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At this point, I would like to point out a mistake: Training todays “managers” only.At the end of the first straight, the value creation is evaluated, very sensible, as I also described myself.On the way to the second straight, the first (and initially only) Agile Release Train is prepared.The curve to the third straight is then essentially about repeating the positive experiences of the previous transformation.So

First, it creates work packages like “Test if ‘finished’ really solves the “; a stumbling block in itself, since value here depends on the processing of multiple work packages.

For this to work, we first need to understand the product and the value stream. By this I mean the work flow and where the teams need to coordinate their work;If we have this clear and make it visible, then we can evaluate the options." The division manager was not immediately taken with the idea of analyzing the value stream. "That sounds like it could take a while.

It is structured similarly to a value proposition. For [user] the [requirement, benefit, opportunity] is [company/product/service] the [category] the [core benefit]. In contrast to [competition, alternative] is [differentiator]. Once this step was done, the team could use it to define their classes of service and SLA’s.

If we estimate that an item has a size of 2, the actual value (once we implement it and know the actual size) could be anything, but a 2 is more likely than a 13. The uncertainty and spread of the distribution increases with larger estimates. This is why the range of Story Points spreads out as it gets larger (3, 5, 8, 13 …).

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Darmstadt University At the University of Applied Sciences Darmstadt we cooperate with the study program Business Informatics and supervise bachelor theses. Business School FrankfurtWe cooperate with the Frankfurt School of Finance and Management in the area of business school in change management and strategy.

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