Roman Šmiřák

What is the right development methodology for your organization? That’s a question that the Cynefin framework can help you with. It argues that to choose the right solution to a problem, you first need to […]

We defined different culture levels and link to our inner beliefs we all carry with us in the previous article. Now we deal with a question: what is the role of the leader in the […]

In recent years, I’ve noticed a conflicting perception of the role of Scrum Master (SM) or Agile Coach (AC, for simplicity, I won’t differentiate between these roles further in this article) in companies and the agile community. On the one hand, it says that it is a necessary role for operating in an agile/lean way, for pushing change and directing the company culture. On the other hand, there are business ungraspability of the role, the difficulty of defining its meaning, benefits, goals and their measurability, and the related fact that it is one of the first roles to go when “saving” is needed. I understand both sides and in this article I will try to offer a view on how to grasp this role so that the benefits stand out and at the same time it makes sense from a business perspective.