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Table of contents Chapter 2Scene 1: Thoughts and plansScene 2: The experimentScene 3: Let's try thisScene 4: Maybe it actually worksScene 5: The management circle and the experimentScene 6: A committee that must not be oneScene 7: Done! Really? Chapter 2: The realization Put yourself in Manfred's shoes.

Self-management and organization. The Agile Strategy Process In addition to classic business management techniques (e.g. SWOT analysis), the process deliberately used procedures from the agile toolbox. from the agile toolbox. The goal was to achieve interdisciplinarity, self-organization, prioritization, early results and associated feedback as well as flow into the strategy work. strategy work.

trying to settle into his new job while at the same time his division is being restructuredHigh level of expertise in the topics he represented as PO at the timeTook part in internal training on the subject of leadership in order to be adept and excel in his new job Features:Dry humorIs a doer typeVery focused on productivity and efficiencyIs open to new ideasHobbies: Reading non-fiction books on management

We provide you with techniques to establish agile collaboration and new work: at the team level, in collaboration, and in portfolio management. We enable you to work agile through training and coaching. We provide you with experienced experts on an interim basis, such as Scrum Masters or Release Train. So you are ready to act from day one.

Our particular strength lies in the combination of performance management expertise, change competence and a comprehensive methodological toolbox for deliverable organizations. We have both the analytical tools and the practical methods to consistently and effectively driveoperational restructuring.

Thus, SAFe includes, among others: Scrum, Kanban, Agile Program Management, Lean & Agile Portfolio, Design Thinking and Lean Startup. SAFe addresses all levels of an agile organization, from teams to multi-teams (Agile Release Train or ART), multi-ARTs, to portfolios.

However, invisible factors such as values, error culture, leadership styles or transparency often have a much greater impact on day-to-day interaction.Which topics are in focus depends on the goals of the organization and the management. Typically, the analysis covers at least the following areas:Leadership & Servant Leadership: Do managers support their teams or do they manage top-down?

Focused budget utilization: Through clear priorities, limited budgets can be concentrated on the really important issues, which increases the effectiveness of sustainability management.Targeted measures along the value chain: Insights into whether an issue affects the entire value chain or only certain areas such as the supply chain provide concrete starting points for management.

We hope you enjoy successfully planning and executing your virtual big room planning. wibas Kickoff for ART Launch Are you facing the challenge of starting an Agile Release Train (ART) together with a product management team? This toolkit supports you to plan and execute your ART successfully. Download wibas Kickoff for ART Launch 64293 Darmstadt david.croome@wibas.com E-mail Call Business card

Securing the ability to deliverA flexible and robust delivery capability must be guaranteed in order to meet current requirements and anticipate future developments.We successfully support our clients by adapting our broad toolbox of methods and techniques such as Design Thinking, Customer Journey Mapping, Lean Portfolio Management, Objectives and Key Results (OKR), Roadmapping, cross-functional workshop