Agile transitionsmidig2012
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Agile is a mindset, not a set of practices. It is extremely challenging to transition an organisation to this mindset. But not impossible!
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Agile transitionsmidig2012
- 1. Agile Transitions “Top-down” meets “bottom-up” By Geir Amsjø agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 20102
- 2. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 3. Do not Do Agile. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 4. Do not Do Agile. Be Agile! agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 6. Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 7. Agile is a Mindset, defined by Values, guided by Principles and Manifested through many different Practices Ahmed Sidky, Executive Vice President, Santeon agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 8. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 9. VALUES agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 10. VALUES Collaboration agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 11. VALUES Collaboration Openness agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 12. VALUES Collaboration Openness Transparency agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 13. VALUES Collaboration Openness Transparency Courage agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 14. VALUES Collaboration Openness Transparency Courage Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 15. VALUES Collaboration Openness Transparency Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 16. VALUES Collaboration Openness Transparency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 17. VALUES Collaboration Openness Discipline Transparency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 18. VALUES Collaboration Simplicity Openness Discipline Transparency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 19. AGILE VALUES Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 20. PRINCIPLES Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 21. PRINCIPLES Cross- functional teams Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 22. PRINCIPLES Cross- functional Self- teams organization Collaboration Simplicity Openness Disci- Trans- pline parency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 23. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- Trans- pline parency Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 24. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Focus Courage Trust Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 25. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 26. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical process control agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 27. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 28. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Commitment Empirical Pull process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 29. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Continuous Process Focus Courage Trust Improvement Customer Commitment Value Empirical Pull process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 30. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Disci- pline Trans- parency Craftsmanship Frequent Continuous deliveries Focus Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 31. PRINCIPLES Cross- functional Self- teams organization Collaboration Collective Simplicity Openness ownership Sustainable pace Disci- pline Trans- parency Craftsmanship Frequent Continuous deliveries Focus Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 32. PRINCIPLES Cross- functional Self- teams organization Limit Work in Progress Collaboration Collective Simplicity Openness ownership Sustainable pace Disci- pline Trans- parency Craftsmanship Frequent Focus Continuous deliveries Courage Process Trust Improvement Customer Commitment Value Empirical Pull process control Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 33. AGILE VALUES AND PRINCIPLES Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 34. PRACTICES Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 35. PRACTICES Continuous Integration Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 36. PRACTICES Continuous Pair Integration Programming Cross- functional teams Self- organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 37. PRACTICES Continuous Pair Integration Programming User Cross- functional Self- Stories teams organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 38. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration ownership Limited Work in Progress Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 39. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable pace Disci- Trans- Craftsman- ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 40. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable pace Disci- Trans- Craftsman- TDD ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 41. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 42. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency BDD Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 43. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process deliveries Improvement Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 44. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical process control Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 45. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 46. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 47. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 48. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVP agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 49. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVP Innovation Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 50. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up MVP Innovation MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 51. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Daily stand-up Product MVP Canvas Innovation MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 52. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Product Daily stand-up Backlog Grooming Product MVP Innovation Canvas MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 53. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 54. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Pull Quality focus Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 55. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Customer Commitment Value Empirical Usability process control Testing Sprint Pull Quality focus planning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
- 56. PRACTICES Continuous Pair Integration Programming User Story Cross- functional Self- Stories Mapping teams organization Collective Collaboration Planning ownership Limited Work in Progress Poker Simplicity Openness Sustainable DDD pace Disci- Trans- Craftsman- TDD ship pline parency ATDD Sprint BDD Focus Continuous Frequent Courage Process Spec. by deliveries Improvement Example Trust Commitment Sprint Customer Value Empirical Usability review process control Testing Sprint Pull Quality focus planning Burndown Chart Effect Product Daily stand-up Mapping Backlog Grooming Product MVP Innovation Canvas MMF Accounting agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Hinweis der Redaktion
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- I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
- I have followed many of the authors of the Agile Manifesto closely for many years. This statement - in several different forms - has been repeated by many of these and other Agile thought leaders as well. What is the implications of this?\n
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- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- This may be “the big list” of Agile Values - coming mostly from Scrum literature, but XP as well.\n
- \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- These are all great Agile principles - but surely not the only ones! \n
- \n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- The full list of possible good practices are obviously longer..\n
- Most organizations start with the practices, then adopt some principles. How many dare to challenge the established truths enough to wholeheartedly work on the values?\nHow good can Doing Agile get, if the values are absent?\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- “Bottom-up transition” - A bit like developing systems with bug-fixing...\n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- 1. Hvor klar er egentlig klienten for endring?\nStrategic Alignment (samstemmighet i ledergruppa, og mellom ledergruppa og arbeiderne)\nKan ikke bare adressere IT!\nIntervjuer nøkkelpersoner på gølvet! \n\n
- \n
- Ericsson Core Mobile - almost 2000 people, 7 countries, 45 MLOC\nMassively process oriented org\nGeographically spread silos \nTransition teams;\nTrain the trainer, coach the coaches\nMassive training in Agile Mindset, NOT Scrum or Kanban(!)\nManagement group dissolved themselves\nProject Managers became facilitators “you need to talk with those guys”\n200-250 teams \n
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- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
- Possible Success Factors\nBrainstorm as many possible factors that will contribute to successfully delivering the objective\nFactors may include:\n- Skills or Capabilities\n- Relationships or Interactions\n- Constraints or Targets\n\nPSF:\nBy <achieving a certain thing>,\nWe expect <that something will change in this and that way, within this time>\n\nBy doubling the number of visits to our website, we expect that at least 50% more people will download our whitepapers every day\n\n\n
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