This document outlines an agile transformation roadmap and approach. It includes sections on analyzing the current status quo, developing goals and key performance indicators, establishing cross-functional teams, remodeling processes, and restructuring meetings. Regular communication is emphasized as critical to driving change and ensuring stakeholders understand progress. The roadmap proposes conducting training, establishing an agile framework, and focusing on culture change to enable the transformation.
Master Class For Ukrainian PM Community with @Nataliia Naumenko
Program:
1. Approaches, methodologies and tools: boundaries and limitations
2. Waterfall, Scrum, Kanban, Lean: about different things that are common
3. Product Life Cycle and the project (is it fundamentally?!)
4. Roles: Project Manager, Scrum Master, Architect, Customer, Product Owner, Business Analyst (and yes, already everyone is everywhere )
5. When does it work?
6. Who won?
Consultant:
Natalia Naumenko, Project Management Consultant, Project Manager, Project Team Coach
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Master Class For Ukrainian PM Community with @Nataliia Naumenko
Program:
1. Approaches, methodologies and tools: boundaries and limitations
2. Waterfall, Scrum, Kanban, Lean: about different things that are common
3. Product Life Cycle and the project (is it fundamentally?!)
4. Roles: Project Manager, Scrum Master, Architect, Customer, Product Owner, Business Analyst (and yes, already everyone is everywhere )
5. When does it work?
6. Who won?
Consultant:
Natalia Naumenko, Project Management Consultant, Project Manager, Project Team Coach
HR Hackathon 2016, Berlin - Keynote Birgit Mallow
Keynote Summary: What the hell is up-to-date leadership?
Today’s dynamic markets are challenging industries more and more. Birgit Mallow speaks practically about the skills and competences that managers need nowadays. She shows how managers stimulate creativity and innovation for one thing, and on how to manage growth and efficiency for the other. And HR has a key role in all of this!
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
Project Management Institute (PMI) 2014 Global Congress - Phoenix Arizona. Ervin Magic Johnson keynote speaker.
Project Managers globally learning about transforming skills and knowledge to be valued contributors in the lean and agile world. The Scaled Agile Framework (SAFe) as a basis to describe how a project manager can find roles suitable to be effective.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
A project manager is a highly skilled knowledge worker who has received rigorous training and knowledge in the process of achieving a globally recognized certification. In the lean and agile world, the project manager does not have an official role. The project manager’s role is distributed between the agile team members. The knowledge and skills obtained through certification is transferable in the lean and agile organization.
In a competitive business climate, all available brainpower must be present on deck to enable the organization to achieve enterprise agility and scale to meet customer, compliance, financial markets, internal opportunities, and competitive demands.
This paper evaluates the project manager (PM) role using the Scaled Agile Framework practice, and centers on PM participation in the lean and agile transformation as a strategic, leading, and/or lagging PM.
Certified scrum product owner certification is provided by ScrumAlliance after successfully completing the training from us.Visit us and get trained from expertise Agile trainers.
Scrum Is Also For Marketers: A Practical Approach to Using Scrum to Manage Ma...ServiceRocket
Project clutter is a big problem for any Marketer. Managing day-to-day and long-term projects is something that only a few do well. The focus of my session is to share how my team has increased productivity by focusing on active sprints, setting long-term expectations, and communicating effectively across company. Using a Scrum board, backlogged items remain conveniently out-of-sight until they become relevant in next planning session. Efficiency is maximized because team members are laser-focused on their sprint(s). During planning, projects are assigned a complexity metric (via story points or time estimates) so that unrealistic expectations are removed.
Here are ideas to better manage your marketing team's workflow, uses of JIRA Projects and Agile Scrum boards, methods of aligning your marketing team with Engineering and Product and more.
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
Practical ITSMS Transformation Techniques Competency BuildingSukumar Daniel
A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.
This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style
Organizations have been adopting agile at an ever increasing rate. These transformations typically involve bringing a horde of consultants, sending a bunch of people to agile certification classes and then followed with up with a lot of rigor around agile principles, values, and mindsets.
While this process can be successful they are could be so much more by looking at the entire process of developing and delivering software - specifically product thinking and technical practices (DevOps) .
In this presentation we will look at how all of these things work together to take your agility to the next level. It will cover what happens if you only adopt some these practices and walk you through how you can bring these ideas to your organization.
Agile Scrum Master is an advanced level Agile Project Management course that is ideal for individuals and enterprises that are looking to gain a comprehensive understanding of Agile methodologies and Scrum practices and covers Scrum Master role with regards to facilitating the Scrum team that adheres to Scrum theory, practices, and rules.
Agile and Scrum Master Certification training course accredited by EXIN is ideal for software developers, project team members, team leads, architects, project managers, scrum team members, scrum managers, scrum masters, teams transitioning to scrum, and any one who is part of IT and project management teams working on projects.
To know more about Agile Scrum Master Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Vortrag von Anita Hauck (People & Experience) und Christoph Schmiedinger (Consulting) über die Rolle von HR in Transformationsprozessen am 14.06.2023 am HR Inside Summit in Laxenburg.
Certified scrum product owner certification is provided by ScrumAlliance after successfully completing the training from us.Visit us and get trained from expertise Agile trainers.
