Hits for your search: Design thinking

The art is to design the organization in such a way that organizations are simplified, that the focus is on value creation. SAFe has aptly added a tenth principle to the current version 5.0: “Organize around Value“. LeSS is even clearer in this respect and bears the appropriate subtitle: “More with LeSS“.

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.

These techniques are designed to identify and remove obstacles in order to improve flow in the organisation. These techniques can be used in all levels of Kanban systems. Let’s take a closer look at some of the most important flow accelerators. 1: Visualise work and limit parallel work Visualising and limiting work in progress (WIP) are key practices for improving flow.

First, Bosch leaders Uwe Gommel, Matthias Stroessner, and Michael Friedel, supported by Simon Porro, adapted the Bosch AS SysEng approach to become more agile, shifting from ‘grand design’ to iterative and incremental systems engineering for small increments of system functionality. Next, we launched the PSYS ART and synchronized it with the 10 other component-level ARTs on a 9-weeks PI cadence.

To begin with, you will design an inspiring product vision and assemble your teams. Together, you will carry out an ART backlog refinement and then embark on realistic PI planning.The highlight: you will put your ideas into practice and build your product together with the other teams using colorful building blocks - bringing theory to life and making it tangible!

Implementing SAFe Training (SPC) Part one: Trainer training for Leading SAFe® Introduction to the Scaled Agile Framework Become a Lean-Agile Leader Building teams and technical agility Planning Interval (PI) Planning Experience Release on Demand and DevOps Business Solutions and Lean Systems Implement Lean Portfolio Management ​Part two: Implementing SAFe reach and accompany the SAFe® turning point design

Agile values and principles Scrum Overview: Roles, Events, Artifacts Separation of powers: understanding Scrum roles, their focus and tasks Starting Scrum: From the Vision to the Product Backlog to the First Sprint Planning Estimating Effort, Organizing the Product Backlog Definition of ready and acceptance criteria Scrum Flow: Sprint Planning, Daily Scrum, Sprint Review and Sprint Retrospective Design

In the leadership program, we use trainers who design the training courses on the basis of their own leadership experience and their work with managers in coaching and sparring. Our two coaches and consultants Caroline Haußmann and Frank Eberhard will guide you through the entire program.

Many think that there must be elaborate design. Some even claim that without the appropriate business and technical architecture, agile working would not even be necessary. But these are mostly loners who only want new toys, never think about the customer (sic!) and simply can’t get anything done. And last but not least: SAFe. Must. Be.

Even though the Map of Change is designed with a humorous intention, it represents a sincere topology of the core elements of an organizational change. The map is included in our book “Der Weg zur professionellen IT – eine praktische Anleitung für das Management von Veränderungen mit CMMI, ITIL oder SPICE” (The way to professional IT – a practical instruction for process improvement).