Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
Next Generation IT Operating Models and IT4ITSukumar Daniel
The document discusses the need for IT departments to transform from traditional technology silo models to next-generation service-oriented operating models in order to keep up with innovations in technology and business. It introduces the IT4IT reference architecture as a valuable tool that defines the functional components and data objects of an IT value chain. The architecture can help organizations develop roadmaps to transition from siloed to integrated, service-focused IT operations that better support business goals.
Bridge the gaps with Milky Way enterprise maps
You brought together all the stakeholders, you set an ambitious goal to shift your business, and you triggered a significant change process.
But then it fell apart. That reorganisation messed up the responsibilities. The customer insights turned out to be just assumptions. The IT applications were too hard to change, and the regulations were too constraining. And your stakeholders were not that convinced after all. What just happened?
In this session, Annika and Wolfgang will show you a mapping technique for facilitating enterprise-level change by design. Based on an overarching model of Enterprise Design Facets and Elements, a Milky Way map captures the value cycle of the enterprise as a system. If used as a true anchor model, it opens up the conversation on your Enterprise Design: what you can do, where to go next, and what to change to get there.
Key takeaways
How to draw your enterprise on a napkin: learn - how to establish a business geography to facilitate joint wayfinding between stakeholders
Reveal the links: map out how your enterprise pursues its purpose, the capabilities it relies on to deliver, and the experience outcomes it enables for customers and others
Have the right conversations: how to create clarity when developing product strategy, business transformation or investment options, collaboratively and visually
Stories, insights and lessons learned from a variety of engagements at the intersection between business architecture, organisation and experience design
A prioritized user story backlog helps to understand what to do next, but is a difficult tool for understanding what your whole system is intended to do. A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that delivery value to users and business with each release.
Easily define & implement your Digital Transformation Strategy & Plan by leveraging this 10-step Template. Created by ex-McKinsey, Deloitte and BCG Consultants specialized in Digital Strategy, after more than 600 hours of work. Don’t reinvent the wheel. Download Now. To download the whole template, go to www.slidebooks.com.
Capability models have a long history. They came out of business schools in the 50ies. In recent years the enterprise- and business architecture communities seem to have taken over, making capabilities more an IT rather than a business modeling concept. Most capability models we've seen fail to achieve their original purpose: to enable business people to design better enterprises - ones that are fit for purpose, efficient, adaptive to change and satisfy customers.
In this webinar, Wolfgang Goebl explains the typical flaws of capability models and design patterns for next-generation capability modeling. You will learn:
practical patterns to create capability maps that foster a seamless business & IT co-design
why most capability modeling efforts fail and how to overcome the usual problems
how to connect other elements of the architecture with capabilities - how to run a broad elicitation process with all relevant stakeholders
how to use capability maps in corporate management
Introduction to Enterprise architecture and the steps to perform an Enterpris...Prashanth Panduranga
The document provides an overview of enterprise architecture presented by Prashanth B P Panduranga, Director of Technology. Some key points include:
- Line of business workers and IT staff increasingly use unauthorized SaaS apps
- IT suppliers are targeting business users directly and line of business heads demand higher project velocity
- An enterprise architecture framework provides structures for developing architectures using common standards and building blocks
- Enterprise architecture applies principles and practices to guide business, information, process, and technology changes to execute organizational strategy
Next Generation IT Operating Models and IT4ITSukumar Daniel
The document discusses the need for IT departments to transform from traditional technology silo models to next-generation service-oriented operating models in order to keep up with innovations in technology and business. It introduces the IT4IT reference architecture as a valuable tool that defines the functional components and data objects of an IT value chain. The architecture can help organizations develop roadmaps to transition from siloed to integrated, service-focused IT operations that better support business goals.
Bridge the gaps with Milky Way enterprise maps
You brought together all the stakeholders, you set an ambitious goal to shift your business, and you triggered a significant change process.
But then it fell apart. That reorganisation messed up the responsibilities. The customer insights turned out to be just assumptions. The IT applications were too hard to change, and the regulations were too constraining. And your stakeholders were not that convinced after all. What just happened?
In this session, Annika and Wolfgang will show you a mapping technique for facilitating enterprise-level change by design. Based on an overarching model of Enterprise Design Facets and Elements, a Milky Way map captures the value cycle of the enterprise as a system. If used as a true anchor model, it opens up the conversation on your Enterprise Design: what you can do, where to go next, and what to change to get there.
