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However, he is particularly keen on exchanging experiences with Karla and other teams already working in an agile manner and wants to have Cedric by his side as a coach. He finds the exchange with other teams and his coach so valuable that he begins to record good practices in a small manual. In a sense, “agile working 0.9”.

Empowerment and self-management: means that teams decide for themselves who does what and when. In doing so, team members hold each other accountable. Empowerment and self-management bring decisions as close as possible to the value-creating work in order to be responsive. Transparency: means ensuring the self-management of teams by dealing openly with facts.

Team feeling: Through the joint process, the organization feels like a team and also acts as a team. Inspiration to big ideas: a culture is fostered that encourages big ideas, explores them quickly and measurably in experiments, and learns quickly from mistakes. These are ideal characteristics in a VUCA world. OKR has been developed over many years and has proven its worth.

This allows you to keep your teams' work flowing, ensure short lead times and minimize and deal with disruptions when they occur. Good teaming turns your individual experts into a team that masters challenges together. Cross-team collaboration Where teams have to collaborate and work together towards a common goal, they need structured coordination.

Instead, the agile organization requires managers to shift towards coaching, mentoring and support.This training is designed for all those who are ready to make the paradigm shift towards more self-organization in teams. Leaders have the responsibility to ensure that their teams can work effectively and add value. They have the task of removing obstacles and supporting their employees.

Product development at Merck Establishment of a strategically aligned agile product development process and team support through agile collaboration models. Strategy development at E-T-A Development of a self-organized team, dealing with changing team composition and evolutionary introduction of Kanban.

Every morning, our team of seven stands in front of the team board and talks about the planned and, above all, unplanned work. Especially in the office, the latter can happen. That's why we prioritize our tasks together as a team, offer each other our help – even if it just means having our backs free for some necessary concentrated work.

Leffingwell: "Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise", Addison-Wesley, 2011C. Larman and B.

SAFe addresses all levels of an agile organization, from teams to multi-teams (Agile Release Train or ART), multi-ARTs, to portfolios. In addition to the agile frameworks, SAFe also provides implementation guidance and techniques (such as for estimating) in many articles. SAFe is not a blueprint.

Interdisciplinary teams and agile working methods help to be effective in these challenges. But who orchestrates the good soloists in the team to real interaction and who shapes the environment in the organization in which such teams also thrive? As a wibas Certified Agile Coach you bring the right skills and the necessary attitude for this.