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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?

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.

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

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.

The product owner is responsible for maximizing the value of the product, which is derived from the work of the Scrum teams. He does this by creating and communicating Product Backlog entries and determining their order. The product owner is responsible for the product backlog The Product Owner maximizes the value of the product through effective product backlog management.

Focused budget utilization: Through clear priorities, limited budgets can be concentrated on the really important issues, which increases the effectiveness of sustainability management.Targeted measures along the value chain: Insights into whether an issue affects the entire value chain or only certain areas such as the supply chain provide concrete starting points for management.

This included creating a common understanding of the vision and product strategy, taking into account the value statement, customer benefits, added value, business model, future product capabilities, risks & dependencies. This resulted in the first version of a product roadmap along the strategic direction.

Our support for your&nbsprestructuring Strategic realignment By strategically realigning your business models, we make companies future-proof by optimizing value positioning, value creation and financial stability.

Caroline is highly valued by her clients at management and employee level for her broad experience in dealing with complex issues. Host: Stephanie Lohß Stephanie Lohß is an agile coach, scrum and change trainer at wibas and has been supporting clients with changes, including agile transformations, for many years.