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It is based on agile values and principles (see agile Mindset). The OKR framework combines objectives with levers (key results) to achieve these objectives. Objectives and key results thus enable a focussed alignment to corporate goals that are adjusted on a quarterly basis.

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Scrum addresses the human side with its values. Let's take a look at how a Certified Scrum Trainer and a Kanban Trainer get along and who wins. Is it the timebox that wins or the flow? And can we please do away with meetings? Come to our booth and discuss your questions and challenges with us.

Rafael Kasprzak works hand in hand with clients and creates sustainable added value together with them. Target group: Coaches and people interested in coaching who would like to be coached. You want to gain experience as a coach or support others? Then you are welcome to join us. You have a topic, don't know what to do, want to reflect on something, etc.? Then come by and let us coach you!

In this training, you will learn how to be a "servant leader" and coach a high-performing Agile Release Train (ART) that delivers end-to-end business value. After three days (remote four), you will have a comprehensive understanding of the role and responsibilities of a Release Train Engineer (RTE) in the SAFe® enterprise.

Cost-effectiveness is more than just a key figure that puts effort and added value in relation to each other. It is an attitude in which every decision is examined in terms of its cost-effectiveness.

This is because the preliminary considerations and plans for identified value streams now move toward implementation. The transformation to a Lean Enterprise becomes transparent and tangible as ways of working, forms of collaboration and attitudes change.

All prices include value added tax. Price within Germany includes packing and shipping. Prices for international shipping and higher quantities on request. You will receive an invoice. Shipping and invoicing are done in the name and on account (in Euro) of wibas GmbH, Darmstadt. Content Why Scaled Agile & Lean?

At SMA, there were already existing value stream organizations (e.g. project management, operational value stream) in addition to the classic hierarchical structures. The ART and the existing organization contained defined roles and responsibilities with overlapping responsibilities. This inevitably led to conflicts of action.

In a Lean context, "true places" are the places where work takes place, i.e., where value is created. The following text explains the meaning of Gemba in a Lean environment. Taiichi Ohno and the chalk circle.