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

1. The power of Why
Geir Amsjø, Axio Consulting
Tuesday, November 5, 13

2. One day Alice came to a fork in the
road and saw a Cheshire cat in a
tree.
“Which road do I take” she asked.
His response was a question:
“Where you want to go?”
“I don´t know” Alice answered.
“Then,” said the cat, “it
doesn´t matter”
axio consulting as I www.axio.no
Tuesday, November 5, 13

3. Da har vi en plan ...
axio consulting as I www.axio.no
Tuesday, November 5, 13

4. Da har vi en plan ...
axio consulting as I www.axio.no
Tuesday, November 5, 13

5. rgi
ne
E
axio consulting as I www.axio.no
Tuesday, November 5, 13

6. rgi
ne
E
Energi = F(Entusiasme * Fokus)
axio consulting as I www.axio.no
Tuesday, November 5, 13

7. rgi
ne
E
Energi = F(Entusiasme * Fokus)
Tid til målet = F(Energi * Retning)
axio consulting as I www.axio.no
Tuesday, November 5, 13

8. axio consulting as I www.axio.no
Tuesday, November 5, 13

9. axio consulting as I www.axio.no
Tuesday, November 5, 13

10. axio consulting as I www.axio.no
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11. axio consulting as I www.axio.no
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12. axio consulting as I www.axio.no
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13. axio consulting as I www.axio.no
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22. axio consulting as I www.axio.no
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26. axio consulting as I www.axio.no
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27. axio consulting as I www.axio.no
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28. axio consulting as I www.axio.no
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29. axio consulting as I www.axio.no
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30. axio consulting as I www.axio.no
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32. axio consulting as I www.axio.no
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33. axio consulting as I www.axio.no
Tuesday, November 5, 13

34. axio consulting as I www.axio.no
Tuesday, November 5, 13

35. Eksempel: “Uten klare mål”
axio consulting as I www.axio.no
Tuesday, November 5, 13

36. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
axio consulting as I www.axio.no
Tuesday, November 5, 13

37. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
axio consulting as I www.axio.no
Tuesday, November 5, 13

38. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
axio consulting as I www.axio.no
Tuesday, November 5, 13

39. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
axio consulting as I www.axio.no
Tuesday, November 5, 13

40. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
axio consulting as I www.axio.no
Tuesday, November 5, 13

41. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
axio consulting as I www.axio.no
Tuesday, November 5, 13

42. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
axio consulting as I www.axio.no
Tuesday, November 5, 13

43. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
axio consulting as I www.axio.no
Tuesday, November 5, 13

44. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
axio consulting as I www.axio.no
Tuesday, November 5, 13

45. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
axio consulting as I www.axio.no
Tuesday, November 5, 13

46. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
Svært ulike interesser i rommet
axio consulting as I www.axio.no
Tuesday, November 5, 13

47. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
Svært ulike interesser i rommet
• Teksten
axio consulting as I www.axio.no
Tuesday, November 5, 13

48. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
Svært ulike interesser i rommet
• Teksten
helt uten intensjon
axio consulting as I www.axio.no
Tuesday, November 5, 13

49. Eksempel: “Uten klare mål”
Statens Standardavtale, Smidig (SSA-S)
• Har pågått siden 2005
• Status 2013: “halvsmidig”
Fremdeles komplett scope
Ingen fokus på visjon
Ingen fokus på læring underveis
Tillater svært sjeldne leveranser
• Diskusjonsgruppa på LinkedIn - ingen visjon
• Arbeidsmøter - folk trekker i hver sin retning
Svært ulik forståelse av smidig
Svært ulike interesser i rommet
• Teksten
helt uten intensjon
samme språkdrakt som før
axio consulting as I www.axio.no
Tuesday, November 5, 13

50. axio consulting as I www.axio.no
Tuesday, November 5, 13

51. axio consulting as I www.axio.no
Tuesday, November 5, 13

52. axio consulting as I www.axio.no
Tuesday, November 5, 13

53. axio consulting as I www.axio.no
Tuesday, November 5, 13

54. Larmans laws of Organizational Behaviour
(1)Organizations are implicitly optimized to avoid changing the
status quo middle- and first-level manager and “specialist”
positions & power structures.
(2)As a corollary to (1), any change initiative will be reduced to
overloading the new terminology to mean basically the same as
status quo.
(3)As a corollary to (1), any significant change initiative will be
derided as “purist” and “needing customization for local
concerns” -- which deflects from addressing weaknesses and
manager/specialist status quo.
(4)Culture follows structure.
axio consulting as I www.axio.no
Tuesday, November 5, 13

