Pablo Bernardo (Page 2)

In teams your authority should not be based on your job title

In teams your authority should not be based on your job title

When you want to lead, really lead a group a team or a tribe, it is you gained authority that counts, not job titles. There are different ways to look at authority. One is based, of course, on hierarchy or administrative power. But this authority will not make you a

Don't underestimate a human interaction

Don't underestimate a human interaction

What you say to a team, a group or any human individual is not the only important thing. Content, timing, context, channel … and many other factors are equally important. The words we use, what the other person understands as more or less violent, the culture of all the individuals … There

The paradox of being a Scrum Master

The paradox of being a Scrum Master

Your job, or a part of it, is to bring about change. Not so much to execute it but to promote it, to help guide it and to take notice of what needs to be changed. The strange thing is that for everything to improve, work and be more agile,

Let's talk about the "Straw man"

Let's talk about the "Straw man"

Today I would like to talk about something related to communication and conflicts. Imagine the following situation. You (person A) say on a meeting exactly this: “I think that we should not focus on that feature right now, but probably in the next sprint”. When I hear your argument, I

Sapiens de Yuval Noah Harari - Una visión interesante de la historia de una especie

Sapiens de Yuval Noah Harari - Una visión interesante de la historia de una especie

Sapiens ha sido mi última lectura de 2018, como "las Evas" lo fueron de 2017. Un repaso realmente interesante de lo que han sido miles de años de evolución y progreso hasta llegar a lo que somos ahora como especie. El libro plantea perspectivas muy curiosas, empezando por borrar esa

Scrum Values - September 2018

Scrum Values - September 2018

A few weeks ago I had the pleasure to be part of a project that Gunther Verheyen [https://guntherverheyen.com/] has been developing for a long time: An extensive and humanized definition of the Scrum Values. This way now the Spanish version, which was not previously available, is added to

Huir y llegar

Mini relato: Pedaleo como si acabase el mundo porque es así. Al menos el mío sí. Y si no se termina porque no llegue a tiempo, lo hará porque voy a matarme driblando coches en medio de la tormenta. Apenas veo y ya no sé si es por el agua

An inspiring vision of my job

An inspiring vision of my job

There are a few people in the Agile world that inspire for different reasons. Personally, I prefer those who stand out for being different; risky, a little complacent, with a deep vision … I hope in the future to be able to comment on some of these references (although some of

Gaining space for a team: a progressive process

Gaining space for a team: a progressive process

Conquering space, respect and independency for a Scrum team inside de organization is a progressive process. It must always happen step by step and in the right moments. It can not be imposed neither to the inside not to the outside. We must never force those situations. If you try

What does Scrum say of what it does not say?

What does Scrum say of what it does not say?

I hear a lot of sentences that start with something like: “What does Scrum say about …?” or “In Scrum can we …?” or “What does it happen in Scrum when …?”. And the most interesting is that many times the questions are about things that Scrum does not event speak about. Sometimes

Changing is slow: patience

Changing is slow: patience

In an agile transformation process, you start seeing changes pretty fast. You change the structure, the game rules, the roles … and if you are a little careful, things start to go visibly better. This is the part where the most superficial changes, start happening and being visible very fast. But

Agile is not just about rules

Agile is not just about rules

I saw that Tweet from Uncle Bob [https://blog.cleancoder.com/] that resonates with something I have been thinking about and have interiorized. > Agile is not simply a mindset. Agile is a set of values, principles, and disciplines that define and support that mindset. Trying to separate the mindset from

Why you should not do analogies with the Scrum roles

Why you should not do analogies with the Scrum roles

When you are explaining Scrum or teaching people about it, it tends to appear in the group the tendency to establish similarities with other roles, positions or responsibilities they already know. > “Then you mean the Scrum Master is like a Project Manager, just that she …” or things like “Then the

Four agile points to review beyond frameworks

Four agile points to review beyond frameworks

Improving company agility goes beyond implementing a framework like Scrum. A Scrum Master's role includes working across the organization to maximize benefits. Four key areas to focus on are: clear communication, physical team distribution, training, and leading by example.