Ergebnisse zu Ihrer Suche: -1' OR 5*5=25 or 'GPctYDtW'='

Auf der Suche nach einer alternativen Definition gibt das us-amerikanische Merriam-Webster-Wörterbuch einen prägnante Beschreibung: “[A product is] something that is made or grown to be sold or used“[4] Immerhin schon ein verstohlener Blick darauf, dass ein Produkt irgendwie entsteht.

(Hier hilft auch die Technik der 5 Whys aus den Liberating Structures (Link) Schritt 4: Schaut euch gemeinsam das Ergebnis an und sucht nach Beziehungsmustern und kausalen Zusammenhängen. Was hängt zusammen? Was verstärkt sich gegenseitig? Schritt 5: Wiederholt als Team diesen Prozess ein paar Iterationen. Traut euch Sachverhalte zu vereinfachen oder auch ´auszumisten´.

Let’s take a closer look at some of the most important flow accelerators. 1: Visualise work and limit parallel work Visualising and limiting work in progress (WIP) are key practices for improving flow. Managers should therefore: Visualise work processes: Use Kanban boards or similar tools to visualise the progress of tasks.

This is why the range of Story Points spreads out as it gets larger (3, 5, 8, 13 …). Before we start estimating with Story Points, we must define what “1” means. As an independent unit of size, Story Points need a definition of what “1” means. Typically, we find a Story that we can use as a reference for the size “1”.

In concrete terms: How can we achieve the same solutions or visions with fewer rules and fewer roles? And not unimportant: What can we offer alternatively to people who need rules and roles? To the first question: How can we achieve the same solutions or visions with fewer rules?

Der Ablauf: Die 25 Basislager-Teilnehmer haben sich auf 5 Tische mit jeweils 5 Personen verteilt. Jede Gruppe hat ein eigenes cultureQs Spieleset – Spielbrett, Spielsteine, Würfel, cultureQs Fragen – erhalten. Eric hat eine kurze Einführung in das Thema Kultur und die Grundpfeiler von cultureQs gegeben, um die Teilnehmer für das Thema und die anstehende Aufgabe zu sensibilisieren.

If you prefer a different heuristic for finding the size ‘1’ Story, feel free to use it. Teams can agree on any way to find that ‘1’ as long as it produces a reference Story. It cannot be emphasized enough that this algorithm is only a guide to find the size ‘1’ Story at the beginning. The reference is the Story found, not a person day.

Projects arrive when there is no free capacity; or, there is a mismatch between the available competencies and the competencies that are required; or, capacity becomes available when no new projects have arrived; or, the right project may have arrived but for all practical reasons it cannot yet start (e.g. the customer is not ready to start); or the project is almost finished but cannot be closed (

The re-certification at the CSM or CSPO currently costs 100$. Advanced certifications (see previous paragraph) always include the re-certification of the “lower” levels of experience. So whoever becomes an A-CSM also stays a CSM. There is no re-certification. Market share approx. 2/3 approx. 1/3

A good example would be: “’We will increase our sales by 5% by the end of the year.’ Signed: the sales team.” The consistent use of “SMART” results in clear, measurable and verifiable goals. And in Scrum? In Scrum there are SMART goals, too – but this is only apparent at a second glance. Here we describe how the SMART criteria are implemented in Scrum.