55. Smidig medfører endring
Det vil bli motstand!
Det vil bli frustrasjon!
Det vil bli ustabilitet!
Noen vil være åpent imot endringen
Noen vil spille med, men sabotere i det skjulte
‣ Spørsmålet er hvordan vi kan klare mobilisere
nok energi til at vi bryter opp strukturer og
faktisk får til helhjertet endring?
axio consulting as I www.axio.no
Tuesday, November 5, 13

56. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

57. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

58. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

59. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

60. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

61. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Energi
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

62. The 8 steps of change
1.
2.
3.
4.
5.
6.
7.
8.
Establish a Sense of Urgency
Create the Guiding coalition
Develop a Change Vision
Communicate the Vision
Empower Broad based Action
Generate short term Wins
Never let up
Incorporate Changes into the Culture
Hvorfor
Energi
Hvorfor
Hvorfor
Energi
Energi
Dr John Kotter, http://www.kotterinternational.com
axio consulting as I www.axio.no
Tuesday, November 5, 13

63. Hva er egentlig et “Mindset”?
axio consulting as I www.axio.no
Tuesday, November 5, 13

64. Hva er egentlig et “Mindset”?
axio consulting as I www.axio.no
Tuesday, November 5, 13

65. Hva er egentlig et “Mindset”?
Det har jeg aldrig prøvd
før, så det er jeg sikkert
god i!
axio consulting as I www.axio.no
Tuesday, November 5, 13

66. To typer “Mindset”
Fixed
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing

67. To typer “Mindset”
Fixed
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing

68. To typer “Mindset”
Fixed
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing

69. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing

70. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing

71. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”

72. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”

73. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”

74. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”
“Ja det blir gøy, OG...”

75. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
“Dette er sånn vi
gjør det her”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”
“Ja det blir gøy, OG...”

76. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
“Dette er sånn vi
gjør det her”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”
“Ja det blir gøy, OG...”
“La oss forsøke noe
nytt og sørge for å
lære av det”

77. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
“Dette er sånn vi
gjør det her”
Endring betyr egentlig
“same shit, new wrapping”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”
“Ja det blir gøy, OG...”
“La oss forsøke noe
nytt og sørge for å
lære av det”

78. To typer “Mindset”
Fixed
“Jeg er god i matte,
men suger i sport”
“Jeg er blant de beste
på ski, men mangler
ballfølelse”
“Ja det kunne vært
morsomt, MEN...”
“Dette er sånn vi
gjør det her”
Endring betyr egentlig
“same shit, new wrapping”
axio consulting as I www.axio.no
Tuesday, November 5, 13
Growing
“Bare jeg trener litt mer
blir jeg nok god i sport”
“Jeg må øve mer for å bli
god i matte”
“Ja det blir gøy, OG...”
“La oss forsøke noe
nytt og sørge for å
lære av det”
Endring gjennomføres
med innlevelse

79. Innstillingen er målbar!
axio consulting as I www.axio.no
Tuesday, November 5, 13

80. The Agile Mindset
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13

81. The Agile Mindset
“Carol Dwecks Growing
Mindset IS the Agile
Mindset”
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13

82. The Agile Mindset
“Carol Dwecks Growing
Mindset IS the Agile
Mindset”
Linda Rising
Mary and Tom
Poppendick
axio consulting as I www.axio.no
Tuesday, November 5, 13
“A company with a lean
mindset don´t waste
time trying to sort out
who has more or less
talent. They look for
people with a Growing
Mindset”

83. Hvilken
metafor
fungerer
best ?
axio consulting as I www.axio.no
Tuesday, November 5, 13

84. Defined Process Control
axio consulting as I www.axio.no
Tuesday, November 5, 13

85. Defined Process Control
axio consulting as I www.axio.no
Tuesday, November 5, 13
Empirical Process Control

86. Defined Process Control
Institutionalizing a Fixed Mindset
axio consulting as I www.axio.no
Tuesday, November 5, 13
Empirical Process Control

87. Defined Process Control
Institutionalizing a Fixed Mindset
axio consulting as I www.axio.no
Tuesday, November 5, 13
Empirical Process Control
Institutionalizing a Growing
Mindset

88. Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13

89. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13

90. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13

91. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
axio consulting as I www.axio.no
Tuesday, November 5, 13
Gojko Adzic

92. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
Autonomy
Mastery
Purpose
axio consulting as I www.axio.no
Tuesday, November 5, 13
Gojko Adzic

93. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
Why
How
What
Startwithwhy.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
Simon Sinek
Autonomy
Mastery
Purpose
Gojko Adzic

