrum comme guide tout en laissant place à l'innovation et à l'adaptation. L'agilité réside dans la capacité à expérimenter et grandir tout en restant fidèle aux valeurs. Il ne s'agit pas de dénaturer, mais d'adapter intelligemment à la réalité de chaque organisation. Merci pour cette perspective précieuse!