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This change should be based on field-proven agile principles, practices, mindsets and values. This change helps people and organizations succeed in the ever-changing world of work. An agile coach enters into an exchange with the organization. In this exchange, there can be quite different activities.

In addition, different agile frameworks bring their own values or principles. Kanban, for example, which can be combined very well with agile working, is also directly oriented to the lean principles; with Scrum, we also talk about the Scrum values: Agile is therefore someone who aligns his actions as best as possible with the values and principles of agile methods.

Do you regularly conduct market research and analyze value in order to identify market trends and customer preferences early on?Are you using concrete techniques such as User Stories, Sprint Reviews, or Empathy Interviews to prioritize real customer problems in the development of products and services?

To this end, results and ways of working, i.e. both effectiveness and efficiency, are regularly checked for their value and - where necessary - adjusted. This fifth principle states that it is not enough to be merely reactive, but that it is necessary for us to actually react. These five principles are an extension of the Lean principles (Value, Flow, Inspect, and Adapt).

Agile values as the foundation of the agile mindset.Frequently, agile values are mentioned as a description of the agile mindset - strictly speaking, these are the values that are defined in the official Scrum Guide are named as Scrum values: Focus, Courage, Respect, Commitment and Openness. These are the values that each individual should bring to the collaboration.

There are many useful aids for the introduction of agile approaches and methods, values and principles. But what do you do as a manager? How do you lead your organization when teams are expected to be self-organized? How can you continue to focus on the performance of your teams without limiting self-organization?

You will learn how to align architecture with business value, promote continuous flow to large systems-of-systems, while supporting SAFe program execution.

As an expert in agility, scrum and change management, she is valued at management and employee level for her pragmatic and emphatic approach to people and situations. Your contact person: 64293 Darmstadt caroline.haussmann@wibas.com e-mail Call Business card

Then each participant estimates how long it will take to implement it and places the card with the corresponding value from their Planning Poker deck in front of them. The cards remain face down until all participants have given their estimate. Then everyone turns over the cards. Discrepancies are discussed and the team approaches a consensus in further rounds.

Instead of setting up teams along the value chain in a multidisciplinary way, organizations often think and act in terms of coordination within existing functional structures. This leads to teams working in isolation and communicating inadequately with each other.