Scrum Is Also For Marketers: A Practical Approach to Using Scrum to Manage Ma...ServiceRocket
Project clutter is a big problem for any Marketer. Managing day-to-day and long-term projects is something that only a few do well. The focus of my session is to share how my team has increased productivity by focusing on active sprints, setting long-term expectations, and communicating effectively across company. Using a Scrum board, backlogged items remain conveniently out-of-sight until they become relevant in next planning session. Efficiency is maximized because team members are laser-focused on their sprint(s). During planning, projects are assigned a complexity metric (via story points or time estimates) so that unrealistic expectations are removed.
Here are ideas to better manage your marketing team's workflow, uses of JIRA Projects and Agile Scrum boards, methods of aligning your marketing team with Engineering and Product and more.
Agile from the executive floor - defining agility in business terms - Agile P...Yuval Yeret
Many executives feel agile is something those techies do behind closed doors. This is both a misunderstanding and a major risk to achieving a real shift and impact. In this session we will talk about business agility as an existential capability in the 21st century and how lean/agile process/structure/culture achieve it. Even non-executives will learn language that will help them break the glass ceiling by getting support from those at the top.
Practical ITSMS Transformation Techniques Competency BuildingSukumar Daniel
A core element of any transformation initiative is preparing the people competencies required for achieving sustainable transformation.
This white paper describes the integrated Competency development program aimed at addressing the needs of enterprises to ensure that their people are prepared and able to transform from the traditional Technology based management style to a Customer Outcome focused Service Oriented Management style
Organizations have been adopting agile at an ever increasing rate. These transformations typically involve bringing a horde of consultants, sending a bunch of people to agile certification classes and then followed with up with a lot of rigor around agile principles, values, and mindsets.
While this process can be successful they are could be so much more by looking at the entire process of developing and delivering software - specifically product thinking and technical practices (DevOps) .
In this presentation we will look at how all of these things work together to take your agility to the next level. It will cover what happens if you only adopt some these practices and walk you through how you can bring these ideas to your organization.
Agile Scrum Master is an advanced level Agile Project Management course that is ideal for individuals and enterprises that are looking to gain a comprehensive understanding of Agile methodologies and Scrum practices and covers Scrum Master role with regards to facilitating the Scrum team that adheres to Scrum theory, practices, and rules.
Agile and Scrum Master Certification training course accredited by EXIN is ideal for software developers, project team members, team leads, architects, project managers, scrum team members, scrum managers, scrum masters, teams transitioning to scrum, and any one who is part of IT and project management teams working on projects.
To know more about Agile Scrum Master Certification training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Similar to Remote in die Transformation - unsere Miro-Template Sammlung (20)
Vortrag von Anita Hauck (People & Experience) und Christoph Schmiedinger (Consulting) über die Rolle von HR in Transformationsprozessen am 14.06.2023 am HR Inside Summit in Laxenburg.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
2. Werbeblock 😜
Nächstes Meetup:
Agilität in der physischen Produktentwicklung -
geht nicht, gibt's nicht!
24.05. ab 17.30 Uhr
www.amazon.de
Agile Transformation:
Der Praxisguide zum
Change abseits des
Happy Path
AGILE TRANSFORMATION // - Worauf Sie
achten sollten, bevor Ihr Unternehmen
in eine agile Transformation startet -
Rettungsmaßnahmen, die einen
feststeckenden Transformationsprozess
wieder in Schwung bringen - Werkzeuge
und Vorgehensweisen, mit denen Ihr…
www.borisgloger.com
Whitepaper |
Publikationen von
borisgloger consulting
In unseren Whitepapers bekommen Sie
fundierte Einblicke in spannende
Themengebiete im Spannungsverhältnis
von Agilität und Digitalisierung.
Maik Purrmann
Team Lead Agile Coaching
www.meetup.com
Agilität in der
physischen
Produktentwicklung –
geht nicht, gibt's nicht!,
Mi., 24. Mai 2023, 17:30
| Meetup
Immer mehr sehen sich auch
produzierende Unternehmen mit
schnelleren Produktentwicklungszyklen
und ständigen Änderungen von
Kundenbedürfnissen konfrontiert. Da
sich physisc
6. Tipps für die Remote
Transformation
1
2
3
Empfehlung: Kick-
off Woche und
mindestens 1x im Monat vor Ort
Kommunikation, Kommunikation &
Kommunikation
Gemeinsames Arbeitsverständnis in
Bezug auf Verantwortlichkeiten, Rollen,
leichtgewichtige Tools und Methoden
4
Visualisierung, Visualisierung &
Visualisieriung
7. Juli 23
KPI 1
KPI 2
KPI 3
Ziel 2
Ziel 1
Ziele
Ziel 3
Ziel 4
Ziel 5
KPIs Themes August 23 Sept. 23 Q4/23
KPI 1
KPI 2
KPI 3
KPI 1
KPI 2
KPI 1
KPI 2
KPI 3
KPI 1
KPI 2
Theme 1
Theme 2
Theme 1
Theme 2
Theme 3
Theme 1
Theme 2
Theme 3
Theme 1
Theme 2
Theme 1
Theme 2
Feature Feature
Feature
Feature
Feature
4 | MANAGEMENT AWARENESS
2 | STATUS QUO ANALYSIS
Act 💪
What should we do next?
