Podcast appearances and mentions of klaus leopold

Bryan Finster's episode on Luca's DevOps podcast. part one: https://open.spotify.com/episode/26cnxrZEWhQRxY3jkwQTb8?si=Fj3VtirDRU-l2xQAomrWUwBryan Finster's episode on Luca's DevOps podcast. part two: https://open.spotify.com/episode/36U6glqDPuvkpPwrdD8Axv?si=8T9isqUHS6WBh1aQyZEXGAScaled Agile DevOps Maturity Framework (SADMF), a SAFe parody: https://scaledagiledevops.com/Klaus Leopold's Flight Levels framework: https://www.flightlevels.io/ You can find Jeff at https://jeffgable.com.You can find Luca at https://luca.engineer.Want to join the agile Embedded Slack? Click here

Transcript: Joe Krebs 0:00 Agile FM radio for the Agile community. www agile.fm. Thank you for tuning into another podcast here with Agile FM. I am Joe Krebs. And today I have Klaus Leopold with me, Dr. Klaus Leopold. And he is for many in the Kanban Community. Well known figure, he has written books like practical Kanban or Kanban change leadership. He's also you can reach him at leanability.com. He is native Austrian, He's truly a Kanban pioneer. As I said, He is the creator of the flight levels models. We are also going to touch on that a little bit. He has many years of experience as a top management consultant, and is reaching about 1000 workshop participants per year. And so that that says a lot in terms of how he is reaching and approaching leadership. Before we get started. Welcome to the podcast Klaus. Klaus Leopold 1:15 Thank you, Joe. Thanks for having me.Joe Krebs 1:18 Of course, I'm excited. Unfortunately, you're on episode 134 of agile FM if I'm not mistaken. And it's Wait, it's been way too long that we're connecting, you should have been in a much, much earlier episode we should have touched base many years ago. We want to talk a little bit about your latest book that is available. We're also going to talk a little bit about a book that is in the making and soon to be available. But that latest book is rethinking agile, an interesting book. It is an and relatively easy read. There's a lot of deep content, though, when I when I approached the material. And for me as somebody who likes visuals, also very, very impactful on your learning. One of the things maybe we'll get one thing squared away will often talk about agile transitions, Agile transformations. What's your take on on these words? Some people have a hard time with transformation, some like transitions. I myself, I call it transformations. I'm not coming up with a better word right now, but because you do need in that book, you do make several references.Klaus Leopold 2:29 Yeah, well, actually, I don't know, to be honest. So I mean, I use the word transition. And lately I use more transformation. So I think from a linguistic point of view, there is a difference. Yeah, I don't know. I tried to somehow maybe use it interchangeably. But that's probably not the best thing to do. But yeah. Joe Krebs 2:56 My view is, yeah, we might use terms here in this podcast, right. And also, like in your book, we were talking about the conversion converting an organization changing and etc. What's interesting is, and your book gets it right, starts right off with that you're saying, you know, taking teams agile, like development teams, that is not business agility? Klaus Leopold 3:18 Yep. Joe Krebs 3:19 You want to elaborate a little bit with the listeners on why is that and why is that an important point? Right, their business? We have a lot of agile teams, but that's not really business agility?Klaus Leopold 3:31 Yeah. So I mean, business agility itself is quite a broad term. And I think, if we start on the team level, so what I see really quite often is that we are making teams agile, right? And then in the end, let's assume we have 300 teams. Now we have 300, Scrum teams. And finally, our organization is agile. Unfortunately, it's not like this. I mean, of course, you can build cross functional teams, and all these kinds of things. And don't get me wrong. I'm a huge fan of cross functional teams. But this alone does not solve your problem, because most of the time, one team alone cannot deliver customer value. So that's why we need to zoom out a little bit from the team level. And we need to make sure that the right team is working on the right stuff at the right time. This alone does not make your business agile in terms of business agility, but that's the first step into this direction, right? Because, yeah, if I mean, we've seen this so often, when we start to visualize the work across the teams, and you have these agile teams, what you do is the teams they have a backlog, right? And what you see is that yes, work now it's not cumulating in their doing part it's accumulating in the backlog. But the thing is, if you need multiple teams that are connected, you have many full backlogs in the end, so it's not much better from a delivery perspective from a getting things done per se If we are used to work, the work in the backlog somewhere into a huge in a huge value chain, or in the doing part of the team, I mean for the team, it makes a difference. But for the end customer, there's usually no difference. That's the point.Joe Krebs 5:14 And that's also a problem, right? We often see in organizations that teams feel like, and they should feel