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and "What is hindering me?" Sprint Review: The Sprint Review is about presenting increments - potentially usable parts of the product - and gathering feedback from customers and users in order to optimize the product and adapt it to their needs.

Scrum also helps me with systematic improvement, after all. And how does Kanban work now? Daniel: Basically, Kanban enables improvement through a set of practices and principles. The beauty of it is, even a first exposure to the practices can make a huge difference. Essentially, it’s about visualizing and limiting what is being worked on in parallel.

Through shared kaizens (Japanese: self-improvement) and feedback loops, we've spent the last three years developing, repeatedly re-thinking, and re-setting our organizational process. The result is a now completely self-organized team of eight students from a wide variety of majors who work together in the background to manage wibas’ entire training logistics.

Transparency: Teams share information and knowledge with each other in the spirit of collaboration. Setting time windows: all work and every activity has a fixed time window. This ensures focus, discipline and on-time deliveries.

“ For this purpose we developed a guide which we share with you here. This is our System Thinking Approach to Introducing Kanban (STATIK). The result: more than a board When we tried to pin down the objectives of the workshop (how you do it as a good moderator) we quickly realized that it is not just about a board with cards, but about implementing the Kanban Framework.

Market share approx. 2/3 approx. 1/3

About Me I am Malte. I have many years of experience with agile, frameworks and organizational change management. I have a history of product development. I fathered a consulting company. I wrote one of the early books on scaling agile (updated yearly since). We put in place agile with teams and organizations. We use all that stuff with ourselves. And we support many clients.

Status quo: A shared view of the current state of the organization is important as a starting point for change. In order to achieve a legitimized status quo, a status quo analysis is useful. This involves creating a common picture of the starting point together with the organization. What is the current way of working? What is the current structure? What are the current challenges?

At least for me as a manager the last resort would be leaving or letting people go. So the experiment needs to be smaller in size. Or more money is needed to burn on experiments and allow yourself to fail. Malte: But I don’t think the experiments are that big. They are more like seeing if a coordination or meeting structure works or change a role for example and see that it works.

You find it in the Story article under the section “Starting Baseline for Estimation”, and in the Iteration Planning article under the headlines “Estimating Stories and Forecasting Team Capacity” and “Creating a Shared Basis for Story Point Estimation.” The text in the Story article is clear about the calculation being an initial baseline, but it still mixes Capacity and Story Points.