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Self-organized Kanban Service Team at wibas 😉 "We were faced with the challenge of building a self-organized team to deliver all of our in-house and open training organization as a service within wibas. The role of Julia, as our Agility Master, was critical to our success.

In addition, we offer frameworks such as Scrum, Kanban and OKRswith which your team can regularly reflect on how they can work together and perform even better. With Coaching Interim roles and targeted facilitation we support you in overcoming communication barriers and unleashing the full potential of your teams. Would you like to develop your teams further? Contact us or make an appointment.

Das bedeutet für Sie, dass sie nicht nur die agilen Vorgehensweisen kennen müssen (wie Scrum and Kanban), they must also understand, internalize, exemplify and demand the agile values and principles from their teams. If they agile leadership they need to understand what agility is all about. The ideal agile leader is intrinsically motivated agile expert. Do you want to be the ideal agile leader?

There are frameworks that are typical at the team level, such as Scrum or Kanban.. When several teams are working on one goal and need to be coordinated, we speak of agile scaling. There are also frameworks for this, such as Scaled Agile Framework or LeSS, which provide helpful tools and patterns.

We started with workshops that first provided a baseline of agile principles and practices, and then worked together to create a Kanban board for the strategic initiatives that would be put to the test.

The challenge for the management team The team first used Scrum elements and later Kanban elements to try to prioritize the management team's topics via a backlog or input queue. Various collaborative prioritizations were tried without the desired success. The selection of topics felt arbitrary and important, non-urgent topics were very difficult to weigh up against unimportant, urgent topics.

To illustrate this, Kanban expert Klaus Leopold cites the following keyboard metaphor. Keyboard Metaphor (Klaus Leopold) "Let's say our organization is a keyboard. Each team operates one key and we have to write a letter. Fast teams don't get the letter done faster! Rather, we need to ensure that the right team presses the right key at the right time.

They develop empowered leaders who can confidently navigate their organizations through challenges.Our training courses on Scrum, Kanban, and SAFe teach techniques for efficient work management. They promote short decision-making paths, rapid adaptation and a high level of responsiveness – key building blocks for organizational resilience in dynamic markets.

Iterative processes like Scrum or Kanban allow for testing new features in short cycles and quickly integrating customer feedback into further development. This approach ensures that products and services are continuously improved and can keep pace with changing market demands.

Velocity is similar to Throughput, which is often used in Kanban systems to measure work items delivered per time period (see Kanban Glossary or SAFe Measure and Grow Article). In contrast to Throughput, Velocity takes into account the different sizes of items. Velocity (or Throughput) will gradually change over time, especially as a team improves.