like they have an accomplishment if they have completed an item. Right. But on the other side, it might not be customer. Something that...Klaus Leopold 5:28 exactly that's what I mean with the with the with the backlog. So this is done from my team, but it lands in the backlog of another team and in this backlog is sitting for another I don't know, whenever they decide that they work on it, right. And that's the point that that's what we're obviously okay make sure that the right team is working on the right stuff at the right time. So we need to zoom out from the team level, see the entire your value creation that's actually going on, and also target these backlogs between the teams, we also need to empty these backlogs between the teams kind ofJoe Krebs 6:00 interesting, right. And then beside the teams also. And I think that is one one sentence, I actually actually wrote down from this book, this is really deep, because I feel along the same line. If the desired state is agility, the way there should be should already be agile, right? And that's really the that's that's the idea. Like, we often go in and, and transform and we take a team, but then there's even if we have an integration with a team, the rest of the organization is not a part of the game. Right? Yes. Also you experience in your work?Klaus Leopold 6:34 Totally. Yeah. And yeah. So it starts with the change process, actually. So I've seen it so often that the desired state is agility. And now let's come up with a waterfall plan to become agile. I mean, there is some humor in it, for sure. But this doesn't make a lot of sense, right. So how we target this usually is that we also think in iterations when we are doing the change process, right? So we contract iterations, each iteration has an outcome that we want to achieve. And then after each iteration, we do a kind of retrospective so that we achieve what we wanted to achieve. What does this mean for the next iteration? And then we contract the next iteration. And well, we call it a change flow. So we try to establish flow in the change process iterations. That's the idea. And when I say contracting, it's not like the legal contracting. It's more like a clarification what we want to achieve, right? YeahJoe Krebs 7:34 yeah, it's interesting, because there was another one I took down. And these are, I think this is the the last one I actually took down word by word. business agility is created for lean processes that rapidly implement ideas, thus allowing teams to be able to deliver something quickly right. So there is this Lean process. And we do need something that is agile, lean in the conversion of creating agility within an organization, to really get out the full value of agility within an organization. I do think this is a topic that's really on the rise. This is definitely something that's coming up quite a bit. Now, there are some organizations out there, and I just use this as an example. Obviously, the name stands for many, many things you can put in place for that. The Spotify model, I just want to touch on that. I think in a previous podcast, I did talk about that a little bit. But just for listeners, I have met people from Spotify engaged with them. But what's interesting is the Spotify model as some blog post, actually, from Spotify, people actually came out, they actually say that the model does not really exist within the organization. It's not a it's not a topic of conversation, right? Exactly. Something the rest of the world is talking about. And now we're making copies of that model. Now, not to go into the specifics of Spotify itself, right on the model. But there is this tendency there of organizations trying to look at something like this and say, like, I want to do thisKlaus Leopold 9:04 Now. That's and I think, as you said, it's not just like the Spotify model, I think it's it's almost, I mean, all numbness are big words, but in many frameworks, they give you this promise, like okay, if you just follow these rules, then everything will be fine. Kind of an like from a perspective of the one who is buying something. So we are buying agility, right? So it's really like there is a market of agile coaches and everything and we buy agility. This somehow makes sense. I mean, it's not working, but it sounds like okay, it makes sense. So I ordered this, and I think it's this mechanistic view of an organization. Our organization is a machine, something is broken here. So I call in a mechanic and they are fixing it to kind of and they have the recipe they do it and then everything He's running smoothly again. But that's unfortunately not reality.Joe Krebs 10:03 Right. And that brings us back to the change management process, right? You just mentioned, right, it's like something that can address these specific needs or and so not to think holistically as an entire organization. Go punctual into like, certain areas of your, of your organization. So maybe because you talked about Scrum, a little bit, but your capacity on Kanban, right, maybe one group might in more benefit from Kanban. And other teams and more can benefit from Scrum. And like, just like the drop down kind of approach might not be might not be a suitable approach. That is, that is awesome. Can I Can I just ask you, because I have no