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This included creating a common understanding of the vision and product strategy, taking into account the value statement, customer benefits, added value, business model, future product capabilities, risks & dependencies. This resulted in the first version of a product roadmap along the strategic direction.

As a result of ongoing digitization, market conditions, customer requirements and the complexity of products are changing ever faster. The traditional methods of collaboration and decision-making processes are often perceived as too slow and too inflexible for this. This makes many teams and managers want a more adaptable organization. And with it the desire for an agile transformation.

It is ideal for Managers, Change Manager and teams who want to make their organization more customer-oriented, efficient and successful. In particular, organizations facing challenges such as major structural changes, cultural change or professionalization of processes benefit from this structured approach. What is the technical scope of a status quo analysis?

I heard these or similar statements time and again at the beginning of the ART launch - whether from the Product Managers (hereinafter PM), the Release Train Engineer (hereinafter RTE) or other important key figures in the ART. These comments reflect very well that the introduction of SAFe brought with it a number of challenges.

He is the product owner of the teams, who is just moving into his new role as division manager. Experience the same events as in chapter 1, this time not from Katharina's point of view, but from Manfred's. * At this point, we would of course like to point out that both the title of our story and the cover image were inspired by the movie "8 Blickwinkel" (2008).

Agile Manifesto Scrum Overview: Responsibilities, Events, Artifacts The task of the product owner in a self-managing team Collaboration of the product owner with scrum master and developers Product Backlog Refinement & Prepare Sprint: Product Goal, Personas, Product Backlog & User Stories.

The following content awaits you: Understand users and requirements Advanced product planning, release planning and forecasting Work with the stakeholders Work with multiple development teams Advanced techniques for working with the product backlog and product strategies In the process, you'll develop an understanding of: Customer research and product discovery Advanced product acceptance validation

An anecdote from Taiichi Ohno (inventor of the Toyota Production System and thus father of Lean Thinking): He took each and every manager he hired to the production floor on the first day, drew a circle of chalk on the floor, and told the manager to stand in it and observe the processes throughout the day.

In open space and plenary sessions, we will discuss questions such as: What does agility look like in the development of physical products?How can cross-functional teams be created when there are only a few specialists?How does an agile product development process (PDP) work?

For this, it puts multiple LeSS implementations in parallel and continues to connect them through a common product and product owner. Roles, artifacts and events The working principles of Scrum remain, which means that there is still a sprint, a product backlog, a definition of done, a potentially deliverable product increment, and a product owner.