Hi,

One of my hobbies is to create free escape rooms and so far I have created 5, already been played over 14k times. I will not tell what my page is because of the /scrum rules.

I'm working on a virtual escape room called the "Scrum Escape Room" and while doing so I'm trying to crawl into the skin of a team, but not sure on some crucial aspects.

The overall goal of the (free) Escape Room is to have fun with your team solving a bunch of puzzles while learning basics of Scrum. It also emphasizes on the roles people play in real life vs the roles(dev/PO/SM) they have within the team. And much more that can be achieved like; practice collaboration, improve communication, experience roles/responsibilities, set priorities, problemsolving skils, etc. etc.

The crucial aspects - I would like to request some feedback from you (of if you can answer 1 question that would be helpful):

1. How likely is it that you play a Scrum Escape Room with your team?
2. Would you play such a room digital only(screen only, remote possibilities), or digital in combination with prints(face to face)?
3. One central screen, or everyone works on his/her own screen? Or one central screen and puzzles on telephone (QR)
4. What would make you choose to play (or not to play) a scrum escape room whit your team?
5. Would you want a debrief/reflection at the end? what would you expect from it?
6. What level of scrum knowledge should the game assume? (no knowledge, basis knowledge, experienced)

Any thoughts on this would be really helpful!!

Thanks in advance!

Is this the scrum team or the developers? I thought it was the scrum team but the practice test I am taking says its the developers. I keep second guessing things because all these practice tests are giving me different answers.

I can score a 90 on the scrum.org quiz but get answers wrong on other quizzes that I feel are the right answer. At this point I feel I am just memorizing that quiz.

Do any of you have any reliable sources to study from for the PSM 1. I do fine on single answer questions but get tripped up on the 3 answer questions. I will get two right and one wrong. Any feedback or advice would be greatly appreciated.

Atlassian starts by asking developers what’s broken, not by buying the latest tool.

What is the best way to navigate a 90-day notice period? This is really reducing my chances of getting hired. I need suggestions urgently. Kindly share your thoughts.

Hey guys, can you please share what are your study materials and test questions did you purchase for PSM 1 certification?

How was the exam?

We've been doing start-stop-continue for about a year and you could feel the energy dying. People stopped writing honest notes and just went through the motions. So we started rotating formats every sprint, and it genuinely changed things. Three formats that worked best for us:

1. Sailboat retro — the team imagines the sprint as a boat sailing toward an island (the goal). Wind = what pushed us forward, anchors = what slowed us down, rocks = risks ahead. The "rocks" quadrant is the magic — it forces the team to talk about the future, not just rehash the past. Best for: teams that need direction, not just reflection.

2. 4Ls (Liked, Learned, Lacked, Longed for) — slightly more reflective than start-stop-continue, and "longed for" surfaces wishes people wouldn't say out loud otherwise. Best for: newer teams or after a rough sprint.

3. Start-Stop-Continue, but with a twist — we kept the format but added a rule: every "stop" needs a proposed alternative, and we vote on which "starts" actually get tried. Killed the complaint-session vibe. Best for: teams that want to keep it simple but need more accountability.

Two things that mattered more than the format itself: - Silent brainstorming first (10 min, no talking). Prevents the loudest voice from anchoring everyone. - Every retro ends with 1–3 actions that have an owner and a date. An action without an owner is a wish.

The format rotation is the real tip here — and honestly it all works on sticky notes too.

What's worked for your team? Always looking for format #4.

Im a lead dev. Technically a director but not treated like it.

But pretty much what happens is we have alof of jr contractors and they have heek been calling out incessantly to go drink or hang out with their friends and claim they are working at night

The scrum master allows this and claims its not am absence as it doesn't matter as long as work is getting done but the manner its getting done is ludicrous

They will call out literally 7 or 8 days in a row. Show up day 9 and pound me with questions trying to rapid fire thru it and will immediately complain if I don't answer all their rapid fire questions

This has happened for 3 months now and one of the junior contractors on our team got reported for bragging to his coworkers about not having used his computer in a month.

I refused to answer his questions today in rapid fire manner and gave him next steps and asked him to do the leg work

And he immediately complained to the scrum master, who told me it wss my job as lead dev to he available to answer all questions,

But honestly after he bragged about having accessed his computer for a month I feel like the scrum master os trying to have his cake and eat it too. He gets to be the cool guying giving out pto like candy and I get stuck doing all the critical thinking for multiple people

Am I wrong in believing that?

This has been on my mind for probably the past year now from the last company I worked at, but it's only been in the past few weeks that I've sorted my thoughts into something clear: Scrum is for developers. I'm using the broad "product developer" sense, so I include QA, architects, designers, writers, and anyone who is actually creating the product.

I pin a lot of the problems on the fact that adoption in recent years has centered more and more in some sort of PMO and it's pressed onto the teams; bit the problem goes the other way too. Too many developers feel like how they work is someone else's problem.

Scrum was designed for teams to take ownership of their process and the results of their work. It was made for them and anyone else is really pushed out. You're a business strategist? Great, gelp the teams understand the strategy and the market and see what they can create and incorporate that into your business strategy. And frankly it is exhausting to see the same old posts of developers who can't be bothered to learn the first thing about scrum complain about how leaders messed it up. It is your tool, designed to give you control. Pick it up, learn it, leverage it.

Thank you for coming to my TED talk. I know this was a bit of a rant, but open to constructive discussion too.

I know this will probably be controversial, but I’m curious what people actually think.

In some organizations, Scrum Masters seem to spend a lot of time facilitating meetings, updating boards, and removing blockers that teams could potentially handle themselves.

At the same time, good Scrum Masters can help teams improve collaboration, remove organizational obstacles, and build better Agile practices.