Invent 🎨
How could we do things
differently?
Continue ⏩
What helped us move forward?
Stop ⛔️
What held us back?
Continue Stop
Invent Act
3 | ROADMAP
1. Monat
Vision, Strategie
& Management
Status-
quo-
Analyse
Piloten
Training &
Community
Framework
Kommunikation
Management Awareness Workshop(s)
2. Monat 3. Monat
Kick-
off
Transformation
Team
MVP für Framework
Definition
der Kriterien
für Piloten
4. Monat
Kommunikations-
konzept
Erste Kommunikationsmaßnahmen
Menschen,
Kultur & Führung
Konzept für Measurement
Auswahl Piloten
Deep-
Dive Sessions mit Piloten
(Teamschnitte, Rollenbesetzung,
Arbeitsmodell etc.)
Vorbereitung
Backlogs
Kick-
off
Pilot-
Teams
Trainingskonzept
Trainings
für Piloten
Awareness-
Trainings
Breitere Kommunikationsmaßnahmen
Abstimmung
Rollenkonzept
mit HR
Anstoß zur Integration agiler
Prinzipien in das Führungsleitbild
Management
Review
(quartalsweise)
Kontinuierliche
Weiterentwicklung
Workshops zu neuen Führungsmodellen
(z. B. für POs, SMs und Chapter Leads)
Erstmessung
Piloten (Baseline)
Kontinuierliche Evaluation
weiterer Piloten
Ersttrainings
für Involvierte Vertiefungs-
trainings
4a | VALUE STREAM MAPPING
Vorentwicklung
Plattform-
Entwicklung
Akquise
Applikation Serienfertigung
Eine neue Technologie
wird zur Reife gebracht
Ein neues Basisprodukt
wird entwickelt
Das Basisprodukt wird
an die Anfrage
angepasst
Die Serienfertigung
läuft an, wird
überwacht und
weiterentwickelt.
Das Basisprodukt wird
an potentielle Kunden
angeboten.
Procure
Materials
Manage
Inventory
Manufacture
Subassembl.
Assemble final
product
Validate
product
Package
& ship
Step A Step B Step C Step D
Familie wächst: Es
wird ein größeres
Eigenheim
benötigt.
Exploration
Kreditangebote
am Markt
Einholen
verschiedener
Angebote
Einreichen
geforderter
Dokumente
Leistung
monatlicher
Zahlungen
Abschluss/
Verlängerung
Kredit
Eigenheim wurde
mit wenig Stress
finanziert.
Verschiedene
Marketingkanäle
bereitstellen
Kunden-
berater:in
Unterschrift
Vertrag
🤔 🤩
Direktansprache von
Kundenberatern zu
auslaufenden Krediten
Beratungsgespräch mit
potenziellem Kunden
Vorabangebot mit
Zinskonditionen
erstellen
Ablage & Prüfung
eingereichter
Dokumente des
Kunden
Sicherheiten bestellen
& Risikoprüfung
Bereitstellung
Darlehen
Abbuchen monatlicher
Zahlung
Ausstellung jährlicher
Saldenmitteilung
Anpassung
Tilgungsrate
Darlehen abschließen /
Umschuldung /
Prolongation
Marketingabteilung
Zahlungs-
abwicklung
Dokumenten-
scanstraße
Kundenservice
Website Kernbankensystem
Antragssystem
Kundenportal
Marketing-
Tool 1
Marketing-
Tool 2
Business
IT-
Entwicklung
Legal
Legal
Infrastruktur und Betrieb
Marketing
Security Sales
Kredit-
Scoring-
System
Team 1
Kreditmarketing & Sales
Team 2
Kreditantragstrecke &
Dokumentenverwaltung
Team 3
Automatische
Kreditentscheidung
Team 4
Kreditabwicklung & User
Dashboard
Team 5
Offboarding
Team 6
Kundenbetreuungstool
Customer
Journey
Operational
Value Stream
Systeme
Skills
End-2-
End-
Teams
Übermittlung Daten
von Kreditvermittlern
Risikoabteilung
Schnittstelle zu
Kreditvermittlern
Sicherheitenfreigabe
bei Umschuldung o.
