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We more or less affectionately call this “Scrum theater”: A play is being performed on the public stage, but what happens backstage remains hidden from the viewer. – Perfect conditions to let an agile transformation fail and the buzzword “Scrum” burn. So Work on the Values for a Few Years First?

From Scrum, Design Thinking and Kanban, to SAFe and OKR - here you will be enlightened what the contents of these frameworks are and when to use them. What are the most relevant agile frameworks?

A consultant from wibas took on the role of Scrum Master at the beginning and trained an internal employee of the organization to take on this role in the future. Through regular retrospectives, the team learned to better assess its performance. The team showed rapid learning and improvement curves and achieved stable, predictable performance from the fifth sprint onwards.

CertifiedCertified training with certificate from Scaled Agile, Inc. Early bird discountUp to 4 weeks before the start of the course. Training timesTraining takes place from 9-17:30. InteractiveExperience-based, interactive training with simulations and exercises. AccreditedScaled Agile, Inc. accredited trainers who explain applicable SAFe.

In this talk, Timo and Lutz, together with Alexander Post from venITure, shared their experiences in agile transformations at the enterprise level. 17:30 followed by Dine & Wine More information about the exciting day can be found on the website: Enterprise Agile at Scale Day in Cologne We thank all participants of this event for the exciting exchange.

As a manager, you are constantly under pressure from new technical and economic developments and have to react to them This often requires a new approach to leadership and management. Let's talk about leadership & management I invite you to think together about leadership & management in the complex and agile world.

Important: From December 2025, ASPC certification will be mandatory for trainers of advanced SAFe training courses such as "Lean Portfolio Management" (LPM) or "Release Train Engineer" (RTE).

If the team comes from a traditional organization, the approach is usually more cautious. They may first realize that no one on the team is an expert on the problem. Then they often discuss which approach would be best - after all, you don't want to make a mistake or create a suboptimal solution.

The program was created together with training experts from the organization and took into account organization-specific roles, designations, etc. We then carried out this training program in around 10 initial rounds and developed internal trainers. These trainers then took over the subsequent training rounds with initial supervision.

It is not enough to design a poster with new values and principles of cooperation and expect employees to change from the ground up after a presentation by managers. Many change projects fail precisely because of this approach. People need a comprehensible reason and urgency to change.