together on course for success
Strong teams are the heart of successful projects and organizations – only a crew that trusts itself blindly can sail successfully ahead.
The continuous improvement of teams is therefore an integral part of the agile way of working. Teams must learn to take on tasks and responsibilities that are traditionally delegated to managers. This includes in particular a lively feedback and error culture. This also means that the roles in and around the team must be redesigned and understood.
We accompany teams in their development towards high performing agile teams by identifying their individual development needs and providing them with targeted support.
Together with your managers, we actively shape change in your organization and prepare them for their role in the agile setting. Everyone – every employee – is part of the change process towards agile working methods.
coaching for agile teams
training for scrum masters
coaching for POs and the development team
partners and products
The Scrum Alliance is the largest member and certification organization for scrum worldwide.
The Scaled Agile Framework (SAFe) is one of the most common frameworks to scale scrum or agility across team boundaries.
Large Scale Scrum (LeSS) is an approach to convert a development organization to scrum with multiple teams.
Would you like a personal consultation?
Dr. Stefan Liposwky
+49 89-215 488 0-0
frequently asked questions
Does every team need its own Scrum Master?
For the beginning this is definitely advisable, because there are many things that need to be clarified and there are still many things that stand in the way of smooth agile work. Processes have not yet been clarified, the IT is not yet prepared for agile work, the developers and the product owner have to learn their new roles first and learn to deal with each other. Later on it is possible that a Scrum Master will supervise two very mature development teams.
What are story points and why do I need them?
Story points are used to estimate the complexity of a user story, i.e. a self-contained deliverable functionality. Story points are intentionally designed in such a way that only within a team can they be used to assess which user stories are best edited within a sprint. They are not suitable for determining the efficiency of a team.
Is agile really faster than classical work?
Agility is not per se faster than classical work. But if a high degree of adaptability is required and quality is to be the focus, then agility makes it possible to deliver value much earlier. Agility avoids waste of effort by always working on the most important missing functions of a software. For extremely simple, very stable products, a classic approach can bring good results.
Why is the product owner not a project manager?
Unlike the project manager, the product owner is responsible for developing and representing the product vision and prioritizing the backlog. In return, he is not responsible for how certain goals are achieved and who takes care of certain subtasks. All this is decided by the development team on their own responsibility.