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The power of Why (Norwegian)

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Agile people know why they do things. The question status quo. …

Agile people know why they do things. The question status quo.
Agile organisations understand why they adopt certain practices. Agile is a mindset.

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  • 1. The power of Why Geir Amsjø, Axio Consulting Tuesday, November 5, 13
  • 2. One day Alice came to a fork in the road and saw a Cheshire cat in a tree. “Which road do I take” she asked. His response was a question: “Where you want to go?” “I don´t know” Alice answered. “Then,” said the cat, “it doesn´t matter” axio consulting as I www.axio.no Tuesday, November 5, 13
  • 3. Da har vi en plan ... axio consulting as I www.axio.no Tuesday, November 5, 13
  • 4. Da har vi en plan ... axio consulting as I www.axio.no Tuesday, November 5, 13
  • 5. rgi ne E axio consulting as I www.axio.no Tuesday, November 5, 13
  • 6. rgi ne E Energi = F(Entusiasme * Fokus) axio consulting as I www.axio.no Tuesday, November 5, 13
  • 7. rgi ne E Energi = F(Entusiasme * Fokus) Tid til målet = F(Energi * Retning) axio consulting as I www.axio.no Tuesday, November 5, 13
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  • 35. Eksempel: “Uten klare mål” axio consulting as I www.axio.no Tuesday, November 5, 13
  • 36. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) axio consulting as I www.axio.no Tuesday, November 5, 13
  • 37. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 axio consulting as I www.axio.no Tuesday, November 5, 13
  • 38. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” axio consulting as I www.axio.no Tuesday, November 5, 13
  • 39. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope axio consulting as I www.axio.no Tuesday, November 5, 13
  • 40. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon axio consulting as I www.axio.no Tuesday, November 5, 13
  • 41. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis axio consulting as I www.axio.no Tuesday, November 5, 13
  • 42. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser axio consulting as I www.axio.no Tuesday, November 5, 13
  • 43. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon axio consulting as I www.axio.no Tuesday, November 5, 13
  • 44. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning axio consulting as I www.axio.no Tuesday, November 5, 13
  • 45. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning Svært ulik forståelse av smidig axio consulting as I www.axio.no Tuesday, November 5, 13
  • 46. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning Svært ulik forståelse av smidig Svært ulike interesser i rommet axio consulting as I www.axio.no Tuesday, November 5, 13
  • 47. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning Svært ulik forståelse av smidig Svært ulike interesser i rommet • Teksten axio consulting as I www.axio.no Tuesday, November 5, 13
  • 48. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning Svært ulik forståelse av smidig Svært ulike interesser i rommet • Teksten helt uten intensjon axio consulting as I www.axio.no Tuesday, November 5, 13
  • 49. Eksempel: “Uten klare mål” Statens Standardavtale, Smidig (SSA-S) • Har pågått siden 2005 • Status 2013: “halvsmidig” Fremdeles komplett scope Ingen fokus på visjon Ingen fokus på læring underveis Tillater svært sjeldne leveranser • Diskusjonsgruppa på LinkedIn - ingen visjon • Arbeidsmøter - folk trekker i hver sin retning Svært ulik forståelse av smidig Svært ulike interesser i rommet • Teksten helt uten intensjon samme språkdrakt som før axio consulting as I www.axio.no Tuesday, November 5, 13
  • 50. axio consulting as I www.axio.no Tuesday, November 5, 13
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  • 52. axio consulting as I www.axio.no Tuesday, November 5, 13
  • 53. axio consulting as I www.axio.no Tuesday, November 5, 13
  • 54. Larmans laws of Organizational Behaviour (1)Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures. (2)As a corollary to (1), any change initiative will be reduced to overloading the new terminology to mean basically the same as status quo. (3)As a corollary to (1), any significant change initiative will be derided as “purist” and “needing customization for local concerns” -- which deflects from addressing weaknesses and manager/specialist status quo. (4)Culture follows structure. axio consulting as I www.axio.no Tuesday, November 5, 13
