Hits for your search: Change management

On this path, not only the working methods have to be changed, which may have to be accompanied by restructuring, but also the culture and the mindset of the people in this organization have to change. None of this can be done overnight. An agile organization constantly strives for improvement and does not stand still.

In addition to top international speakers, Anna Rudat will also be there with a talk on the Map of Change and how it can support agile transformations. The Map of Change - Saturday, Nov. 12, 2022, 2:30 p.m. - 3:15 p.m. Agile transformations are complex. It's hard to keep track or avoid mistakes.

Advantages of Kanban at all management levels At management level, all these benefits are complemented by support for fast and well-founded decision-making based on real-time data and visualisations. Frameworks such as SAFe® also use Kanban at various levels, including at portfolio level. Conclusion Kanban is not only a tool for teams, but also a powerful tool for (portfolio) management.

For several years now, we have been organizing a joint event with the Society for Project Management (GPM) Meetups at wibas in Darmstadt. This year's Meetup will take place on 11.06.25 from 4-8 pm in Darmstadt. This time, the GPM Agile Management specialist group will also be there. In addition to our impulses, they will also provide valuable insights into exciting topics.

This change helps people and organizations succeed in the ever-changing world of work. An agile coach enters into an exchange with the organization. In this exchange, there can be quite different activities.

At Lean Around The Clock, she will be explaining Kanban to participants on 15.03.24 from 13-13:20 in the Speaker's Corner&nbsp:how to successfully shape the change of a company and why complex changes can be wonderfully accompanied with Kanban. Julia gave an interview about her presentation. Come by our stand! In addition to Julia's presentation, we will also be represented with a stand.

Furthermore, we attract and recruit new employees and accompany all wibasians on their personal journey as consultants for agility and change management. We are the A-Team. We are tinkerers and thinkers, learners and teachers. But also bikers, musicians and sailors. We are four people, including the Product Owner and Scrum Master. We use Scrum and Kanban tools to organize our work.

Due to the time-bound tasks, it seemed impossible for the team to get out of the driven push system into a pull system to change. It became clear that a new approach was needed to address these challenges and change the way the Service teams to improve. How did we go about it? Our approach. The collaboration with the service team began with a clear starting point: a simple to-do board.

Quick measures to improve solvency and avoid bottlenecks.Introduction of effective liquidity management with precise control of cash flows.Optimization of working capital to free up tied-up capital.2. optimize financing structure and restructure liabilitiesReorganization and adaptation of existing financing structures.Negotiations with banks and investors to create viable solutions for investors and

This depends on the need for coordination and the frequency with which requirements change. If I have very big requirements, on which a team works more than 2 weeks, then the teams can pull themselves these big requirements every 3-6 sprints (we call this multiple of sprints a stage).