idea. Are you a pilot? Klaus Leopold 10:41 No, not really. Joe Krebs 10:43 Not a pilot. Okay. But you, you are the creator of the flight levels model. And I'm just curious if you were like flying through the clouds and landed and kicked off and started Klaus Leopold 10:55 I am flying drones actually. Joe Krebs 11:00 Different, we have different you have reached different flight levels. Klaus Leopold 11:02 That is true. And I spend quite some time in planes in my former life in my pre COVID life. So yeah, there is some kind of affiliation with this.Joe Krebs 11:14 You're the creator of the flight levels model. As far as I can tell. There is a book in the making to be released somewhere in the June summer timeframe. First in German and in English,Klaus Leopold 11:28 yes. Because German is much easier for me than English.Joe Krebs 11:31 Okay, here we go. And tell me a little bit and I'm pretty sure there's some listeners out there was like, alright, flight levels have heard of. But I'm also sure that there are some people out there listening to this and say, What are flight levels? What are flight levels? And how did you can have with the term what triggered that?Klaus Leopold 11:50 Yeah, what triggered that is actually nice story. So it was really like back in, I don't know, 2010, 2011, something like this. So one two years ago. And I was, as he previously said, I was, so my roots are somehow in the in the company world. And there was this company, and we were talking about 340 pitch teams or something like this. And they were like, Okay, make these teams agile, we want to become an agile company. And I'm like, sounds great. Maybe I can, I can buy my Porsche finally. Right? Because that's really that's a great job. But then I was like, Well, maybe it's good for me, because I can really sell quite a lot of billable hours. But for the company, it doesn't make any sense. And I was struggling to get this message across. Like what I said before, it's not about making the single parts agile, it's the single teams agile, more about make sure that the right team is working on the right stuff at the right time. And this is where I was like, Okay, we need to fly a little bit higher. So the team is like the flight level One, we are close to the ground, right? We see how people are working, what are the technical problems and so on. But when it comes to deliver value to the market, we need to fly a little bit higher. This means we need to see exactly what we've said before about the backlogs. Where are the backlogs filling up, what is the sequence of the teams, how they have to collaborate, and so on and so on. So we need to bring the teams together and fly higher means zoom out a little bit. This means this is flight level two. And this is actually how the flight levels came up. So in the beginning, there was just like flight one and flight level two. That's it. And then later, there was also the flight level three, which is like, okay, it's great that we know how to fly now. Like how to work, but Are we flying in the right direction? So this is flight level three, where we're talking about strategy? And these are the three flight levels flight level one is the operational work of the teams, flight level two is the coordination of the work between the teams make sure that the right team is working on the right stuff at the right time. And flight level three is strategy are actually flying into the right direction.Joe Krebs 14:03 And three would also be as far as I can tell portfolio, right?Klaus Leopold 14:07 Yes and no. So it would be the strategic portfolio management, that would be flight level three, and operational portfolio management would be flight level two. So I'm not sure if this if these terms are widely established, but this is how we are using them in the flight levels community. One thing is like the operational management of multiple value streams have multiple flows. So for instance, a good flight level two system could be a product or a service that's directly on the market. And sometimes it's the case that there are dependencies between products, I think you notice right you change something in this product, then you need to change something in another product and they need another product. So we can build another flight level two system to coordinate these dependencies. And this will be the operational portfolio. And on flight level three, we can align actually our portfolio to the strategy. So this is why we try to distinguish it. So because in big organizations, we often don't see this mapping to the strategy, we just see an operational portfolio. Here are our 500 projects, make portfolio management with it, whatever this means, right. And this is a purely operational point of view. And we would like to link it to the strategy, actually, because then our portfolio makes more sense. And this is why we try to distinguish these two terms.Joe Krebs 15:31 But by listening to you, I have to say that is absolutely clear also based on other conversations, but just it becomes clear that our concerns in the Agile space are shifting to other conversations, right? So not so much about the what you just said, the operational level, we might might be good at this point of introducing agility into a team always room for