  • 55. Smidig medfører endring Det vil bli motstand! Det vil bli frustrasjon! Det vil bli ustabilitet! Noen vil være åpent imot endringen Noen vil spille med, men sabotere i det skjulte ‣ Spørsmålet er hvordan vi kan klare mobilisere nok energi til at vi bryter opp strukturer og faktisk får til helhjertet endring? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 56. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 57. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 58. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Hvorfor Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 59. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Hvorfor Hvorfor Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 60. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Energi Hvorfor Hvorfor Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 61. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Energi Hvorfor Hvorfor Energi Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 62. The 8 steps of change 1. 2. 3. 4. 5. 6. 7. 8. Establish a Sense of Urgency Create the Guiding coalition Develop a Change Vision Communicate the Vision Empower Broad based Action Generate short term Wins Never let up Incorporate Changes into the Culture Hvorfor Energi Hvorfor Hvorfor Energi Energi Dr John Kotter, http://www.kotterinternational.com axio consulting as I www.axio.no Tuesday, November 5, 13
  • 63. Hva er egentlig et “Mindset”? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 64. Hva er egentlig et “Mindset”? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 65. Hva er egentlig et “Mindset”? Det har jeg aldrig prøvd før, så det er jeg sikkert god i! axio consulting as I www.axio.no Tuesday, November 5, 13
  • 66. To typer “Mindset” Fixed axio consulting as I www.axio.no Tuesday, November 5, 13 Growing
  • 67. To typer “Mindset” Fixed axio consulting as I www.axio.no Tuesday, November 5, 13 Growing
  • 68. To typer “Mindset” Fixed axio consulting as I www.axio.no Tuesday, November 5, 13 Growing
  • 69. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing
  • 70. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing
  • 71. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport”
  • 72. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte”
  • 73. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte”
  • 74. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte” “Ja det blir gøy, OG...”
  • 75. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” “Dette er sånn vi gjør det her” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte” “Ja det blir gøy, OG...”
  • 76. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” “Dette er sånn vi gjør det her” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte” “Ja det blir gøy, OG...” “La oss forsøke noe nytt og sørge for å lære av det”
  • 77. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” “Dette er sånn vi gjør det her” Endring betyr egentlig “same shit, new wrapping” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte” “Ja det blir gøy, OG...” “La oss forsøke noe nytt og sørge for å lære av det”
  • 78. To typer “Mindset” Fixed “Jeg er god i matte, men suger i sport” “Jeg er blant de beste på ski, men mangler ballfølelse” “Ja det kunne vært morsomt, MEN...” “Dette er sånn vi gjør det her” Endring betyr egentlig “same shit, new wrapping” axio consulting as I www.axio.no Tuesday, November 5, 13 Growing “Bare jeg trener litt mer blir jeg nok god i sport” “Jeg må øve mer for å bli god i matte” “Ja det blir gøy, OG...” “La oss forsøke noe nytt og sørge for å lære av det” Endring gjennomføres med innlevelse
  • 79. Innstillingen er målbar! axio consulting as I www.axio.no Tuesday, November 5, 13
  • 80. The Agile Mindset Linda Rising Mary and Tom Poppendick axio consulting as I www.axio.no Tuesday, November 5, 13
  • 81. The Agile Mindset “Carol Dwecks Growing Mindset IS the Agile Mindset” Linda Rising Mary and Tom Poppendick axio consulting as I www.axio.no Tuesday, November 5, 13
  • 82. The Agile Mindset “Carol Dwecks Growing Mindset IS the Agile Mindset” Linda Rising Mary and Tom Poppendick axio consulting as I www.axio.no Tuesday, November 5, 13 “A company with a lean mindset don´t waste time trying to sort out who has more or less talent. They look for people with a Growing Mindset”
  • 83. Hvilken metafor fungerer best ? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 84. Defined Process Control axio consulting as I www.axio.no Tuesday, November 5, 13
  • 85. Defined Process Control axio consulting as I www.axio.no Tuesday, November 5, 13 Empirical Process Control
  • 86. Defined Process Control Institutionalizing a Fixed Mindset axio consulting as I www.axio.no Tuesday, November 5, 13 Empirical Process Control
  • 87. Defined Process Control Institutionalizing a Fixed Mindset axio consulting as I www.axio.no Tuesday, November 5, 13 Empirical Process Control Institutionalizing a Growing Mindset
