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Maximize added value with the help of ART CoachingOur coaching at ART and team level accompanies your key roles such as Product Management, System Architect, Product Owner, Release Train Engineer and Scrum Master so that they find their way efficiently and confidently into their roles. We also provide support at team level, e.g. as interim Scrum Masters or Scrum/Kanban coaches.

In weekly coaching sessions, I strengthened the internal colleague in his role as Scrum Master, answered his questions and prepared various agile team events together with him. In the end, I just looked over his shoulder and was available for questions and support. What are the next steps?

- Philipp Herrenkind, CLAAS E-Systems GmbH ★ ★ ★ ★ ★ Instructive and enriching training For me as a self-employed Agile Coach, the training to become a Certified Agile Change Manager at wibas was instructive and personally very enriching. Steph as a trainer brings a lot of experience in change management and shares this in an understandable way with all seminar participants.

Here you will find questions and answers to the most common general terms in the agile environment. We are asked many of these questions in training courses and in everyday consulting. Therefore we have compiled them here.

In issue 03/17, we explore the question of what is truly agile. We show customer projects in which real agile work was done, venture an overview of the multitude of agile models – and discuss fault tolerance, personal responsibility and agile strategy.

Agile leadership or agile leadership encompasses the type of leadership or leaders needed in an agile environment. Agile impacts all employees and leaders and their behaviors. Agile leadership is focused on bringing about positive change in the organization and promoting agile principles and an agile mindset within the organization.

Agile working comes about through the implementation and establishment of agile values and principles. Only when the values and principles are expressed in people's behavior and attitude is agility anchored in the culture of the organization and we speak of "real" agile working.

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.

And with it the desire for an agile transformation. Agile transformation brings agile mindset and various agile frameworks to life in the organization. In an agile transformation, agile frameworks or methods are implemented in the organization. There are frameworks that are typical at the team level, such as Scrum or Kanban..

Agile methods help to become more responsive and shorten lead times. There are a number of agile methods (frameworks) currently in use. A common denominator of these methods are the agile principles and the connecting points to Lean.