Führen in agilen Organisationen Lernzyklen der operativen, strategischen + normativen Führungsarbeit

1. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 1
AGILE FÜHRUNG | JUDITH ANDRESEN
VORTRAG | AGILETALKSDAY19 | 17. SEPTEMBER 2019 | HAMBURG
LERNEN,
WAS NÜTZT

2. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 2
JUDITH ANDRESEN
Organisationsentwicklerin
@janosch007
judithandresen.com
ECHTE ZUSAMMENARBEIT
MÖGLICH MACHEN

3. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 3
FÜHREN IN AGILEN ORGANISATIONEN
Lernen, was nützt

4. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 4
BEI FRAGEN FRAGEN!

5. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 5
„WARUM SPRINTET IHR NICHT?“

6. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 6
OPERATIV
STRATEGISCH
NORMATIV

7. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 7
AGILES
MANIFEST
„Was muss ich tun?“
Our highest priority is to satisfy the
customer through early and
continuousdelivery of valuable software.
Welcome changing
requirements, even late in
development. Agile processes
harness change for
the customer's competitive
advantage.
Deliver working software frequently, from
a couple of weeks to a couple of months,
with a preference to the shorter
timescale.
Business people
and developers
must work
together daily
throughout the
project.
Build projects around motivated
individuals.
Give them the environment and
support they need,
and trust them to get the job done.
The most efficient and effective
method of conveying information to
and within a development
team is face-to-face conversation.
Working software is the primary
measure of progress.
Welcome changing
requirements, even late
in
development. Agile
processes harness
change for
the customer's
competitive advantage.
Agile processes promote sustainable
development. The sponsors,
developers, and users should be able
to maintain a constant pace
indefinitely.
Continuous attention to technical
excellence and good design
enhances agility.
Simplicity--the art of maximizing the
amount of work not done--is
essential.
The best architectures,
requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects
on how to become more effective,
then tunes and adjusts
its behavior accordingly.

8. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 8
„Was müssen wir tun,
damit die Teams gut liefern können?“

9. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 9
FÜHRUNGSAUFGABEN
_ Für operative, strategische + normative
Entscheidungen sorgen
_ Für prozessuale, technische und
disziplinarische Entscheidungen sorgen

10. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 10
„At regular intervals, the team reflects
on how to become more effective,
then tunes and adjusts its behavior
accordingly.“

11. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 11
WAS WIR GELERNT HABEN
_ Transparenz, Fokus, Rhythmus
_ Grooming
_ Experimente mit Humor
_ Kleines WIP

12. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 12
WAS WIR BEI ANDEREN SEHEN
_ Führen im Team
_ Klarheit über Normatives, Strategisches
_ Lernzyklen

13. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 13
EINFACH ANFANGEN ZU LERNEN

14. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 14
VIEL ERFOLG!
judithandresen.com/blog/vortrag
judithandresen.com/newsletter
info@judithandresen.com
@judithandresen
Wir wollen als Team wachsen. Wir suchen
agile Coaches, Organisationsentwickler
und -entwicklerinnen.

15. LERNEN, WAS NÜTZTBERATUNG JUDITH ANDRESEN 15
Informationen findet Ihr unter
judithandresen.com/termine
WIR BILDEN AGILE COACHES AUS