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Scrum Master Toolbox Podcast

Every week day, Certified Scrum Master, Agile Coach and Business Consultant Vasco Duarte interviews Scrum Masters and Agile Coaches from all over the world to get you actionable advice, new tips and tricks, improve your craft as a Scrum Master with daily doses of inspiring conversations with Scrum Masters from the all over the world. Stay tuned for BONUS episodes when we interview Agile gurus and other thought leaders in the business space to bring you the Agile Business perspective you need to succeed as a Scrum Master. Some of the topics we discuss include: Agile Business, Agile Strategy, Retrospectives, Team motivation, Sprint Planning, Daily Scrum, Sprint Review, Backlog Refinement, Scaling Scrum, Lean Startup, Test Driven Development (TDD), Behavior Driven Development (BDD), Paper Prototyping, QA in Scrum, the role of agile managers, servant leadership, agile coaching, and more!
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Now displaying: Page 1
Oct 4, 2017

In change processes many behaviours, habits and practices need to change. As we adapt to the new way of working we struggle to find our footing in the new reality. How can a Scrum Master help a team in that kind of transition. What are the skills we should have? Where to go for those skills. Listen in to learn Adrian’s journey and how he found that coaching was a critical skill for him.

In this episode we refer to Behavior Driven Development, a practice that help teams collaborate with the product stakeholders, while defining concrete, automated tests.

 

About Adrian Kerry

A Scrum Master who specialises in Mobile and User Centred Design based approaches, Adrian comes from a testing background and he still finds that he champions making testing easier for the teams he works with. Due to that Adrian is also a strong advocate of XP practices (and, from that, BDD)

You can link with Adrian Kerry on LinkedIn.

1 Comments
  • two and a half years ago
    Candice
    Thanks for sharing, I definitely agree with Adrian on various points he mentioned. I would like to pick up on the coaching aspect.
    I have been to coaching before when needing to work through some internal battles I was having. I realised that what made it beneficial was that I acknowledged that I needed coaching and I was willing to participate. As a manger now, I wonder how a coaching relationship is formed with staff where they do not buy into wanting to be coached/ exploring thinking for themselves.
    There is a culture/perception that management need to solve all the problems.
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