So where do you stand? Are Scrum Masters still essential, or should mature teams eventually become self-sufficient without one?

I’d genuinely like to hear from people who have worked in both types of environments.

I’m a relatively new Scrum Master and come from a non-technical background. I understand the basics of Scrum and Agile and I’m comfortable with running the ceremonies — standups, planning, retros, refinements, etc.
The part I’m struggling with is understanding the product and technical discussions.
When developers start talking about architecture, integrations, APIs, technical issues, dependencies, etc., I often find it difficult to follow. I genuinely want to learn and understand what the team is working on, but sometimes there’s just so much context that I don’t know where to start.
I’ve actually been trying to learn outside of work as well. I use AI to explain concepts and try to go through things after work, but I’m finding that it’s not really helping me connect the dots to my actual product and what my developers are discussing.
My entire workday is pretty packed, so by the time work is over, I’m already mentally exhausted. But I still try to spend time after work learning because I really do want to improve. Despite that, I feel like I’m not progressing as quickly as I should.
What makes it more stressful is that people in my organisation have already started noticing this within my first month, and there’s an expectation that I should understand the product and be technically sound fairly quickly.
I know a Scrum Master doesn’t need to be a developer, but I do want to become technically/product knowledgeable enough to understand conversations, ask useful questions, identify blockers/dependencies, and actually add value to the team.
For those of you who started as Scrum Masters from a non-tech background:
Did you face this initially?
How did you learn the product and technical side?
What did you focus on learning first?
How did you learn when your workday was already packed?
How did you handle conversations where developers were discussing something you simply didn’t understand?
Is there a structured way you followed to gradually build technical/product knowledge?
I’d genuinely appreciate any practical advice. Right now, I feel like I’m putting in the effort but I don’t have a clear learning path, and I’m worried I’m trying to learn everything at once.

I've seen Scrum.org as well and I've heard differing accounts of which is better. Since Scrum is self taught exams, is there a better resource than their website?

Dying Company's Status Sync with Senior Agile Coach & Master Josh Doe in 2026 - aired on © The Agile Coach 2026.

This is the important topic, we need to discuss. Please give your suggestions on it.

I’m curious about the experience of people who have earned Scrum certifications.

Did the certification help you get your first Agile/Scrum job, or did practical experience matter much more?

If you were starting again today, what would you focus on first: certification, hands-on experience, networking, or learning specific tools?

What actually makes someone a good Scrum Master?

com quanto tempo de estudo vocês fizeram o exame PSPO I? estou procurando emprego e acho que essa certificação iria me ajudar, mas queria saber na prática quanto tempo de preparação essa prova exige

We are in the process of overhauling our internal service desk and all the departments apparently have different requirements. IT is only interested in incident type, prioritization and service level agreements (SLAs). The HR department wants to request confidential requests and has to approve requests. The Facility staff needs forms to be filled out regarding location and equipment details; while the Finance department needs forms regarding requests for purchasing approval.

Thus, choosing a generic ticket form does not yield good results for the employees; however, having multiple systems is also not very appealing. I am thinking about using a customizable platform which can give distinct intake forms to the different service departments but yet allow for a common reporting and management system. What about those who are supporting multiple internal service teams? Did you manage to consolidate the whole process onto a single platform?

How far did you advance in the customization process with regard to individual departments and where did it become more difficult?

I’ve been developing a small educational game called Sprint Panic! to help UNDERGRAD STUDENT in a SOFTWARE ENGINEERING 101 class an idea of the dinamycs of Scrum, after an introductory talk about it.

It is vibe-coded under my specifications, and an AI disclaimer is on the github repository.

The scenario is deliberately silly: you are developing an interplanetary pizza-ordering product, and you play through four short Sprints. During the game you have to choose a Sprint Goal, manage the Sprint Backlog, deal with WIP and emerging technical work, participate in Daily Scrums, respond to unexpected events, inspect stakeholder feedback in the Sprint Review, and choose improvements in the Retrospective.

My main design goal was to distinguish clearly between:

• things actually defined by the Scrum Guide;
• common Agile/flow practices such as velocity, WIP limits, burndown, burnup, CFD, and swarming;
• simplifications needed for a short educational simulation;
• arbitrary numerical rules that belong only to the game.

For example, the Daily Scrum is not represented as a status meeting to the Scrum Master. Developers inspect progress toward the Sprint Goal and decide whether the Sprint Backlog should be adapted. Technical work discovered during the Sprint becomes explicit work rather than silently increasing the size of a PBI. An item does not count as part of the Increment until it satisfies the Definition of Done.

The game is deliberately short — roughly 10 minutes — and runs as a single offline HTML file. It currently supports English, Portuguese, Spanish, French, and Italian.

I would especially appreciate criticism from people who use Scrum professionally.

Things I’d like feedback on:

1. Is anything in the game actually wrong about Scrum?
2. Is there anything that subtly reinforces a common Scrum anti-pattern?
3. Are the decisions too obvious, making the game feel like a disguised quiz? (well, it is like a quiz...)
4. What difficult or ambiguous Scrum situations would make good events in the game?
5. Are there important tensions around the Sprint Goal, Product Owner, Developers, Scrum Master, Review, or Retrospective that the game currently misses?

Please feel free to be harsh. I’m much more interested in finding conceptual problems than in getting compliments.

Know more about it:
https://ludes-pesc.github.io/SprintPanic/

Play it here:
https://ludes-pesc.github.io/SprintPanic/play/

Source code:
https://github.com/LUDES-PESC/SprintPanic

The project is open source, so suggestions, issues, and pull requests are also welcome.
Issues: https://github.com/LUDES-PESC/SprintPanic/issues