Ergebnisse zu Ihrer Suche: Interpreting CMMI When Using Agile Approaches

Wir sind im Laufe der Jahre gewachsen: vom Spezialisten für Prozessverbesserung mit CMMI, ITIL und COBIT hin zu einer Managementberatung. Dieser Wandel bedingt auch eine Veränderung unserer Arbeitswelt. “An manchen Tagen ist das Büro wie leergefegt, dann sind alle unsere Berater beim Kunden.

Meet the people with the most practical experience in scaling agile and establishing business agility. All quotes from the SAFe website are © Scaled Agile, Inc.

At the June MeetUp, I presented my understanding of Agile management, our wibas Agile transformation approach and gave insight into 3 cases where we accompanied our customers with a variety of successful techniques for promoting Agile at all levels e.g. Community of Practice, training and coaching of teams and middle management levels to ensure a wider adoption.

Projects arrive when there is no free capacity; or, there is a mismatch between the available competencies and the competencies that are required; or, capacity becomes available when no new projects have arrived; or, the right project may have arrived but for all practical reasons it cannot yet start (e.g. the customer is not ready to start); or the project is almost finished but cannot be closed (

A more relaxed approach to resistance Since I became familiar with constructivism as a conceptual framework in the context of change management, I can approach resistance more relaxed. I know that they arise from a different perspective that does not match my own, and that I may not know or have dealt with it before.

CMMI). 3. Für dich zählen nur deine Gründe. Wir wissen alle, dass jeder die Welt durch seine eigene Brille sieht, wieso willst du dann durch eine fremde Brille mit dem Raster “… x beste Gründe …” gucken? Das ist so, also wolltest du das bessere Panorama sehen, indem du durch Butzenscheiben schaust. Erfolg eher unwahrscheinlich. Putz’ deine Brille und lerne selber zu denken! 4.

For the use of Kanban, this can mean, among other things, using Kanban across several levels. The parallel use of Kanban at several levels – from individual teams to team clusters to the portfolio level – enables work to be synchronised and controlled. and thus a better basis for decision-making, but ultimately also an improvement in delivery capability.

To not fail, a wholly alternative approach is recommended: walk the talk. But that would be boring. Architecture comes by itself Once the approach is agile, the whole development can’t help but result in an agile architecture and a powerful delivery organization (technical term: Continuous Delivery Pipeline)! Not everyone knows this. Many think that there must be elaborate design.

Viele Organisationen kennen den Nutzen von agiler Vorgehensweise einzelner Teams. Aber wie werden mehrere agile Teams auf ein Ziel hin koordiniert? Was ist die Rolle der Führung? Und wie helfen Scaled Agile Ansätze dabei, die Organisation schneller und reaktionsfähiger zu machen? «WHEN WE GO INTO THAT NEW PROJECT, WE BELIEVE IN IT ALL THE WAY. WE HAVE CONFIDENCE IN OUR ABILITY TO DO IT RIGHT.»

Now more than ever: The Late Majority Mike has been observing this ‘new’ agile approach for some time. Groups who spend their mornings sticking Post-its on a wall are rather suspicious in his opinion. He has already experienced many changes in the organization: “Agile working is just the next pig in the poke.