Beendigung
Schnittstelle
Schufa
4b | VALUE STREAM MAPPING
5a | TEAM ORGANIZATION
Agile
Master
Mobile
Dev
Produkt
A
System / Product
Value creation
PO
Team A
Competence & Service
Team
A
Chapter
Scrum Master
Chapter
Mobile
Developer
CPO
Agile
Coach
Test
UX Design
Frontend
Dev
Frontend
Dev
Backend
Dev
Agile
Master
PO
Team B
Team
B
Agile
Master
PO
Team C
Team
C
Agile
Master
PO
Team D
Team
D
Test
Frontend
Dev
UX Design
Operations
Mobile
Dev
Test
Mobile
Dev
Chapter
Frontend
Developer
Chapter
Backend
Developer
Chapter
Tester
Chapter
UX Design
PO
Team A
PO
Team B
PO
Team C
PO
Team D
UX Design
Mobile
Dev
Backend
Dev
Test
Mobile
Dev
Mobile
Dev
Backend
Dev
UX Design
Operations
Backend
Dev
Test
FrontEnd
Dev
Frontend
Dev
Backend
Dev
UX Design
7 | PROCESS REMODELING
Advanced Engineering & Acquisition
Advanced Engineering
Internal
Innovation
Incre-
ment 1
Defined
Maturity
Acquisition
Platform
Decision
Acquisition
Release
AE.1 AE.2 AE.m AE.n
AC.1 AC.n
AC.m
DEV.1 DEV.2
Incre-
ment 2
Defined
Maturity
DEV.n
Incre-
ment n
Defined
Maturity
Development Production
Support of Production
End of
WDS
Development
Flow
Schedule
(Example)
Customer
Internal
Sample #n Sample #m Design
Approval
Production
Approval
QRM
PO XY
(risk based for long lead times)
Design
Freeze
Dependencies
Maturity
(Example)
Product
Process
Preparation of SOP SOP
PO XY
QEM
PPAP
Parts
Customer
nomination
SOP
Advanced Engineering
AE.1 AE.m AE.n
External
Innovation
Acquisition
Project
Nomination
AC.1 AC.m
Technology
Release
Nomi-
nation
Acquisition
Technology
Release
AC.1 AC.m
8 | PORTFOLIO MANAGEMENT
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Team
A
Team
B
Team
C
Team
D
Team
E
Impediment
1
Impediment
2
Impediment
5
Impediment
3
Impediment
4 Impediment
6
Leadership Action Wall
ToDo WiP Done
Impediment
1
Impediment
2
Impediment
5
Impediment
3
Impediment
4
Impediment
6
5b | MEETINGS
9 | KOMMUNIKATION
Ziel: Erstellen der Roadmap und
Umsetzung durch die Arbeitsgruppen
antreiben
2. Ausbildung und Befähigung
3. agiles Framework
4. Kommunikation
5. People & Culture
1. Vision, Auftrag, Strategie
Definition Agilität
Übersicht Agile
Transformation Team
Roadmap Agilität Change Story Agilität
Menschen befähigen und
den Wandel vorantreiben
Trainings auf allen Ebenen Agile Events
Das generische Framework
(Zukunftsbild)
QBR = Quarterly Business
Review (+ OKR)
Übergreifender Meeting-
Zyklus
Übergreifende Artefakte Implementierung
Kommunikation innerhalb
des Bereichs XY
... ...
Daniel Pink-
Modell der
Führung
Offizielle
Rollenbeschreibungen
Verantwortlichkeiten
in der Führung
Ziel: Förderung, Befähigung und
Verbesserung von Menschen durch
spezifische Schulungen und Coaching-
Ansätze auf allen Ebenen
Ziel: Schaffung eines skalierten agilen
Arbeitsmodells für Organisation, um einen
kontinuierlichen Wertfluss zu
gewährleisten
Ziel: Kontinuierliche Information über
Aktualisierungen und Neuigkeiten in Bezug auf
alle Aspekte des Arbeitsmodells und Schaffung
von Lernzyklen auf jeder Flugebene
Ziel: Festlegung von Rollen, die für das
Arbeitsmodell benötigt werden, Förderung der
Veränderung von Haltung, Führungsverhalten
und Kooperationskultur
Basic structure
team level
Basic structure
CPO level
Basic structure
PO level
Basic structure
expert / service
level
Backlog Refinement Guidance on next steps
Name Why?
Quarterly
Motivation for common
goal
Vision Days
Getting everybody
involved
Release Planning Foresight
Daily Exchanging progress
Name Why?
Backlog Refinement
Keeping the Backlog
tidy
Impediment
Management
Ensure adequate work
environment
... ...
Daily Exchanging progress
Name Why?
Sprint Planning
Commitment towards
next tasks
Sprint Review Make progress visible
Retro
Ensure adequate work
environment
Support Team
Alignment
Additional support for
expertise teams
Name What? Who?
xxxx
When?
1 h / week
Backlog Refinement
Keeping the Backlog
tidy
Restructuring of
PO Backlog
What? Who?
CPO + PO
When?
1,5 h / week
Common product view Everybody 1 day / 3 months
Generating a common
vision
Management,
AM, AC
1 day / 6 months
Planning of next steps CPO 2 h / Sprint
Daily PO Sync
What? Who?
PO
When?
15 min / day
Restructuring of
PO Backlog
PO, AM 1.5 h / week
Problem-
solving AM, AC 1 h / week
... ... ...
Daily Sync
What? Who?
Team member,
AM, PO
When?
15 min / day
Planning of next
iteration
Team member,
AM, PO
2 h / Sprint
Review of results
Team member,
AM, PO
2 h / Sprint
Team-
internal feedback
Team member,
AM, AC
1.5 h / Sprint
Restructuring of Team
Backlog
Team member,
AM, PO
1.5 h / Sprint
Exchanging progress
Why?
... ... ... ... ...
Value creation
Strategy
System/
Product
Competence & Service
Team A
Product
Owner
Meeting
Chief
Product
Owner
Meeting
Chapter
Mech. Eng.
Chapter Lead
Mechanical
Engineering
Workshop Series
Awareness for agility Agility applied
Steering modern
organisations
Ambition for change Leading the change
- Which challenges
do we want to tackle
with a different way
of working?
