A trip into the agile world
The Scrum process model is becoming increasingly popular. This article introduces the two important roles of the Scrum Master and the Product Owner.
We understand agility primarily as a cultural change towards a customer and innovation-oriented organization based on cross-functional collaboration and continuous improvement.
The pragmatic use of agile methods can support this but is never the goal, the goal is the development of your agile corporate culture.
No matter if you want to get a taste of “agile air” for the first time or if you have already agilized entire business units: We support you along the entire path of your agile transformation. Our focus is always on your managers, teams and employees.
1. Agile basic training
3. Decision-making workshop: Agile, yes or no?
4. Agile Team KickOff
1. Scrum training
2. Kanban training
4. Lean startup training
5. DevOps training
6. SAFe training
1. Workshop: Agile leadership team
2. Coaching: Leadership in the agile context
3. Product Owner / Scrum Master coaching
4. Agile team development
5. Series of workshops: Learning self-organization
6. Agile mindset training
1. Agile Readiness Check
2. Series of workshops: Agile goal setting
3. Series of workshops: Agile organization design
4. Support: Agile culture development
5. Training: Agile Change Management
6. Establishment of an internal agile competence center
1. Accompaniment: Agile scaling
2. Introduction: Agile multi-project / program management
3. Introduction: Bottleneck Management
4. Introduction: Agile KPIs and objectives & key results (OKR)
Gesa-Luise Rittinghaus
Management diagnostics, executive coaching, support of agile transitions
Principal at Consileon
+49 721 35460-80
homepage@consileon.de
We deliver cross-technology solutions for our customers – from innovation to implementation.
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The Scrum process model is becoming increasingly popular. This article introduces the two important roles of the Scrum Master and the Product Owner.
The five most important frameworks for scaling agile ways of working from SAFe® to Nexus to the current case study Spotify.
Can agility per se be seen as the panacea for change processes, or are there projects for which the classic waterfall method is better suited?