94. As a <User Type>
I want to <Do Something>
so that <I get some benefit>
Hvorfor?
http://impactmapping.org/
5 whys
Why
How
What
Startwithwhy.com
axio consulting as I www.axio.no
Tuesday, November 5, 13
Simon Sinek
Autonomy
Mastery
Purpose
Gojko Adzic

95. Smidig omstillingsprosess
axio consulting as I www.axio.no
Tuesday, November 5, 13

96. Smidig omstillingsprosess
Hvorfor?
axio consulting as I www.axio.no
Tuesday, November 5, 13

97. Hvorfor???
axio consulting as I www.axio.no
Tuesday, November 5, 13

98. Hvorfor???
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi
i ledelsen må ha oversikt over hva vi bruker tid på!
axio consulting as I www.axio.no
Tuesday, November 5, 13

99. Hvorfor???
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi
i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo
kunne følge med på hva de ansatte bruker tiden på!
axio consulting as I www.axio.no
Tuesday, November 5, 13

100. Hvorfor???
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi
i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo
kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken?
Vi må jo vite at de bruker tiden sin til firmaets beste!
axio consulting as I www.axio.no
Tuesday, November 5, 13

101. Hvorfor???
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi
i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo
kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken?
Vi må jo vite at de bruker tiden sin til firmaets beste!
Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til
firmaets beste slik at de bare kan føre tiden på det teamet
de jobber i? Vi i ledelsen har ikke god nok oversikt over hva
de ansatte gjør
axio consulting as I www.axio.no
Tuesday, November 5, 13

102. Hvorfor???
Hvorfor .. skal de ansatte føre detaljerte timelister? Fordi vi
i ledelsen må ha oversikt over hva vi bruker tid på!
Hvorfor må dere ha så detaljert oversikt over det? Vi må jo
kunne følge med på hva de ansatte bruker tiden på!
Hvorfor må ledelsen følge så detaljert med på tidsbruken?
Vi må jo vite at de bruker tiden sin til firmaets beste!
Hvorfor stoler dere ikke på at de ansatte bruker tiden sin til
firmaets beste slik at de bare kan føre tiden på det teamet
de jobber i? Vi i ledelsen har ikke god nok oversikt over hva
de ansatte gjør
Men det finnes jo planer og prioriteringer for alle ansatte,
hvorfor ikke bare droppe dette byråkratiet og stole på at de
gjør jobben sin? Vi har ikke nok tillit til de ansatte
axio consulting as I www.axio.no
Tuesday, November 5, 13

103. Tuesday, November 5, 13

104. Agile is a Mindset, defined by Values,
guided by Principles and Manifested
through many different Practices
Tuesday, November 5, 13

105. Agile is a Mindset, defined by Values,
guided by Principles and Manifested
through many different Practices
Ahmed Sidky, Executive Vice President, Santeon
Tuesday, November 5, 13

106. axio consulting as I www.axio.no
Tuesday, November 5, 13

107. VALUES
axio consulting as I www.axio.no
Tuesday, November 5, 13

108. VALUES
Collaboration
axio consulting as I www.axio.no
Tuesday, November 5, 13

109. VALUES
Collaboration
Openness
axio consulting as I www.axio.no
Tuesday, November 5, 13

110. VALUES
Collaboration
Openness
Transparency
axio consulting as I www.axio.no
Tuesday, November 5, 13

111. VALUES
Collaboration
Openness
Transparency
Courage
axio consulting as I www.axio.no
Tuesday, November 5, 13

112. VALUES
Collaboration
Openness
Transparency
Courage
Commitment
axio consulting as I www.axio.no
Tuesday, November 5, 13

113. VALUES
Collaboration
Openness
Transparency
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Commitment

114. VALUES
Collaboration
Openness
Transparency
Focus
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Courage
Commitment

115. VALUES
Collaboration
Openness
Discipline
Transparency
Focus
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Courage
Commitment

116. VALUES
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Courage
Commitment

117. AGILE VALUES
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Commitment

118. PRINCIPLES
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Commitment

119. PRINCIPLES
Crossfunctional
teams
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Commitment

120. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Commitment

121. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Collective
ownership
Commitment

122. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Collective
ownership
Commitment
Craftsmanship

123. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Transparency
Focus
Courage
Trust
axio consulting as I www.axio.no
Tuesday, November 5, 13
Collective
ownership
Commitment
Craftsmanship
Continuous
Process
Improvement

124. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Collective
ownership
Transparency
Focus
Courage
Trust
Commitment
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
axio consulting as I www.axio.no
Tuesday, November 5, 13

125. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Collective
ownership
Craftsmanship
Transparency
Focus
Courage
Trust
Commitment
Continuous
Process
Improvement
Empirical
process control
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

126. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Collective
ownership
Craftsmanship
Transparency
Focus
Courage
Trust
Commitment
Continuous
Process
Improvement
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

127. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Openness
Discipline
Craftsmanship
Transparency
Focus
Customer
Value
Collective
ownership
Courage
Trust
Commitment
Continuous
Process
Improvement
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

128. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Simplicity
Frequent
deliveries
Openness
Discipline
Customer
Value
Collective
ownership
Craftsmanship
Transparency
Focus
Courage
Trust
Commitment
Continuous
Process
Improvement
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

129. PRINCIPLES
Crossfunctional Selfteams
organization
Collaboration
Sustainable
pace
Frequent
deliveries
Simplicity
Openness
Discipline
Customer
Value
Collective
ownership
Craftsmanship
Transparency
Focus
Courage
Trust
Commitment
Continuous
Process
Improvement
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

130. PRINCIPLES
Crossfunctional Selfteams
organization
Limit Work
in Progress
Collaboration
Collective
Sustainable Simplicity
ownership
Openness
pace
DisciTransCraftsmanship
pline
parency
Frequent
Continuous
deliveries Focus
Courage
Process
Customer Trust
Improvement
Commitment
Value
Empirical
process control
Pull
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

131. PRINCIPLES
Crossfunctional Selfteams
organization
Limit Work
in Progress
Collaboration
Collective
Sustainable Simplicity
ownership
Openness
pace
DisciTransCraftsmanship
pline
parency
Frequent
Continuous
deliveries Focus
Courage
Process
Customer Trust
Improvement
Commitment
Value
Empirical
Failing
process control
Pull
Fast
Quality focus
axio consulting as I www.axio.no
Tuesday, November 5, 13

132. AGILE VALUES AND PRINCIPLES
Crossfunctional
teams
Collective
ownership
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus

133. PRACTICES
Crossfunctional
teams
Collective
ownership
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus

134. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus

135. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus

136. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus

137. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
Story
Mapping

138. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
Story
Mapping
Planning
Poker

139. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Story
Mapping
Planning
Poker
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
TDD

140. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
Story
Mapping
TDD

141. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
Story
Mapping
TDD
BDD

142. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
Story
Mapping
TDD
ATDD
BDD

143. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Quality focus
Story
Mapping

144. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Quality focus
Story
Mapping
Usability
Testing

145. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Quality focus
Story
Mapping
Usability
Testing
Burndown Chart

146. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Openness
Transparency
Focus
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Limited Work
in Progress
Discipline
Customer
Value
axio consulting as I www.axio.no
Selforganization
Collaboration
Simplicity
Sustainable
pace
Pair
Programming
User
Stories
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Quality focus
Story
Mapping
Usability
Testing
Burndown Chart
Daily stand-up

147. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Selforganization
Collaboration
Simplicity
Sustainable
pace
Limited Work
in Progress
Openness
Discipline
Transparency
Focus
Customer
Value
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Quality focus
Usability
Testing
Burndown Chart
Daily stand-up
MVP
axio consulting as I www.axio.no
Pair
Programming
User
Stories

148. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Selforganization
Collaboration
Simplicity
Sustainable
pace
Limited Work
in Progress
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Discipline
Customer
Value
Pair
Programming
User
Stories
Innovation
Accounting

149. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Frequent
deliveries
Selforganization
Collaboration
Simplicity
Sustainable
pace
Limited Work
in Progress
Courage
Trust
Commitment
Failing
Fast
Pull
Tuesday, November 5, 13
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
MMF
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Discipline
Customer
Value
Pair
Programming
User
Stories
Innovation
Accounting

150. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Courage
Trust
Commitment
Pull
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Canvas
Tuesday, November 5, 13
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
axio consulting as I www.axio.no
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

151. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Courage
Trust
Commitment
Pull
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Backlog
Grooming Product
Canvas
Tuesday, November 5, 13
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
axio consulting as I www.axio.no
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

152. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Frequent
deliveries
Courage
Trust
Commitment
Pull
Tuesday, November 5, 13
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Backlog
Grooming Product
Canvas
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
Effect
Mapping
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

153. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Sprint
Frequent
deliveries
Courage
Trust
Commitment
Pull
Tuesday, November 5, 13
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Backlog
Grooming Product
Canvas
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
Effect
Mapping
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

154. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Sprint
Frequent
deliveries
Effect
Mapping
Tuesday, November 5, 13
Courage
Trust
Commitment
Pull
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Backlog
Grooming Product
Canvas
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
Sprint
planning
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

155. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Selforganization
Collaboration
Simplicity
Sustainable
pace
Sprint
Frequent
deliveries
Sprint
review
Effect
Mapping
Tuesday, November 5, 13
Courage
Trust
Commitment
Pull
Craftsmanship
TDD
ATDD
Continuous
Process
Improvement
BDD
Spec. by
Example
Empirical
process control
Usability
Testing
Quality focus
Product
Backlog
Grooming Product
Canvas
axio consulting as I www.axio.no
DDD
Transparency
Focus
Story
Mapping
Planning
Poker
Openness
Failing
Fast
Sprint
planning
Limited Work
in Progress
Discipline
Customer
Value
Pair
Programming
User
Stories
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

156. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

157. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Simplicity
Task
Board
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

158. PRACTICES
Continuous
Integration
Crossfunctional
teams
Collective
ownership
Information
Radiators
Task
Board
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

159. PRACTICES
Continuous
Integration
Crossfunctional
teams
Kano
Analysis
Collective
ownership
Information
Radiators
Task
Board
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

160. PRACTICES
Continuous
Integration
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Task
Board
Crossfunctional
teams
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

161. PRACTICES
Value Stream
Mapping
Kano
Analysis
Kanban
Crossfunctional
teams
Collective
ownership
Information
Radiators
Task
Board
Continuous
Integration
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

162. PRACTICES
“5 Whys”
Value Stream
Mapping
Kano
Analysis
Kanban
Crossfunctional
teams
Collective
ownership
Information
Radiators
Task
Board
Continuous
Integration
Simplicity
Sustainable
pace
Discipline
Pair
Programming
User
Stories
Selforganization
Collaboration
Limited Work
in Progress
Openness
Transparency
Story
Mapping
Planning
Poker
DDD
Craftsmanship
TDD
ATDD
BDD
Continuous
Sprint
Frequent
Focus
Process
deliveries
Spec. by
Courage
Improvement
RetroExample
spectives
Trust
Customer
Value
Commitment
Empirical
Sprint
Usability
process control
review
Failing
Testing
Fast
Sprint
Quality focus
planning
Pull
Burndown Chart
Product
Effect
Daily stand-up
Backlog
Mapping
Grooming Product MVP
Innovation
Canvas
MMF Accounting
axio consulting as I www.axio.no
Tuesday, November 5, 13

163. AGILE VALUES, PRINCIPLES AND PRACTICES
“5 Whys”
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint
planning
Effect
Mapping
Courage
Trust
Commitment
Failing
Fast
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Openness
Focus
Product
Backlog
Grooming
User
Stories
Limited Work
in Progress
Discipline
Customer
Value
Sprint review
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

164. AGILE VALUES, PRINCIPLES AND PRACTICES
“5 Whys”
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint review
Sprint
planning
Effect
Mapping
Trust
Commitment
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Courage
Failing
Fast
Product
Backlog
Grooming
Limited Work
in Progress
WHY
Focus
User
Stories
Openness
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Discipline
Customer
Value
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
WHAT

165. AGILE VALUES, PRINCIPLES AND PRACTICES
“5 Whys”
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint
planning
Effect
Mapping
Courage
Trust
Commitment
Failing
Fast
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Openness
Focus
Product
Backlog
Grooming
User
Stories
Limited Work
in Progress
Discipline
Customer
Value
Sprint review
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
Quality focus
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting

166. AGILE VALUES, PRINCIPLES AND PRACTICES
“5 Whys”
Continuous
Integration
Kanban
Value Stream
Mapping
Kano
Analysis
Collective
ownership
Information
Radiators
Sprint
Frequent
deliveries
Retrospectives
Sprint review
Sprint
planning
Effect
Mapping
Openness
Trust
Commitment
Failing
Fast
Product
Backlog
Grooming
Product
Canvas
Story
Mapping
Planning
Poker
DDD
Transparency
Courage
Pull
axio consulting as I www.axio.no
Tuesday, November 5, 13
Focus
User
Stories
Limited Work
in Progress
“Be
Agile”
Discipline
Customer
Value
Selforganization
Collaboration
Simplicity
Sustainable
pace
Task
Board
Crossfunctional
teams
Pair
Programming
Craftsmanship
Continuous
Process
Improvement
Empirical
process control
TDD
ATDD
BDD
Spec. by
Example
Usability
Testing
Quality focus
Burndown Chart
Daily stand-up
MVP
MMF
Innovation
Accounting
“Do
Agile”

167. Takk for meg!
geir.amsjo@axio.no
www.axio.no
www.smidigkurs.no
Blog: scrummaster.no
Twitter: @gamsjo
Tuesday, November 5, 13