- What can a
different way of
working look like?
- How agility can
help us boost our
important initiatives
and projects?
- Why do we need
an agile
transformation
team?
- Why is a holistic
agile approach
required?
- What are the most
important principles
and values of agility
and how can we
introduce them into
our daily working
life?
- What agile tools
and methods are
there and how can
they be used in a
regulated
environment?
- Based on the PCDA
Cycle, which method
and tools makes
sense at which
point?
- What agile
organisation models
and scaling
frameworks exist
and how can they
be combined into a
specific framework?
- How do we
implement
regulations /
specifications into
the framework?
- How can we
implement agility
into the PEP?
- How do we link the
agile initiatives /
holistic agile
approach with the
overall
organisational
strategy?
- What is the scope
of the
transformation and
what is the "change
story"?
- How radically do
we want to drive the
change?
- What does
leadership look like
in an agile
environment and
what can I
specifically apply in
my leadership
behaviour?
- How can I as a
leader support
change?
- What has to
change in the
leadership structure
of the organisation
to support the
change?
Shared understanding of Agility
VUCA TREE OF AGILITY
Sprint
TRADITIONAL vs. AGILE
Agile
Development
Traditional
Development
Flexibility
Rough definition of objectives
Functionality is created step by step and
added to the product
Planning refers to the necessary functionality
for the coming iteration(s)
Concrete scheduling for each iteration
Measurement of requirements fulfilment at
the end of each iteration
Planning security
Strongly sequential approach
Each activity is carried out completely in the
specified order
Little user participation, except in the initial
phase
Scheduling difficult, as process is lengthy
Measurement of requirement fulfilment after
realisation
AGILE MANIFESTO
2001
Agil Waterfa
ll
Quality
Quality
Budget
Time
Budget
Time
Sc
Sc
fixed fixed
fixed
variable
Requirement/
Planning
Anal
ysisDesi
gnImpleme
ntation TestUseWat
Agile
Release 1
Release 2
Release 3
Release 4Release
...
PDCA Cycle
STACEY MATRIX
1
2
3
4
6
MIRO TEMPLATE Agile Awareness Training for …
Miro
6 | ROLLOUT PLANNING
Example Transformation Roadmap: ATT and Pilots/ Waves
Set-
Up and Scoping
Sprint 0
(Backlog,
Team,
Ressources
Sprint 1
(Pilot area/team,
Roles and Meetings,
Traininigs, Why-
HS
specific)
Sprint 2
Review date
Initial Meeting
Kick Off
Implementation
Team (ATI)
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Implementation
Team
New Agile Setup
February March April May June July August
January
2022
Trainings for roles and
framework conducted
ATI
ready to work
Existing orga
understood
Favourite team cut and
meeting structure
released
Kick-
off meeting
conducted
Team stabilised
in new setup
Lessons learned
from Pilot
31.08.
15.10. Hand over German
Implementation Team
to Local Implementation Team
Milestones
October November December January February March April
September
2023
Pilot
Simulation of
new team cut
Simulation of new
meeting structure
Pilot 1
01.12.
Initial
decision
15.06.
Go-
Live Pilot
31.03.
Prep
Go-
Live Pilot
Admin & Organisation
Visa etc.
Sprint 13
Review date
Sprint 14
Review date
Sprint 15
Review date
Sprint 16
Review date
Sprint 17
Review date
Sprint 18
Review date
Sprint 19
Review date
Sprint 20
Review date
Sprint 21
Review date
Sprint 22
Review date
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Pilot 2
November December
2021
Training & Communication
Training of
basic content
Understanding
Agility &
Transformation
Capacity planning
local
Possible pilots
have been
evaluated
Local AC, local
sparrings partner
Selection of pilots
Training & Coaching
of pilot members in
their roles
February March April May June July August
January
2022
Release
5
Release
4
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
Trafo
Team
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
Marco Pöller /
Andreas
Flinspach
Vision/Mission
Framework
Backlog
HS
EH
Sprint 0
(Backlog,
Team,
Ressources
Sprint 1
(Pilot
area/team,
Roles and
Sprint 2
Review date
17.05.: Initial Meeting Kick Off Implementation Team
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
Implementation Team ready to work Existing orga understood
HS
FH
Plattform teams
xxxxx / xxxxx
Vision/Mission
Framework
Backlog
Kommunikation
+
weiteres
Business
Set-
Up and Scoping Sprint 1
(Pilot
area/team,
Roles and
Sprint 2
Review date
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
22022022
Business
February March April May June July August
January
2022
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
February March April May June July August
January
2022
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
Business
February March April May June July August
January September October November December
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
5
8.
9. 2 | STATUS QUO ANALYSIS
Act 💪
What should we do next?
Invent 🎨
How could we do things
differently?
Continue ⏩
What helped us move forward?
Stop ⛔️
What held us back?
Continue Stop
Invent Act
3 | ROADMAP
1. Monat
Vision, Strategie
& Management
Status-
quo-
Analyse
Piloten
Training &
Community
Framework
Kommunikation
Management Awareness Workshop(s)
2. Monat 3. Monat
Kick-
off
Transformation
Team
MVP für Framework
Definition
der Kriterien
für Piloten
4. Monat
Kommunikations-
konzept
Erste Kommunikationsmaßnahmen
Menschen,
Kultur & Führung
Konzept für Measurement
Auswahl Piloten
Deep-
Dive Sessions mit Piloten
(Teamschnitte, Rollenbesetzung,
Arbeitsmodell etc.)