  • 88. Hvorfor? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 89. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 90. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 91. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? http://impactmapping.org/ axio consulting as I www.axio.no Tuesday, November 5, 13 Gojko Adzic
  • 92. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? http://impactmapping.org/ Autonomy Mastery Purpose axio consulting as I www.axio.no Tuesday, November 5, 13 Gojko Adzic
  • 93. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? http://impactmapping.org/ Why How What Startwithwhy.com axio consulting as I www.axio.no Tuesday, November 5, 13 Simon Sinek Autonomy Mastery Purpose Gojko Adzic
  • 94. As a <User Type> I want to <Do Something> so that <I get some benefit> Hvorfor? http://impactmapping.org/ 5 whys Why How What Startwithwhy.com axio consulting as I www.axio.no Tuesday, November 5, 13 Simon Sinek Autonomy Mastery Purpose Gojko Adzic
  • 95. Smidig omstillingsprosess axio consulting as I www.axio.no Tuesday, November 5, 13
  • 96. Smidig omstillingsprosess Hvorfor? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 97. Hvorfor??? axio consulting as I www.axio.no Tuesday, November 5, 13
  • 98. Hvorfor??? Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på! axio consulting as I www.axio.no Tuesday, November 5, 13
  • 99. Hvorfor??? Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på! Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på! axio consulting as I www.axio.no Tuesday, November 5, 13
  • 100. Hvorfor??? Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på! Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på! Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste! axio consulting as I www.axio.no Tuesday, November 5, 13
  • 101. Hvorfor??? Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på! Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på! Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste! Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til firmaets beste slik at de bare kan føre tiden på det teamet de jobber i? Vi i ledelsen har ikke god nok oversikt over hva de ansatte gjør axio consulting as I www.axio.no Tuesday, November 5, 13
  • 102. Hvorfor??? Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi i ledelsen må ha oversikt over hva vi bruker tid på! Hvorfor må dere ha så detaljert oversikt over det? Vi må jo kunne følge med på hva de ansatte bruker tiden på! Hvorfor må ledelsen følge så detaljert med på tidsbruken? Vi må jo vite at de bruker tiden sin til firmaets beste! Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til firmaets beste slik at de bare kan føre tiden på det teamet de jobber i? Vi i ledelsen har ikke god nok oversikt over hva de ansatte gjør Men det finnes jo planer og prioriteringer for alle ansatte, hvorfor ikke bare droppe dette byråkratiet og stole på at de gjør jobben sin? Vi har ikke nok tillit til de ansatte axio consulting as I www.axio.no Tuesday, November 5, 13
  • 103. Tuesday, November 5, 13
  • 104. Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Tuesday, November 5, 13
  • 105. Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeon Tuesday, November 5, 13
  • 106. axio consulting as I www.axio.no Tuesday, November 5, 13
  • 107. VALUES axio consulting as I www.axio.no Tuesday, November 5, 13
  • 108. VALUES Collaboration axio consulting as I www.axio.no Tuesday, November 5, 13
  • 109. VALUES Collaboration Openness axio consulting as I www.axio.no Tuesday, November 5, 13
  • 110. VALUES Collaboration Openness Transparency axio consulting as I www.axio.no Tuesday, November 5, 13
  • 111. VALUES Collaboration Openness Transparency Courage axio consulting as I www.axio.no Tuesday, November 5, 13
  • 112. VALUES Collaboration Openness Transparency Courage Commitment axio consulting as I www.axio.no Tuesday, November 5, 13
  • 113. VALUES Collaboration Openness Transparency Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Commitment
  • 114. VALUES Collaboration Openness Transparency Focus Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Courage Commitment
  • 115. VALUES Collaboration Openness Discipline Transparency Focus Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Courage Commitment
  • 116. VALUES Collaboration Simplicity Openness Discipline Transparency Focus Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Courage Commitment
  • 117. AGILE VALUES Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Commitment
  • 118. PRINCIPLES Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Commitment
  • 119. PRINCIPLES Crossfunctional teams Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Commitment
  • 120. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Commitment
  • 121. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Collective ownership Commitment
