Hits for your search: Service team

In this main department, an agile coach from wibas has helped the management team to achieve goal-oriented and low-waste management work through the use of OKR. Existing framework conditions The management team was formed in spring 2020 and is responsible for the work of over 400 people. The team consists of over 20 managers who lead 30 product teams.

For example, in one of my teams, it turned out that the team composition was not as optimal in reality as assumed in advance. In order to change this, I first held a workshop with my team in which we clarified the team's purpose and worked out how the team should be composed in order to work optimally. It turned out that merging two teams could be a profitable solution.

Pros and cons of aligning (approximately normalizing) Story Points If you have many teams working together on the same ART Product Backlog, it can help if they have an aligned definition of ‘1’. This allows the teams to discuss size across teams. For example, when working together on a common Feature, or when passing a Story from one team to another.

Teams can agree on any way to find that “1” as long as it produces a reference Story. It helps when teams that work together have an aligned understanding of size, but this is not necessary. If you have multiple teams who work together on the same Product Backlog, it helps if they have a similar definition of “1”. This enables teams to discuss size across teams.

We have two agile teams. Are we now an agile organization? Agile teams alone do not make an agile organization. - In order to be able to act agilely as an organization, in addition to an agile mindset, overarching agility between the teams is needed. Otherwise, any improvements coming from agile working end at the boundaries of agile teams, and this can cause problems in other teams.

Our experienced team of senior SPCs will assist your key roles (PM, SA, RTE, POs, SMs) and teams during a planning interval (PI). We analyze and optimize workflows, bring in proven techniques and promote the continuous development of ART roles and their collaboration. ​

Team topics seemed irrelevant to the other teams. The former product owner for all three teams had now been promoted to divisional manager.

You have a Scrum or Scrumban team and some of the problems described here sound familiar? Take a look at your existing system with STATIK. The findings can improve or challenge your Scrum. If the most important thing to you is that your team is in flow and delivering, hopefully that should be secondary. Want to help yourself and your team?

Each team has its own Sprint Planning Two and Retrospective. In addition, there is a joint retrospective of all teams. For horizontal coordination, there are joint Product Backlog Refinements and coordination between teams as needed. One Product Owner, several Scrum Masters LeSS provides for one experienced product owner for up to eight teams, since it is a product that is developed jointly.

He supports the events of a team or a unit - depending on the flight altitude at which the Agility Master is traveling. In this way, he shapes the path together with the team and according to the situation: sometimes as a Coach, sometimes as a mentor, facilitator or trainer. In any case, the Agility Master ensures that cross-team obstructions are removed.