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If this is negative, a short-term financial plan is drawn up for at least four weeks. In addition, the liquidity requirement for the next twelve months is calculated, as this must be covered with a high degree of probability in order to ensure a positive going concern forecast.

We analyze the financial status, draw up reliable financial and asset plans and provide a sound basis for decision-making when assessing the ability to restructure. Are you looking for support for your turnaround? Your contact person: 64293 Darmstadt malte.foegen@wibas.com e-mail Call Business card

What you can expect in the Scrum Master Training Agile values and principles Scrum Overview: Roles, Events, Artifacts Starting Scrum: From the Vision to the Product Backlog to the First Sprint Planning Scrum Flow: Sprint Planning, Daily Scrum, Sprint Review and Sprint Retrospective Moderation of Scrum events Scrum Simulation Next steps and future collaboration mode What happens now We want you to get

The OKR cycle includes quarterly planning and coordination meetings The OKR cycle typically lasts three months, during which a regular information and coordination process takes place at all decision-making levels of the organisation through various meeting formats such as planning, weekly meetings, reviews and retrospectives.

To further develop the "Academy" strategically and tactically, i.e. to plan and implement measures to ensure that the training area continues to grow, operates economically and keeps its finger on the pulse of the times.

In LeSS, Sprint Planning One and Sprint Review are done together. Each team has its own Sprint Planning Two and Retrospective. In addition, there is a joint retrospective of all teams. For horizontal coordination, there are joint Product Backlog Refinements and coordination between teams as needed.

Therefore, agile transformation needs to be planned, implemented and reviewed step by step. This is why you cannot plan an agile transformation on a drawing board, but must also approach the change adaptively: Carry out the change itself in an agile manner - thus acting as a role model in the organization and coming up against the same organizational limits.

Playful approach to learning Developing new and innovative products is uncertain, complex – and doesn't work with a big, pre-prepared plan. Rather, it's important to constantly review and adjust the plan. In a large team of teams, this requires clearly defined cadences and synchronization points.

You will learn how to apply Lean Thinking to writing Epics, how to break them down into Features and Stories, how to plan and execute Iterations and Planning Intervals. As an attendee, you will also learn about the Continuous Delivery Pipeline and DevOps culturehow product owners and product managers can integrate effectively, and what it takes to relentlessly improve their ART.

of Planning Intervals lead and coach Support and shape a SAFe Lean-Agile transformation.