Ergebnisse zu Ihrer Suche: Interpreting CMMI When Using Agile Approaches

Regardless of whether a team is working according to Scrum or starting with the Kanban methodology, it is helpful to approach it with the STATIK approach and take a fresh look at the situation. STATIK (Systems Thinking Approach to Implementing Kanban) is a framework not only for implementing Kanban in organizations. It can also help to improve your Scrum.

Realistic When pulling Product Backlog entries into the Sprint, the team checks whether the Product Backlog entry is realistically reachable in the Sprint timebox. The team also checks this by splitting an entry into tasks. Less obvious is the check of “realistic” in the Product Backlog Refinement.

Als Teilnehmer lernst du, wie du ein Kanban-System mit STATIK (Systems Thinking Approach to Implementing Kanban) entwirfst und startest. Am Ende des Workshops bist du in der Lage, ein eigenes Kanban System aufzusetzen und die Fähigkeiten deiner Organisation systematisch zu verbessern.

“Agile Retrospectives: Making Good Teams Great” von Esther Derby und Diana Larsen: Dieses Buch bietet viele praktische Techniken für effektive Retrospektiven. “Crucial Conversations: Tools for Talking When Stakes Are High” von Kerry Patterson et al.: Ein großartiger Leitfaden für schwierige Gespräche und Konfliktmanagement.

When shaping SAFe elements, agile experience, inspection, and adaptation are necessary. For example, Kanban boards should visualize the workflow steps of your organization. The Kanban boards depicted in SAFe provide inspiration but are not tailored to individual organizations.

Im Rahmen unserer gemeinsamen Arbeit bei der agilen Transformation treffen sich E-T-A und wibas Kollegen, um gemeinsam an der Etablierung agiler Techniken und agilen Denkens zu arbeiten. Gestern saßen Stefanie und Katja von E-T-A mit drei wibas Kollegen Rafael, Daniel und Malte zusammen. Unsere Fragestellung war: „Wie setzen wir Arbeit mit dem Kanban Framework in einem Team auf?

Vector illustration on the topic of agile methodology in the work. Gründe für ein kaputtes Scrum In der Praxis treffen wir oft auf Kundenteams, die einige Zeit zuvor Scrum eingeführt haben, aber mit der Situation nicht mehr zufrieden sind. Gründe kann es viele geben. Vielleicht haben sich die Aufgaben des Teams geändert?

What agile does, is to quickly make transparent what is causing the overrun. Agile work creates exactly this transparency through a few good practices, such as incremental approach with reviews and retrospectives. For instance, in a retrospective, it might come to light that due to the long processes in purchasing, the work can’t be done in the appropriate amount of time.

Generally, agile patterns are one way to establish a Y environment. For example, an environment that establishes a pull planning technique and retrospectives fosters Y behavior and Y experiences. To overcome the vicious cycle, the environment needs to embark on a journey that continuously introduces Y experiments and fosters experiences – until the Y behavior is dominant.

This approach ensures that teams work on the right priorities and deliver value aligned with the organization’s overall vision and mission. 4. Agility across the Whole Business In addition to the updates mentioned above, SAFe 6.0 emphasizes the need for business agility across all aspects of the organization. SAFe has added articles covering this topic.