  • 122. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Collective ownership Commitment Craftsmanship
  • 123. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust axio consulting as I www.axio.no Tuesday, November 5, 13 Collective ownership Commitment Craftsmanship Continuous Process Improvement
  • 124. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Collective ownership Transparency Focus Courage Trust Commitment Craftsmanship Continuous Process Improvement Empirical process control axio consulting as I www.axio.no Tuesday, November 5, 13
  • 125. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Collective ownership Craftsmanship Transparency Focus Courage Trust Commitment Continuous Process Improvement Empirical process control Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 126. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Collective ownership Craftsmanship Transparency Focus Courage Trust Commitment Continuous Process Improvement Empirical process control Pull Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 127. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Openness Discipline Craftsmanship Transparency Focus Customer Value Collective ownership Courage Trust Commitment Continuous Process Improvement Empirical process control Pull Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 128. PRINCIPLES Crossfunctional Selfteams organization Collaboration Simplicity Frequent deliveries Openness Discipline Customer Value Collective ownership Craftsmanship Transparency Focus Courage Trust Commitment Continuous Process Improvement Empirical process control Pull Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 129. PRINCIPLES Crossfunctional Selfteams organization Collaboration Sustainable pace Frequent deliveries Simplicity Openness Discipline Customer Value Collective ownership Craftsmanship Transparency Focus Courage Trust Commitment Continuous Process Improvement Empirical process control Pull Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 130. PRINCIPLES Crossfunctional Selfteams organization Limit Work in Progress Collaboration Collective Sustainable Simplicity ownership Openness pace DisciTransCraftsmanship pline parency Frequent Continuous deliveries Focus Courage Process Customer Trust Improvement Commitment Value Empirical process control Pull Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 131. PRINCIPLES Crossfunctional Selfteams organization Limit Work in Progress Collaboration Collective Sustainable Simplicity ownership Openness pace DisciTransCraftsmanship pline parency Frequent Continuous deliveries Focus Courage Process Customer Trust Improvement Commitment Value Empirical Failing process control Pull Fast Quality focus axio consulting as I www.axio.no Tuesday, November 5, 13
  • 132. AGILE VALUES AND PRINCIPLES Crossfunctional teams Collective ownership Collaboration Simplicity Sustainable pace Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Craftsmanship Continuous Process Improvement Empirical process control Quality focus
  • 133. PRACTICES Crossfunctional teams Collective ownership Collaboration Simplicity Sustainable pace Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Craftsmanship Continuous Process Improvement Empirical process control Quality focus
  • 134. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Collaboration Simplicity Sustainable pace Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Craftsmanship Continuous Process Improvement Empirical process control Quality focus
  • 135. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming Craftsmanship Continuous Process Improvement Empirical process control Quality focus
  • 136. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Craftsmanship Continuous Process Improvement Empirical process control Quality focus
  • 137. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Craftsmanship Continuous Process Improvement Empirical process control Quality focus Story Mapping
  • 138. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Craftsmanship Continuous Process Improvement Empirical process control Quality focus Story Mapping Planning Poker
  • 139. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Story Mapping Planning Poker Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Craftsmanship Continuous Process Improvement Empirical process control Quality focus TDD
  • 140. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship Continuous Process Improvement Empirical process control Quality focus Story Mapping TDD
  • 141. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship Continuous Process Improvement Empirical process control Quality focus Story Mapping TDD BDD
  • 142. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship Continuous Process Improvement Empirical process control Quality focus Story Mapping TDD ATDD BDD
