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Important: From December 2025, ASPC certification will be a prerequisite for giving training courses such as "Lean Portfolio Management" (LPM) or "RTE".

During PI planning, all members of the ART come together to synchronize and plan together.At the ART level, there is Product Management (PM). This is the counterpart to the Product Owners at team level. Product management is responsible, among other things, for ensuring that the right things are being worked on.

– Not quite; let’s take the already mentioned example of Kanban: Kanban is derived from Lean Management, which was developed in the 1970s by Toyota, so far before the “inventors” of agile have dealt with what constitutes agile; indeed, they build on the knowledge that has been gained through the application of Lean Management, but you can implement classic Kanban without being oriented to agile values

wibas GmbH Management Consultants Otto-Hesse-Strasse 19 B 64293 Darmstadt Phone: +49 6151 503349-0 Fax: +49 6151 503349-33 Internet: www.wibas.com E-mail: info@wibas.com Managing directors authorized to represent the company: Mr. Jörg Battenfeld, Mr. Malte Foegen, Ms.

This includes practitioners, change agents, and consultants responsible for implementing Agile Release Trains and Lean Portfolios as part of an enterprise-wide Lean-Agile transformation:Internal change agents, Lean Agile Center for Excellence (LACE), Agile workgroups.Portfolio Manager, Project/Program Management Staff (PMO).Development, QA and IT management Program and project manager Product and product

Thus, take your time and add a long-term change management approach to your SAFe roadmap. The articles on change management in the SAFe encyclopedia are a good start. Again, they do not replace knowing change management in depth. Change Management is a whole body of knowledge. Apply it. Not only the article.

We optimally prepare executives as well as key roles such as product management, product owner, release train engineer and scrum master. Our simulation-based SAFe for Teams Training lets teams experience an entire PI interval. Our focus: More practical experience, less theory for successful implementation.

Empowerment and self-management: means that teams decide for themselves who does what and when. In doing so, team members hold each other accountable. Empowerment and self-management bring decisions as close as possible to where the value-creating work is performed in order to be more responsive. Transparency: means ensuring the self-management of teams is done openly based on facts.

Turnaround reports in accordance with IDW S6, Preventive restructuring according to StaRUG or stakeholder management - we accompany companies through challenging phases with analytical precision, strategic vision and a consistent focus on implementation. Your contact person: 64293 Darmstadt malte.foegen@wibas.com e-mail Call Business card

A thorough plausibility check of the plan creates certainty for banks, investors and management and ensures that financial and operational measures are based on a solid foundation. Core components of an IBR.