Vorbereitung
Backlogs
Kick-
off
Pilot-
Teams
Trainingskonzept
Trainings
für Piloten
Awareness-
Trainings
Breitere Kommunikationsmaßnahmen
Abstimmung
Rollenkonzept
mit HR
Anstoß zur Integration agiler
Prinzipien in das Führungsleitbild
Management
Review
(quartalsweise)
Kontinuierliche
Weiterentwicklung
Workshops zu neuen Führungsmodellen
(z. B. für POs, SMs und Chapter Leads)
Erstmessung
Piloten (Baseline)
Kontinuierliche Evaluation
weiterer Piloten
Ersttrainings
für Involvierte Vertiefungs-
trainings
1
10. 4 | MANAGEMENT AWARENESS
Workshop Series
Awareness for agility Agility applied
Steering modern
organisations
Ambition for change Leading the change
- Which challenges
do we want to tackle
with a different way
of working?
- What can a
different way of
working look like?
- How agility can
help us boost our
important initiatives
and projects?
- Why do we need
an agile
transformation
team?
- Why is a holistic
agile approach
required?
- What are the most
important principles
and values of agility
and how can we
introduce them into
our daily working
life?
- What agile tools
and methods are
there and how can
they be used in a
regulated
environment?
- Based on the PCDA
Cycle, which method
and tools makes
sense at which
point?
- What agile
organisation models
and scaling
frameworks exist
and how can they
be combined into a
specific framework?
- How do we
implement
regulations /
specifications into
the framework?
- How can we
implement agility
into the PEP?
- How do we link the
agile initiatives /
holistic agile
approach with the
overall
organisational
strategy?
- What is the scope
of the
transformation and
what is the "change
story"?
- How radically do
we want to drive the
change?
- What does
leadership look like
in an agile
environment and
what can I
specifically apply in
my leadership
behaviour?
- How can I as a
leader support
change?
- What has to
change in the
leadership structure
of the organisation
to support the
change?
Shared understanding of Agility
VUCA TREE OF AGILITY
Sprint
TRADITIONAL vs. AGILE
Agile
Development
Traditional
Development
Flexibility
Rough definition of objectives
Functionality is created step by step and
added to the product
Planning refers to the necessary functionality
for the coming iteration(s)
Concrete scheduling for each iteration
Measurement of requirements fulfilment at
the end of each iteration
Planning security
Strongly sequential approach
Each activity is carried out completely in the
specified order
Little user participation, except in the initial
phase
Scheduling difficult, as process is lengthy
Measurement of requirement fulfilment after
realisation
AGILE MANIFESTO
2001
Agil Waterfa
ll
Quality
Quality
Budget
Time
Budget
Time
Sc
Sc
fixed fixed
fixed
variable
Requirement/
Planning
Anal
ysisDesi
gnImpleme
ntation Test
Use
Wat
Agile
Release 1
Release 2
Release 3
Release 4
Release ...
PDCA Cycle
STACEY MATRIX
2 MIRO TEMPLATE Agile Awareness Training for …
Miro
11. 4a | VALUE STREAM MAPPING
Vorentwicklung
Plattform-
Entwicklung
Akquise
Applikation Serienfertigung
Eine neue Technologie
wird zur Reife gebracht
Ein neues Basisprodukt
wird entwickelt
Das Basisprodukt wird
an die Anfrage
angepasst
Die Serienfertigung
läuft an, wird
überwacht und
weiterentwickelt.
Das Basisprodukt wird
an potentielle Kunden
angeboten.
Procure
Materials
Manage
Inventory
Manufacture
Subassembl.
Assemble final
product
Validate
product
Package
& ship
Step A Step B Step C Step D
Familie wächst: Es
wird ein größeres
Eigenheim
benötigt.
Exploration
Kreditangebote
am Markt
Einholen
verschiedener
Angebote
Einreichen
geforderter
Dokumente
Leistung
monatlicher
Zahlungen
Abschluss/
Verlängerung
Kredit
Eigenheim wurde
mit wenig Stress
finanziert.
Verschiedene
Marketingkanäle
bereitstellen
Kunden-
berater:in
Unterschrift
Vertrag
🤔 🤩
Direktansprache von
Kundenberatern zu
auslaufenden Krediten
Beratungsgespräch mit
potenziellem Kunden
Vorabangebot mit
Zinskonditionen
erstellen
Ablage & Prüfung
eingereichter
Dokumente des
Kunden
Sicherheiten bestellen
& Risikoprüfung
Bereitstellung
Darlehen
Abbuchen monatlicher
Zahlung
Ausstellung jährlicher
Saldenmitteilung
Anpassung
Tilgungsrate
Darlehen abschließen /
Umschuldung /
Prolongation
Marketingabteilung
Zahlungs-
abwicklung
Dokumenten-
scanstraße
Kundenservice
Website Kernbankensystem
Antragssystem
Kundenportal
Marketing-
Tool 1
Marketing-
Tool 2
Business
IT-
Entwicklung
Legal
Legal
Infrastruktur und Betrieb
Marketing
Security Sales
Kredit-
Scoring-
System
Team 1
Kreditmarketing & Sales
Team 2
Kreditantragstrecke &
Dokumentenverwaltung
Team 3
Automatische
Kreditentscheidung
Team 4
Kreditabwicklung & User
Dashboard
Team 5
Offboarding
Team 6
Kundenbetreuungstool
Customer
Journey
Operational
Value Stream
Systeme
Skills
End-2-
End-
Teams
Übermittlung Daten
von Kreditvermittlern
Risikoabteilung
Schnittstelle zu
Kreditvermittlern
Sicherheitenfreigabe
bei Umschuldung o.