  • 143. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Quality focus Story Mapping
  • 144. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Quality focus Story Mapping Usability Testing
  • 145. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Quality focus Story Mapping Usability Testing Burndown Chart
  • 146. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Openness Transparency Focus Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Limited Work in Progress Discipline Customer Value axio consulting as I www.axio.no Selforganization Collaboration Simplicity Sustainable pace Pair Programming User Stories Planning Poker DDD Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Quality focus Story Mapping Usability Testing Burndown Chart Daily stand-up
  • 147. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Selforganization Collaboration Simplicity Sustainable pace Limited Work in Progress Openness Discipline Transparency Focus Customer Value Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Story Mapping Planning Poker DDD Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Quality focus Usability Testing Burndown Chart Daily stand-up MVP axio consulting as I www.axio.no Pair Programming User Stories
  • 148. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Selforganization Collaboration Simplicity Sustainable pace Limited Work in Progress Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Burndown Chart Daily stand-up MVP axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Discipline Customer Value Pair Programming User Stories Innovation Accounting
  • 149. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Frequent deliveries Selforganization Collaboration Simplicity Sustainable pace Limited Work in Progress Courage Trust Commitment Failing Fast Pull Tuesday, November 5, 13 Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Burndown Chart Daily stand-up MVP MMF axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Discipline Customer Value Pair Programming User Stories Innovation Accounting
  • 150. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Frequent deliveries Courage Trust Commitment Pull Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Canvas Tuesday, November 5, 13 DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast axio consulting as I www.axio.no Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 151. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Frequent deliveries Courage Trust Commitment Pull Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Backlog Grooming Product Canvas Tuesday, November 5, 13 DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast axio consulting as I www.axio.no Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 152. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Frequent deliveries Courage Trust Commitment Pull Tuesday, November 5, 13 Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Backlog Grooming Product Canvas axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast Effect Mapping Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 153. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Sprint Frequent deliveries Courage Trust Commitment Pull Tuesday, November 5, 13 Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Backlog Grooming Product Canvas axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast Effect Mapping Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 154. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Sprint Frequent deliveries Effect Mapping Tuesday, November 5, 13 Courage Trust Commitment Pull Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Backlog Grooming Product Canvas axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast Sprint planning Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 155. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Selforganization Collaboration Simplicity Sustainable pace Sprint Frequent deliveries Sprint review Effect Mapping Tuesday, November 5, 13 Courage Trust Commitment Pull Craftsmanship TDD ATDD Continuous Process Improvement BDD Spec. by Example Empirical process control Usability Testing Quality focus Product Backlog Grooming Product Canvas axio consulting as I www.axio.no DDD Transparency Focus Story Mapping Planning Poker Openness Failing Fast Sprint planning Limited Work in Progress Discipline Customer Value Pair Programming User Stories Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 156. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 157. