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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

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.

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.

Katharina is also a trainer for change management trainings and she is led into her latest challenge by a former training participant. ____ Scene 1: The order clarification Katharina was sitting at her desk when her phone rang. She recognized the customer's number and picked up immediately.

The best way to do this is to hire a consultant who first conducts interviews, then locks himself in with the “top management” to announce after long days (and high bills) that everything has to change, but that fortunately there is now a plan for it. Do not under any circumstances formulate a reason for the change. Under no circumstances should a reason for the change be formulated.