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This becomes something like a „definition of done“ for the respective „done“ columns (or possibly only for the last done column). We ask the team how they select their work from the queue (the first column in the Kanban). Are there policies for this? How is the queue ordered? The results at this point are typically policies for ordering or prioritizing the customer requests.

Paying by Story Points is just like paying bonuses, defocusing teams from their goals. (See “Large Stakes and Big Mistakes” from the Federal Reserve Bank of Boston). Of course, we all know this from Scrum, so we won’t change it when Scaling. A team can’t stop relating Story Points to fixed effort? Use T-shirt sizes.

The factor in this relationship is the current Velocity (or Throughput). The Velocity of a team changes as the team improves or as we introduce techniques like test automation. As the Velocity changes, the duration and effort change. While size tends to be stable, Velocity tends to change. Separating size from duration/effort helps us predict the duration/effort.

Perfect flow: reality or wishful thinking? “Perfect flow” means that work moves smoothly from one phase to the next, without delays or interruptions. In mass production, this is achievable because the processes are standardised and repeatable.

Feel free to contact us … You can also take a look at our website, for example on the topics of leadership development,corporate strategy and portfolio management or our training courses, for example our certified Kanban training courses.If you have any questions or suggestions… Feel free to contact us.

Here, too, the same principle applies: agile helps to find out why my employees do not want to or cannot work independently or what keeps them demotivated and prevents them from introducing improvements to processes, products or services. Agile methods support this through their underlying culture, which they demand and promote.

Many people believe that there are X or Y people, showing X or Y behavior because of an X or Y identity. Based on this conclusion, people create environments that deal with X or Y people. For example organizations establish supervision, performance evaluations and bonuses to extrinsically motivate X people. Or they create self-organized teams for Y people.

We more or less affectionately call this “Scrum theater”: A play is being performed on the public stage, but what happens backstage remains hidden from the viewer. – Perfect conditions to let an agile transformation fail and the buzzword “Scrum” burn. So Work on the Values for a Few Years First?

From here, you can begin to derive actions for yourself that can help you dissolve the lump of work. How about not starting anything new for the time being? Or to give something away? Blockages themselves are, after all, an invitation to talk about ways to work together.

The workshop is intended for Portfolio Managers and managers or professionals in Agile transitions. Participants discover the power of simulations as a short-cut to faster and better (agile) learning. Through the simulations you understand the challenges from two perspectives as well as the possible solutions to align these.