Key takeaways
How to draw your enterprise on a napkin: learn - how to establish a business geography to facilitate joint wayfinding between stakeholders
Reveal the links: map out how your enterprise pursues its purpose, the capabilities it relies on to deliver, and the experience outcomes it enables for customers and others
Have the right conversations: how to create clarity when developing product strategy, business transformation or investment options, collaboratively and visually
Stories, insights and lessons learned from a variety of engagements at the intersection between business architecture, organisation and experience design
A prioritized user story backlog helps to understand what to do next, but is a difficult tool for understanding what your whole system is intended to do. A user story map arranges user stories into a useful model to help understand the functionality of the system, identify holes and omissions in your backlog, and effectively plan holistic releases that delivery value to users and business with each release.
This document provides a compilation of template and diagram slides related to established digital transformation frameworks. The frameworks included cover topics such as big data enablement, blockchain technology, capabilities architecture planning, customer experience, digital leadership, digital maturity models, digital organizational design, digital talent lifecycles, digital transformation strategies, and more. The document is intended to help FlevyPro members become experts on digital transformation by leveraging these best practice frameworks.
A Business Analyst is responsible for identifying business needs, developing and managing requirements, and acting as a liaison between business stakeholders and technical teams. Specifically, they elicit, analyze, validate and document organizational requirements without predetermining solutions, which may include systems development, process improvement, or organizational change. Business Analysis involves tasks like requirements gathering and management throughout a project's life cycle to help ensure effective business systems are developed.
The document discusses presales engagement and how it is changing from traditional to more digital approaches. It provides examples of different ways presales consultants can engage prospects online, including through resource centers, customer communities, support centers, self-service demos, and videos. The key takeaways are that presales efforts are important for complex B2B sales, they affect the early stages of the buying process before sales involvement, digital engagement shortens sales cycles and reduces costs, presales should engage prospects across multiple channels, and content marketing and segmentation are foundational for presales.
The document provides an overview of the role of a Chief Technology Officer (CTO). It describes the CTO as the CIO's right-hand technical strategist who defines technological strategy, assesses technical risk, establishes standards, and evaluates both teams and new technologies. The CTO also identifies areas needing improvement, helps with post-production, and advises other disciplines. The CTO typically has a background in applications development or systems architecture and enjoys technology and solving complex problems.
APIs are the underlying enabler to increase the pace of innovation at AT&T. The API platform removes organizational, functional, and technical barriers to accessing AT&T’s network and information assets
This makes the network an intrinsic part of an innovation ecosystem and gives AT&T an opportunity for new monetization by serving consumers and business customers.
The term ‘Business Analyst‘is synonymous with a career in the IT industry. The most successful and valuable analysts are those who understand the “business” rather than those who understand “IT“.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
Deliver New Customer Experiences Through AI-enabled ChatbotsAmazon Web Services
Chatbots allow companies to mimic human conversations with their customers. Built upon artificial intelligence (AI) and machine learning (ML), they provide instantly available support that is adaptive to user needs and improves with use over time.
Learn how organizations are leveraging this new technology to improve customer engagement by better tailoring their marketing efforts, while at the same time reducing costs and overhead.
Deloitte Digital will showcase their conversational chatbot solution built on Amazon Web Services (AWS) and utilizing Amazon Lex. Discover how companies can rapidly build a proof of concept prior to integrating, launching, and rapidly scaling them to the market.
Organizational Design for Effective Software DevelopmentDev9Com
The document discusses organizational design for effective software development. It outlines problems with traditional matrix organizations and introduces team-based structures that can address these. Specifically, it advocates for cross-functional teams that are responsible for entire projects or products, rather than individuals being assigned to multiple projects. This allows teams to be accountable for delivery and improves collaboration, quality and outcomes.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
In this Business Analysis training session, you will learn about Requirement Management. Topics covered in this session are:
• Requirements Management
• Requirement Prioritization
• MoSCoW Analysis
• Time Boxing
• Voting Technique
• Verifying and Validating Requirements
• Verifying Requirements
• Validate Requirements
• Key Requirements Management Practices
• The Requirements Baseline
• Requirements Version Management
• Requirements Change Control
• Impact Analysis of Requirements
• Requirements Attributes
• Requirements status tracking
• Requirements Traceability
• Requirements Traceability Matrix
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
PayPal Risk Platform High Performance PracticeBrian Ling
This document summarizes PayPal's risk platform architecture. It discusses how PayPal processes over 1 billion payments per year using an asynchronous architecture for its risk data access layer (DAL) service. The async solution improved latency, throughput, CPU and memory usage compared to the synchronous approach. Future plans include further optimizing the async DAL service, RPC, and in-memory data access. The goal is to process payments at tremendous scale with low latency and system load through an event-driven and highly reusable architecture.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Project Requirements, What Are They And How Do You Know YouJohn N. Motlagh
Project requirements define what a customer wants and needs in measurable terms. They are gathered through interviews, observation, and prototyping with customers and end users. Requirements should be complete, unambiguous, verifiable, testable, and sufficient for design. A requirements document outlines functional requirements, technical requirements, deliverables, milestones, and acceptance criteria. Requirements will likely change, so a change management process is needed.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Cross the Traction Gap with Lean DiscoveryJavier Rincon
This document outlines an agenda for a workshop on Lean Discovery. The goals of the workshop are to provide an understanding of Lean Discovery principles and processes, provide an actionable Lean Discovery process, and put the process into practice through hands-on activities. The agenda includes introductions, a section on Lean Discovery, hands-on activities, and a wrap-up. Lean Discovery follows the scientific method to test assumptions and discover the best product-market fit through short iterative cycles of building, measuring, and learning.