Beendigung
Schnittstelle
Schufa
4b | VALUE STREAM MAPPING
3
12. 5a | TEAM ORGANIZATION
Agile
Master
Mobile
Dev
Produkt
A
System / Product
Value creation
PO
Team A
Competence & Service
Team
A
Chapter
Scrum Master
Chapter
Mobile
Developer
CPO
Agile
Coach
Test
UX Design
Frontend
Dev
Frontend
Dev
Backend
Dev
Agile
Master
PO
Team B
Team
B
Agile
Master
PO
Team C
Team
C
Agile
Master
PO
Team D
Team
D
Test
Frontend
Dev
UX Design
Operations
Mobile
Dev
Test
Mobile
Dev
Chapter
Frontend
Developer
Chapter
Backend
Developer
Chapter
Tester
Chapter
UX Design
PO
Team A
PO
Team B
PO
Team C
PO
Team D
UX Design
Mobile
Dev
Backend
Dev
Test
Mobile
Dev
Mobile
Dev
Backend
Dev
UX Design
Operations
Backend
Dev
Test
FrontEnd
Dev
Frontend
Dev
Backend
Dev
UX Design
5b | MEETINGS
Basic structure
team level
Basic structure
CPO level
Basic structure
PO level
Basic structure
expert / service
level
Backlog Refinement Guidance on next steps
Name Why?
Quarterly
Motivation for common
goal
Vision Days
Getting everybody
involved
Release Planning Foresight
Daily Exchanging progress
Name Why?
Backlog Refinement
Keeping the Backlog
tidy
Impediment
Management
Ensure adequate work
environment
... ...
Daily Exchanging progress
Name Why?
Sprint Planning
Commitment towards
next tasks
Sprint Review Make progress visible
Retro
Ensure adequate work
environment
Support Team
Alignment
Additional support for
expertise teams
Name What? Who?
xxxx
When?
1 h / week
Backlog Refinement
Keeping the Backlog
tidy
Restructuring of
PO Backlog
What? Who?
CPO + PO
When?
1,5 h / week
Common product view Everybody 1 day / 3 months
Generating a common
vision
Management,
AM, AC
1 day / 6 months
Planning of next steps CPO 2 h / Sprint
Daily PO Sync
What? Who?
PO
When?
15 min / day
Restructuring of
PO Backlog
PO, AM 1.5 h / week
Problem-
solving AM, AC 1 h / week
... ... ...
Daily Sync
What? Who?
Team member,
AM, PO
When?
15 min / day
Planning of next
iteration
Team member,
AM, PO
2 h / Sprint
Review of results
Team member,
AM, PO
2 h / Sprint
Team-
internal feedback
Team member,
AM, AC
1.5 h / Sprint
Restructuring of Team
Backlog
Team member,
AM, PO
1.5 h / Sprint
Exchanging progress
Why?
... ... ... ... ...
Value creation
Strategy
System/
Product
Competence & Service
Team A
Product
Owner
Meeting
Chief
Product
Owner
Meeting
Chapter
Mech. Eng.
Chapter Lead
Mechanical
Engineering
4
13. 6 | ROLLOUT PLANNING
Example Transformation Roadmap: ATT and Pilots/ Waves
Set-
Up and Scoping
Sprint 0
(Backlog,
Team,
Ressources
Sprint 1
(Pilot area/team,
Roles and Meetings,
Traininigs, Why-
HS
specific)
Sprint 2
Review date
Initial Meeting
Kick Off
Implementation
Team (ATI)
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Implementation
Team
New Agile Setup
February March April May June July August
January
2022
Trainings for roles and
framework conducted
ATI
ready to work
Existing orga
understood
Favourite team cut and
meeting structure
released
Kick-
off meeting
conducted
Team stabilised
in new setup
Lessons learned
from Pilot
31.08.
15.10. Hand over German
Implementation Team
to Local Implementation Team
Milestones
October November December January February March April
September
2023
Pilot
Simulation of
new team cut
Simulation of new
meeting structure
Pilot 1
01.12.
Initial
decision
15.06.
Go-
Live Pilot
31.03.
Prep
Go-
Live Pilot
Admin & Organisation
Visa etc.