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Simplicity Task Board Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 158. PRACTICES Continuous Integration Crossfunctional teams Collective ownership Information Radiators Task Board Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 159. PRACTICES Continuous Integration Crossfunctional teams Kano Analysis Collective ownership Information Radiators Task Board Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 160. PRACTICES Continuous Integration Value Stream Mapping Kano Analysis Collective ownership Information Radiators Task Board Crossfunctional teams Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 161. PRACTICES Value Stream Mapping Kano Analysis Kanban Crossfunctional teams Collective ownership Information Radiators Task Board Continuous Integration Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 162. PRACTICES “5 Whys” Value Stream Mapping Kano Analysis Kanban Crossfunctional teams Collective ownership Information Radiators Task Board Continuous Integration Simplicity Sustainable pace Discipline Pair Programming User Stories Selforganization Collaboration Limited Work in Progress Openness Transparency Story Mapping Planning Poker DDD Craftsmanship TDD ATDD BDD Continuous Sprint Frequent Focus Process deliveries Spec. by Courage Improvement RetroExample spectives Trust Customer Value Commitment Empirical Sprint Usability process control review Failing Testing Fast Sprint Quality focus planning Pull Burndown Chart Product Effect Daily stand-up Backlog Mapping Grooming Product MVP Innovation Canvas MMF Accounting axio consulting as I www.axio.no Tuesday, November 5, 13
  • 163. AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Kanban Value Stream Mapping Kano Analysis Collective ownership Information Radiators Sprint Frequent deliveries Retrospectives Sprint planning Effect Mapping Courage Trust Commitment Failing Fast Product Canvas Story Mapping Planning Poker DDD Transparency Pull axio consulting as I www.axio.no Tuesday, November 5, 13 Openness Focus Product Backlog Grooming User Stories Limited Work in Progress Discipline Customer Value Sprint review Selforganization Collaboration Simplicity Sustainable pace Task Board Crossfunctional teams Pair Programming Craftsmanship Continuous Process Improvement Empirical process control Quality focus TDD ATDD BDD Spec. by Example Usability Testing Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 164. AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Kanban Value Stream Mapping Kano Analysis Collective ownership Information Radiators Sprint Frequent deliveries Retrospectives Sprint review Sprint planning Effect Mapping Trust Commitment Product Canvas Story Mapping Planning Poker DDD Transparency Courage Failing Fast Product Backlog Grooming Limited Work in Progress WHY Focus User Stories Openness Pull axio consulting as I www.axio.no Tuesday, November 5, 13 Discipline Customer Value Selforganization Collaboration Simplicity Sustainable pace Task Board Crossfunctional teams Pair Programming Craftsmanship Continuous Process Improvement Empirical process control TDD ATDD BDD Spec. by Example Usability Testing Quality focus Burndown Chart Daily stand-up MVP MMF Innovation Accounting WHAT
  • 165. AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Kanban Value Stream Mapping Kano Analysis Collective ownership Information Radiators Sprint Frequent deliveries Retrospectives Sprint planning Effect Mapping Courage Trust Commitment Failing Fast Product Canvas Story Mapping Planning Poker DDD Transparency Pull axio consulting as I www.axio.no Tuesday, November 5, 13 Openness Focus Product Backlog Grooming User Stories Limited Work in Progress Discipline Customer Value Sprint review Selforganization Collaboration Simplicity Sustainable pace Task Board Crossfunctional teams Pair Programming Craftsmanship Continuous Process Improvement Empirical process control Quality focus TDD ATDD BDD Spec. by Example Usability Testing Burndown Chart Daily stand-up MVP MMF Innovation Accounting
  • 166. AGILE VALUES, PRINCIPLES AND PRACTICES “5 Whys” Continuous Integration Kanban Value Stream Mapping Kano Analysis Collective ownership Information Radiators Sprint Frequent deliveries Retrospectives Sprint review Sprint planning Effect Mapping Openness Trust Commitment Failing Fast Product Backlog Grooming Product Canvas Story Mapping Planning Poker DDD Transparency Courage Pull axio consulting as I www.axio.no Tuesday, November 5, 13 Focus User Stories Limited Work in Progress “Be Agile” Discipline Customer Value Selforganization Collaboration Simplicity Sustainable pace Task Board Crossfunctional teams Pair Programming Craftsmanship Continuous Process Improvement Empirical process control TDD ATDD BDD Spec. by Example Usability Testing Quality focus Burndown Chart Daily stand-up MVP MMF Innovation Accounting “Do Agile”
  • 167. Takk for meg! geir.amsjo@axio.no www.axio.no www.smidigkurs.no Blog: scrummaster.no Twitter: @gamsjo Tuesday, November 5, 13

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