AmirHossein BozorgKian
I help businesses accelerate growth with Agile mindset and scalable software solutions
The Three Overlooked Pillars of a Successful Scrum Team
Not long ago, I revisited the first chapter of Facilitating Professional Scrum Teams. What stood out to me wasn’t just what was said—but how simply and clearly the author emphasized three essential elements that are often missing in real-world teams. Imagine a group of people rowing a boat. If everyone rows in their own rhythm,…
Product Ownership in 2025: Accountability, Leadership, and Decision-Making
In the Scrum Guide 2020, the role of the Product Owner was defined rather briefly and task-focused: a person responsible for managing the Product Backlog and optimizing product value. While this simple definition laid the foundation for Agile team operations, in practice it led to various and sometimes ineffective interpretations of the role. In the…
The Scrum Master in 2025: Not Just a Role, A Change Agent
In the Scrum Guide 2020, the Scrum Master was introduced as one of the three core roles (Accountabilities) in the Scrum Team, alongside the Product Owner and Developers. However, the description of this role remained brief, general, and somewhat basic. In the Scrum Guide Expansion Pack 2025, this picture has changed. The Scrum Master now…
Delegation: From Better Focus to a Stronger Team
The Product Owner role in Scrum is not just operational. It’s one of the busiest and most demanding roles. A PO is responsible for analyzing user needs, communicating with stakeholders, managing the Product Backlog, setting priorities, and helping the team deliver real product value. In short: high responsibility, limited time. According to the Scrum Guide…
Why Stakeholders and Supporters Matter?
In the official Scrum Guide 2020, the Scrum Team structure included only three main roles: Product Owner, Scrum Master, and Developers. These three roles formed the foundation of self-managing teams and were responsible for creating value. However, in the expanded version titled Scrum Guide Expansion Pack 2025, Scrum’s view on roles has evolved. This document…
Using story points or estimation is like trying to defuse a bomb
When I first started learning Agile and Scrum, I was excited about using story points. They felt like a modern and smart way to estimate — a better version of hours or days per person, with a more “Agile” look and feel. I guess I fell for the shiny object. But over time, I realized…
What is Localism Bias?
In some recent sessions I’ve attended, I kept hearing a sentence that sounds simple and logical on the surface—but in practice, it becomes a serious barrier to growth and change for individuals or teams: “This is Iran, these methods won’t work here.” “We’re in Australia; things are different.” “This is Europe, those models don’t suit…
Applying Evidence-Based Management at the Organizational Level
In this chapter, the book explains how organizations can apply Evidence-Based Management (EBM) at a company-wide level to drive continuous improvement and long-term success. Instead of relying on rigid strategies or intuition, businesses should foster a culture of adaptability, transparency, and data-driven decision-making. The key takeaway is that an organization-wide EBM approach ensures alignment, agility,…
EBM: Applying Evidence-Based Management at the Portfolio Level
In this chapter, the book explores how organizations can apply Evidence-Based Management (EBM) at the portfolio level to ensure that investments align with customer value and business impact. Instead of spreading resources across multiple projects without clear justification, businesses should use empirical data to prioritize and fund initiatives that create the most value. Managing Investments…
EBM: Applying Evidence-Based Management (EBM) at the Product Level
In this chapter, the book explores how organizations can apply Evidence-Based Management (EBM) principles at the product level. Instead of making product decisions based on assumptions or rigid plans, teams should use real customer data, experimentation, and feedback loops to develop and improve products. The key takeaway is that businesses should validate ideas before investing…