Hits for your search: agile ablauforganisation

We offer the entire range of Scaled Agile Inc. training courses. What makes us special: interactive workshops and many years of practical experience. We offer interactive training where we focus on experience and learning. Less slides - more doing - more learning - more skills. We stand for #mySAFe. Google rating4.9Read our 104 reviews Which certification suits me?

E-T-A brought experience in Lean and wibas expertise in agile techniques and agile culture. "E-T-A found a good partner in wibas, who supported us very well in the implementation of our strategy process, especially on the process side.

In this way, the entire team makes good progress in its understanding of Scrum and agility. The meeting can be either virtual or physical. We are masters of moderation either on-site or virtually. Even if some things are different in the virtual world: People remain the same. That's why the usual moderation rules and techniques also apply to remote meetings.

Rafael Kasprzak is an Enterprise Agile Coach at wibas and supports clients in agile transformations and in the individual implementation of New Work. His agile coaching is characterized by a practice-proven and solution-oriented approach. He is appreciated for his ability to recognize patterns in complex systems and to set targeted impulses.

We work with you co-creatively to shape New Work and Agility. We live New Work and Agility ourselves, especially in consulting - let us surprise you. Let us think about solutions for you Your contact person: Malte Foegen 64293 Darmstadt malte.foegen@wibas.com E-mail Call Business card

Agile SAP S/4HANA: many myths Agile S/4HANA implementations are rare – although SAP itself describes an agile approach. Typical phrases we often hear are: "The SAP Activate development method only provides for some agile sub-aspects - and those only in the build phase." "You can't make SAP agile. The tooling doesn't allow for it."

If not, we are stuck with agility at the team level and then we will lose it because it is not enough – organizations usually are not only made up by just one team. The Management Side of Agile That’s what we see all over the place, right? Agile is implemented beneath the hierarchy – sort of “we call things other names and now we are agile”.

How do you decide which agile approaches to take out of the agile toolbox when it comes to creating an agile organization? I look at every team and every level for itself. This is the only way to find out which agile approach makes sense for which team and at which level. And you can’t just take a Scaled Agile framework like that? In practice, you have to take a close look at what a team needs.

The User Story format is often used by Scrum teams to document requirements. It’s a short syntax that sounds totally simple, but when we sit down and try to fill this syntax with life, we quickly realize that it’s not that easy. Some of you may have stumbled across user stories that somehow sound “artificial”. So what is it about this little sentence? Why do so many people use it? And do Scrum Tea

Again and again I am confronted with the statement that only the product owner writes and prioritizes user stories. The Product Owner is the person who prioritizes the Product Backlog. But for reasons I don’t understand, many people seem to be convinced that it is a core task of the product owner to sit down at his desk and write a user story until it is ready for a sprint. Is that really what the