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The Product Management role is one example of such a description. SAFe 6.0 also updates the terminology for better understanding. One example is streamlining the use of “Agile Release Train (ART)” and “Program”. SAFe now only uses the term “ART”. Consequently, all terms related to program are now named “ART”, e. g. ART Backlog. 6.

Management is much more aware of what is (im)possible. This allows them to better manage their expectations.Increased Platform Stability and Adaptability: The shift to lean-agile systems engineering has reduced the feedback and learning cycles to 9 weeks. This made the platform more stable and more adaptable.

. ★ ★ ★ ★ ★ Understanding organization from head to toe The Masterclass Deliverable Organizations has shown me many new aspects of change management from a systemic perspective. In particular, the design wheel with its principles, aspects and tools is a valuable tool for me for analysis and diagnosis and for deriving possible measures.

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.

Etienne N'Guessan, Central Functions - Asset Management & Network Documentation, ENTEGA Medianet GmbH Back Next Would you like to find out more about the training?

.- Madeleine Allig, Management of Change, MaZuMo project Agile strategy development at E-T-A "E-T-A found a good partner in wibas, who supported us very well in the implementation of our strategy process, especially on the process side.

And the management? That’s a team, too. Team for me has something to do with cooperation and pulling on a strand, teams exist at all levels. And what about larger organizations or the next levels? The next level is the same as the first. I think of the divisions simply as teams, and simply ask myself the questions about the cooperation of the teams again – recursively, so to speak. And that’s it?

Structure larger product backlogs (story maps) Experience a sprint - develop products evolutionarily Estimate and track delivery dates and scopes (e.g., velocity, release burndown) Product owner from hell and heaven Communication with stakeholders (customers, department, line management) Cut Product Backlog entries small Product owner with multiple teams Release planning As a participant, you will

These contents await you: 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 InteractiveExperience-based, interactive training with simulations and exercises, no slide battle.

What often happens is that boards are implemented as they are recommended in some management magazine or are already used in other teams in the Orga. Behind this is typically the hope to achieve an ideal state by forcing oneself into a corset of “good practices” of others. This is not how Kanban was intended. However, what is good for others at the time may have a very different effect on you.