improvement. Right. But it we're elevating business agility strategy, portfolio management, these are super hot topics. Now, while you were talking, I was just thinking about one of the airlines I very often fly with. It's very interesting, because they have like on I think it's like a certain channel on audio, they have the cockpit conversations with ground. Klaus Leopold 16:18 Oh, really? Joe Krebs 16:19 Listen to what the pilot is getting. That's pretty cool. And what's interesting is there is a lot of conversation on takeoff and landing. There's a little bit once they are cutting through coordination, and once they reached altitude, there is hardly any conversation it is having handshakes in and out. So I felt like it's also the communication level right? on level one, there's much more going on in terms of communication frequency. Now, I'm not saying accordance way, but frequency check in check out and some more coordination, necessarily, then when you reach other flight levels, I just thought I would throw that out.Klaus Leopold 16:53 Yeah, I would think so. Although I think on flight level three, especially on flight level three. So it doesn't make sense to have a daily stand up meeting or something like this on flight level three. But nevertheless, I see that sometimes the other extreme is there that they're having. I mean, they call it a stand up meeting, but it's something we meet four times a year. So that's not a stand up meeting. So even our flight level three, or especially in flight level three, actually, I would like to see a weekly check in. Because flight level three, it's about the future. And when there's one thing which is really uncertain, then it's the future. So it makes sense that we check in on a regular basis. I'm also a fan of flight level three to break down the outcomes to let's say, your quarterly granularity. So we want in the next quarter, we want to achieve these four things or something like this. And then it just makes sense to check in on a weekly basis. Because I always focus on the outcomes, right? And after one week, if I don't see any movement in terms of progress or confidence, like then, okay, I'm relaxed. After two weeks. Yeah, I'm still relaxed, maybe. But if I don't see any movement in progress after four weeks, or after eight weeks, I mean, someone could ask, can we help? What's? What's going on here? Right. So the thing is, I don't want to wait a quarter to see Oh, we didn't meet our goals, our outcomes. I want to react before I actually see this. And that's the whole point of agility. It's not waiting half a year and then see Oh, yeah. Didn't make it react before. It is. Too late.Joe Krebs 18:35 It's cool. Yeah. So that's what I noticed Ed rail interaction between them right on level three, as you said, right, every time they entered a new airspace, they said hello, and goodbye, and so on. So this is things like, just as you said, it's really cool. Now with your background in Kanban talking about flight levels, and a lot of people think Kanban and I know it's not necessarily the only thing in Kanban is but people think WIP limits . How is WIP limits in general, which is obviously a positive thing right. To limit with how does impact your your flight levels, or does it not have any impact? Positively? Klaus Leopold 19:21 Of course, yeah. I mean, limiting work in process is, is a cool thing, right? So what we want to achieve is we want to value finishing work over starting work because starting work costs money finishing work brings money. So yeah, let's focus on earning money and not spending money. That's like the main idea behind it. And but in the flight levels community, we would talk about creating focus so we WIP limits like working process limits is one way of creating focus. There are multiple ways how you can create focus. And like the main ideas always the same, but like different ways work differently on different flight levels. For instance, WIP limits work great on a flight level One on the flight level two, on flight level three static WIP limits doesn't make a lot of sense, because there is something like, Yeah, time boxing is much better. So that's another way how to create focus, right? So we have started policy. So there are different ways of how to create focus. And yes, from the Kanban world, work in progress limits make a lot of sense. And that's also flight levels is not Kanban. If you're doing like, flight levels on the flight level one, you will probably do sprints or, like WIP limits on a flight level two, it's not always so clear, but whip limits is a good shot. But in flight level three, it's different. Joe Krebs 20:55 Okay. Interesting, right. So, so these, these concepts are not just going to be stuck in like it's like on a team level. Right. And I think that's also important that the agility is shining through and different in this particular case and your ideas here on flight levels, which is, I see quite a bit on LinkedIn. Now when people are saying like flight levels and learn about that. So I'm, I'm super thrilled to see that Agile is elevating right in the community. You also said like business agility is not a team sport. It's a company sport. Right. So, so interesting. I'm always walking by that from a from a adoptions perspective, right, one