João Renato Prim

Why AI Needs Scrum Masters, Project Managers & Program Managers More Than Ever ? AI is evolving faster than organizations can manage. Every week, there’s: ▪️ A new model ▪️ A new tool ▪️ A new big promise But here’s the truth → AI success isn’t about algorithms alone. It’s about people, processes, and decisions that shape the future. And that’s where roles like Scrum Masters, Technical Project Managers, and Program Managers step in: ▪️ Ensuring the right data flows into the right models ▪️ Aligning researchers, engineers, and business leaders (who often speak different “languages”) ▪️ Spotting risks that won’t show up in any Jira board ▪️ Asking the hard questions: - Should we build this? - What’s the impact if this fails? - Do we have the right guardrails in place? Without us → AI projects turn into silos of smart people running in different directions. With us → AI becomes strategic, ethical, and scalable innovation. In a world where speed without direction is chaos, we make sure AI actually lands where it needs to go—safely, purposefully, and with impact. The future isn’t just AI. It’s AI + Scrum Masters + TPMs + PMs who know how to guide it. What’s the one skill you think will define these roles in the AI era? Checkout the AI toolkit here - https://lnkd.in/gpS_qQ8r

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Don’t test these 5 things for ITGC Change Management (They’ll only improve your testing) Change management testing has evolved. But most auditors are still using the 2015 playbook. Here are 5 considerations that separate basic testing from exceptional testing: 1] Is the approver the RIGHT person? Don’t just check if someone approved it. Check if that person has sufficient knowledge of the system undergoing change. A random IT manager approving a trading system change? That’s a gap. 2] Are there DUAL approvals? Every change needs atleast two approvals: - IT approval (because it’s a technical change) - Business approval (from the team that owns the application) Example: A change to a trading application needs approval from both IT and the trade settlement/investment banking team head. 3] Does the approver have authority? Competence and authority are not the same thing. If a junior employee in the revenue team approves a revenue system change, that’s a control failure. Even if they understand the system. The approver must have organizational authority to accept that risk. 4] Is the approval documented in the ticket? This one trips up juniors constantly. You can’t just see “Approved by XYZ” in the system. The approval evidence must be attached to the change ticket itself. Without documentation, you can’t prove the control operated. 5] Does it align with the approval policy? The change management policy should define: - Who the IT owner is - Who the business owner is - What level of authority is required These should be applied consistently across the organization. Exceptions should be explicitly documented. If approvals don’t match the policy and exception is not documented, that’s a potential red flag. These five considerations have evolved with technology. They go deeper than the traditional segregation of duties, pre-approval, and post-approval checks. Add these to your change management testing. Your workpapers will reflect a level of depth most auditors never reach. And your seniors will notice. #itaudit #audit #changemanagement #itgc #itac #security #risk

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💡 More Value, Not More Tasks Lately, I’ve noticed how often teams celebrate how much they deliver — but rarely stop to ask what actually changed because of it. That’s what inspired me to write this post. Sometimes teams proudly say: “We finished X stories this sprint.” And I always wonder — did those X stories actually change anything? We often fall into the trap of measuring progress by how much we deliver, not what difference it makes. Agile isn’t about speed or story counts. It’s about impact. It’s about making someone’s life — even a little — better. A sprint full of “done” stories/ tasks means nothing if users still struggle with the same problem. True progress is when something we release creates value — saves time, removes pain, brings clarity, or teaches us something new about our users. If you’re a #ProductOwner, #ScrumMaster, or part of a team — try asking this simple question at the end of every sprint: “What value did we actually deliver?” Not how many tasks. Not how many points. But what changed because of our work. 🧭 Mindset Shift: From Outputs to #Outcomes The goal isn’t to do more, it’s to learn faster and deliver what matters most. Outputs measure activity. Outcomes measure impact. When we shift our focus, we start working with purpose — not just closing tickets, but creating change. 💬 Sometimes, one meaningful story is worth more than twenty small ones no one remembers. That’s what agility is really about — progress that matters. 🌱 #AgileMindset #ProductOwner #ScrumMaster #AgileLeadership #ContinuousImprovement #AgileCulture #ValueDriven #OutcomesOverOutputs #AgileTransformation #Leadership #TeamGrowth

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Being a Scrum Master in the US and Brazil may follow the same Agile principles, but the day-to-day reality can feel very different — shaped by cultural norms, economic factors, and organizational maturity in Agile adoption. In the US, Scrum Masters often work in companies with a high level of Agile maturity, well-defined roles, and strong stakeholder alignment. There’s usually greater investment in tools, training, and metrics to measure team performance and value delivery. In Brazil, Scrum Masters frequently operate in environments where Agile adoption is still evolving. They often play a hybrid role — coaching teams, educating stakeholders, and adapting Scrum practices to fit local realities. Economic constraints may also demand more creativity and flexibility in execution. For those looking to succeed when transitioning between these markets, here are a few tips: Adapt your facilitation style — in the US, be concise, data-driven, and focused on outcomes; in Brazil, leverage relationship-building and flexibility to gain buy-in. Understand team dynamics — cultural attitudes toward hierarchy, communication, and feedback differ significantly. Balance framework and flexibility — stick to Scrum’s core principles but adapt ceremonies and practices to the team’s context. Invest in cultural intelligence — knowing how local business culture influences decision-making is key. 💬 Have you worked as a Scrum Master in both countries? What cultural or economic differences did you notice, and how did you adapt? #ScrumMaster #Agile #Scrum #Leadership #TeamManagement #CulturalDifferences #USvsBrazil #CareerGrowth #AgileCoaching #InternationalBusiness

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