The document discusses the requirements life cycle management process. It describes the key tasks in requirements management, which include tracing requirements to ensure alignment, maintaining requirements for reuse, prioritizing requirements based on value and risk, assessing the impact of changes, and gaining approval from stakeholders. The overall process aims to establish meaningful relationships between requirements and designs, manage changes effectively, and ensure requirements continue to meet stakeholder needs throughout the life cycle.
1. Agile is still a form of management that focuses on empowering self-organizing teams through establishing the right environment and shielding them from obstacles.
2. Managers are responsible for both the physical workspace and cultural environment that allows teams to thrive, innovate, and feel safe to admit failures.
3. The role of the manager is to care for the mechanisms that support teams such as Scrum Masters, Product Owners, and to intervene only when necessary to remove impediments or resolve deadlocks between teams.
This document provides a compilation of template and diagram slides related to established digital transformation frameworks. The frameworks included cover topics such as big data enablement, blockchain technology, capabilities architecture planning, customer experience, digital leadership, digital maturity models, digital organizational design, digital talent lifecycles, digital transformation strategies, and more. The document is intended to help FlevyPro members become experts on digital transformation by leveraging these best practice frameworks.
A Business Analyst is responsible for identifying business needs, developing and managing requirements, and acting as a liaison between business stakeholders and technical teams. Specifically, they elicit, analyze, validate and document organizational requirements without predetermining solutions, which may include systems development, process improvement, or organizational change. Business Analysis involves tasks like requirements gathering and management throughout a project's life cycle to help ensure effective business systems are developed.
The document discusses presales engagement and how it is changing from traditional to more digital approaches. It provides examples of different ways presales consultants can engage prospects online, including through resource centers, customer communities, support centers, self-service demos, and videos. The key takeaways are that presales efforts are important for complex B2B sales, they affect the early stages of the buying process before sales involvement, digital engagement shortens sales cycles and reduces costs, presales should engage prospects across multiple channels, and content marketing and segmentation are foundational for presales.
The document provides an overview of the role of a Chief Technology Officer (CTO). It describes the CTO as the CIO's right-hand technical strategist who defines technological strategy, assesses technical risk, establishes standards, and evaluates both teams and new technologies. The CTO also identifies areas needing improvement, helps with post-production, and advises other disciplines. The CTO typically has a background in applications development or systems architecture and enjoys technology and solving complex problems.
APIs are the underlying enabler to increase the pace of innovation at AT&T. The API platform removes organizational, functional, and technical barriers to accessing AT&T’s network and information assets
This makes the network an intrinsic part of an innovation ecosystem and gives AT&T an opportunity for new monetization by serving consumers and business customers.
The term ‘Business Analyst‘is synonymous with a career in the IT industry. The most successful and valuable analysts are those who understand the “business” rather than those who understand “IT“.
The 12 Agile Principles document outlines 12 foundational principles derived from the Agile Manifesto's 4 basic statements. The principles emphasize delivering value to customers through working software, welcoming changing requirements, frequent delivery in short iterations, collaboration between business and development teams, self-organizing motivated teams, face-to-face communication, measuring progress through working software, sustainable development pace, technical excellence, simplicity, self-organizing teams, and continuous improvement. The document provides explanations and examples for each principle.
Deliver New Customer Experiences Through AI-enabled ChatbotsAmazon Web Services
Chatbots allow companies to mimic human conversations with their customers. Built upon artificial intelligence (AI) and machine learning (ML), they provide instantly available support that is adaptive to user needs and improves with use over time.
Learn how organizations are leveraging this new technology to improve customer engagement by better tailoring their marketing efforts, while at the same time reducing costs and overhead.
Deloitte Digital will showcase their conversational chatbot solution built on Amazon Web Services (AWS) and utilizing Amazon Lex. Discover how companies can rapidly build a proof of concept prior to integrating, launching, and rapidly scaling them to the market.
Organizational Design for Effective Software DevelopmentDev9Com
The document discusses organizational design for effective software development. It outlines problems with traditional matrix organizations and introduces team-based structures that can address these. Specifically, it advocates for cross-functional teams that are responsible for entire projects or products, rather than individuals being assigned to multiple projects. This allows teams to be accountable for delivery and improves collaboration, quality and outcomes.