Sprint 13
Review date
Sprint 14
Review date
Sprint 15
Review date
Sprint 16
Review date
Sprint 17
Review date
Sprint 18
Review date
Sprint 19
Review date
Sprint 20
Review date
Sprint 21
Review date
Sprint 22
Review date
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6
Pilot 2
November December
2021
Training & Communication
Training of
basic content
Understanding
Agility &
Transformation
Capacity planning
local
Possible pilots
have been
evaluated
Local AC, local
sparrings partner
Selection of pilots
Training & Coaching
of pilot members in
their roles
February March April May June July August
January
2022
Release
5
Release
4
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
Trafo
Team
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
Marco Pöller /
Andreas
Flinspach
Vision/Mission
Framework
Backlog
HS
EH
Sprint 0
(Backlog,
Team,
Ressources
Sprint 1
(Pilot
area/team,
Roles and
Sprint 2
Review date
17.05.: Initial Meeting Kick Off Implementation Team
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
Implementation Team ready to work Existing orga understood
HS
FH
Plattform teams
xxxxx / xxxxx
Vision/Mission
Framework
Backlog
Kommunikation
+
weiteres
Business
Set-
Up and Scoping Sprint 1
(Pilot
area/team,
Roles and
Sprint 2
Review date
Sprint 3
Review date
Sprint 4
Review date
Sprint 5
Review date
Sprint 6
Review date
Sprint 7
Review date
Sprint 8
Review date
Sprint 9
Review date
Sprint 10
Review date
Sprint 11
Review date
Sprint 12
Review date
22022022
Business
February March April May June July August
January
2022
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
February March April May June July August
January
2022
Release
6
September October November December
Release
7
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
Business
February March April May June July August
January September October November December
June July August September October November December
May
2021
Release
2
Release
1
Release
3
February March April May June July August
January
2023
Release
9
Release
8
Release
10
September October November December
Release
11
5
14. Juli 23
KPI 1
KPI 2
KPI 3
Ziel 2
Ziel 1
Ziele
Ziel 3
Ziel 4
Ziel 5
KPIs Themes August 23 Sept. 23 Q4/23
KPI 1
KPI 2
KPI 3
KPI 1
KPI 2
KPI 1
KPI 2
KPI 3
KPI 1
KPI 2
Theme 1
Theme 2
Theme 1
Theme 2
Theme 3
Theme 1
Theme 2
Theme 3
Theme 1
Theme 2
Theme 1
Theme 2
Feature Feature
Feature
Feature
Feature
7 | PROCESS REMODELING
Advanced Engineering & Acquisition
Advanced Engineering
Internal
Innovation
Incre-
ment 1
Defined
Maturity
Acquisition
Platform
Decision
Acquisition
Release
AE.1 AE.2 AE.m AE.n
AC.1 AC.n
AC.m
DEV.1 DEV.2
Incre-
ment 2
Defined
Maturity
DEV.n
Incre-
ment n
Defined
Maturity
Development Production
Support of Production
End of
WDS
Development
Flow
Schedule
(Example)
Customer
Internal
Sample #n Sample #m Design
Approval
Production
Approval
QRM
PO XY
(risk based for long lead times)
Design
Freeze
Dependencies
Maturity
(Example)
Product
Process
Preparation of SOP SOP
PO XY
QEM
PPAP
Parts
Customer
nomination
SOP
Advanced Engineering
AE.1 AE.m AE.n
External
Innovation
Acquisition
Project
Nomination
AC.1 AC.m
Technology
Release
Nomi-
nation
Acquisition
Technology
Release
AC.1 AC.m
8 | PORTFOLIO MANAGEMENT
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Team
A
Team
B
Team
C
Team
D
Team
E
Impediment
1
Impediment
2
Impediment
5
Impediment
3
Impediment
4 Impediment
6
Leadership Action Wall
ToDo WiP Done
Impediment
1
Impediment
2
Impediment
5
Impediment
3
Impediment
4
Impediment
6
9 | KOMMUNIKATION
Ziel: Erstellen der Roadmap und
Umsetzung durch die Arbeitsgruppen
antreiben
2. Ausbildung und Befähigung
3. agiles Framework
4. Kommunikation
5. People & Culture
1. Vision, Auftrag, Strategie
Definition Agilität
Übersicht Agile
Transformation Team
Roadmap Agilität Change Story Agilität
Menschen befähigen und
den Wandel vorantreiben
Trainings auf allen Ebenen Agile Events
Das generische Framework
(Zukunftsbild)
QBR = Quarterly Business
Review (+ OKR)
Übergreifender Meeting-
Zyklus
Übergreifende Artefakte Implementierung
Kommunikation innerhalb
des Bereichs XY
... ...
Daniel Pink-
Modell der
Führung
Offizielle
Rollenbeschreibungen
Verantwortlichkeiten
in der Führung
Ziel: Förderung, Befähigung und
Verbesserung von Menschen durch
spezifische Schulungen und Coaching-
Ansätze auf allen Ebenen
Ziel: Schaffung eines skalierten agilen
Arbeitsmodells für Organisation, um einen
kontinuierlichen Wertfluss zu
gewährleisten
Ziel: Kontinuierliche Information über
Aktualisierungen und Neuigkeiten in Bezug auf
alle Aspekte des Arbeitsmodells und Schaffung
von Lernzyklen auf jeder Flugebene
Ziel: Festlegung von Rollen, die für das
Arbeitsmodell benötigt werden, Förderung der
Veränderung von Haltung, Führungsverhalten
und Kooperationskultur
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