In this presentation, you will know about the role and responsibilities of an Agile Business Analyst? What is the context and need for an Agile business Analyst
Go to www.slidebooks.com to access the editable version in Powerpoint and Excel of this Business Toolkit created by former management consultants from Deloitte and McKinsey.
In this Business Analysis training session, you will learn about Requirement Management. Topics covered in this session are:
• Requirements Management
• Requirement Prioritization
• MoSCoW Analysis
• Time Boxing
• Voting Technique
• Verifying and Validating Requirements
• Verifying Requirements
• Validate Requirements
• Key Requirements Management Practices
• The Requirements Baseline
• Requirements Version Management
• Requirements Change Control
• Impact Analysis of Requirements
• Requirements Attributes
• Requirements status tracking
• Requirements Traceability
• Requirements Traceability Matrix
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/become-a-business-analyst-with-hands-on-practice/
PayPal Risk Platform High Performance PracticeBrian Ling
This document summarizes PayPal's risk platform architecture. It discusses how PayPal processes over 1 billion payments per year using an asynchronous architecture for its risk data access layer (DAL) service. The async solution improved latency, throughput, CPU and memory usage compared to the synchronous approach. Future plans include further optimizing the async DAL service, RPC, and in-memory data access. The goal is to process payments at tremendous scale with low latency and system load through an event-driven and highly reusable architecture.
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Project Requirements, What Are They And How Do You Know YouJohn N. Motlagh
Project requirements define what a customer wants and needs in measurable terms. They are gathered through interviews, observation, and prototyping with customers and end users. Requirements should be complete, unambiguous, verifiable, testable, and sufficient for design. A requirements document outlines functional requirements, technical requirements, deliverables, milestones, and acceptance criteria. Requirements will likely change, so a change management process is needed.
Introduction to the International Consortium for Agile (ICAgile)Ahmed Sidky
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
The roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Cross the Traction Gap with Lean DiscoveryJavier Rincon
This document outlines an agenda for a workshop on Lean Discovery. The goals of the workshop are to provide an understanding of Lean Discovery principles and processes, provide an actionable Lean Discovery process, and put the process into practice through hands-on activities. The agenda includes introductions, a section on Lean Discovery, hands-on activities, and a wrap-up. Lean Discovery follows the scientific method to test assumptions and discover the best product-market fit through short iterative cycles of building, measuring, and learning.
The document discusses the requirements life cycle management process. It describes the key tasks in requirements management, which include tracing requirements to ensure alignment, maintaining requirements for reuse, prioritizing requirements based on value and risk, assessing the impact of changes, and gaining approval from stakeholders. The overall process aims to establish meaningful relationships between requirements and designs, manage changes effectively, and ensure requirements continue to meet stakeholder needs throughout the life cycle.
1. Agile is still a form of management that focuses on empowering self-organizing teams through establishing the right environment and shielding them from obstacles.
2. Managers are responsible for both the physical workspace and cultural environment that allows teams to thrive, innovate, and feel safe to admit failures.
3. The role of the manager is to care for the mechanisms that support teams such as Scrum Masters, Product Owners, and to intervene only when necessary to remove impediments or resolve deadlocks between teams.
Startup Offshoring from StartupCamp Switzerland 2014Andy Brandt
Offshoring software development for your startup - how to do it, how to do it well? A workshop led by Andy Brandt and David Butler on the StartupCamp Switzerland in Basel in February 2014.
User stories and decomposing requirementsAndy Brandt
This document discusses user stories, which describe features from the perspective of users to help focus product development. User stories have a simple format, typically including the user's role, goal and requested functionality. They promote transparency, focus on users and valuable outcomes. Large or complex stories can be broken down into smaller stories by considering workflows, acceptance criteria and other techniques.
Agile introduction for the American Chamber of Commerce membersAndy Brandt
This document provides an overview of Agile and Scrum. It begins with introducing Agile and its core values as outlined in the Agile Manifesto. It then provides a quick introduction to Scrum, describing the basic components of Scrum including roles, artifacts, and events like Sprint Planning, Daily Scrum, Sprint Review, and Retrospective. The document discusses the goals and purpose of each Scrum component and ceremony.
The document discusses the changing role of managers in agile environments. It notes that constant change and increasing complexity require new paradigms for management. The traditional "point-and-tell" approach is no longer adequate, and managers must now indicate general direction and create conditions for self-organizing teams. A key shift is that managers care for team culture and remove impediments, rather than telling teams what to do. The document advocates for creating an environment of trust, transparency, and craftsmanship to support agile ways of working.