of the things you're sharing is that business agility, transforming to business agility, transforming to flight levels, I would assume in the same way starts at the top. Klaus Leopold 21:51 That's not a bad place to start. Yeah. Joe Krebs 21:56 Why is that? The reason I have to ask you this is because the grassroots movement of agility in the early days, when I was, you know, like, way when the manifesto was was released at that time, it was very often you're on the opposite side, like with teams and everything using like, nowadays stuck with all the way that we have learned, I would assume, right? It's actually a good place to start on the top.Klaus Leopold 22:21 Yeah. And I think the reason is, more or less the summary of what we've talked so far. Because when it comes to like creating focus, I think creating focus is one, not the only but one key element that makes an organization agile, like shifting the thinking from starting work to finishing work. So from like, yeah, achieving outcomes, compared to starting starting starting, right. And the thing is, if you if you only create focus on the team level, exactly what we have talked before is the thing that happens, they probably create focus in their doing part, but the backlog stay are unlimited, and they are full. So this means you don't create focus in your organization, you still have full backlogs, I mean, you have empty team columns on the board, but all the backlogs are full. And usually the team, yeah, they can decide about doing part in an agile organization, but not so much about the backlog. So work is coming into the backlog. So we need to like, yeah, slow down this this backlog growth. And this is something that you can like, so somewhere in flight or two or unflappable, three. And in most organizations, there are different kinds of responsibilities. I mean, on a flight level two, you probably reach, I don't know, 200 people, 300 people, something like this. So there are different responsibilities. And it makes sense that they understand the power how we're actually what they can do in order to improve everything that's going on in your organization. And that's why I want to start here.Joe Krebs 24:05 Yeah, it's also interesting why it is fascinating, right? Because we are seeing more topics popping up at conferences just around the world, right? there are conferences that focus really on cultural, agility culture, and it's always leadership that's coming in and struggles and these are the challenges and, and you would actually say, if we start on the top, I'm gonna tell you the top level way better than seeing the top in, let's say in an organization, like however you want to see that from an org charts perspective, right. But its leadership would have be very, very impactful. That was very different in the beginning.Klaus Leopold 24:42 And I think the important thing is when I say we start on top 10 I don't mean in terms of sponsorship, because that's what we've seen quite often. So there are some sponsors on top and they're like, yes, we are. You are becoming agile. This has nothing to do with us, right? So, become agile, you have our permission, kind of Yeah, but that's not what I want to see when we are talking about. Yeah, starting on top, I think senior management is, it's an it's an it's an part of the game. So they are they are not the one who are like, giving the money. The other one who have the levers in the hand who are really like, can take the right decisions that, yeah, agility, actually, is this doneJoe Krebs 25:30 adapting to a new leadership style as well? Right having? Right, it's, it's not about writing the check, it's about exactly being part of it. And in also understanding and learning how to, you know, create that organization that we want to call agile at the end, because otherwise, you're absolutely right, which is going to have islands of agility within an organization. And you know, and that might be beneficial for an organization, but just not to the full extent.Klaus Leopold 26:00 There's another thing, another observation that I have. So when when when, like the to check leaders, right, who just write the checks, when they write the checks, it's often that they expect, okay, now we have invested this amount of money, now we can start even more projects. But what you're doing in a case like this, you are again, just filling up the backlogs. And it's the opposite most of the time, when when when you only think like Team agility. Because the behavior is like the expectation is we get more things done. So we can start more things. And this exactly goes into the wrong direction. So in these situations, usually the performance goes down, although you invest all this money. So that's really the tricky part.Joe Krebs 26:51 that is awesome. I'm just at the end of our conversation, which I really, really enjoyed, I have to say, is this great connecting with you. You are releasing this book, which has talked a little bit about or the announcement that there will be something coming out this summer about flight levels. Is there anything like a sneak preview anything you can share what this book will be about?Klaus Leopold 27:14 So I'm actually not writing it alone. I'm writing it with my partner in crime Siegfried Kaltenecker and I also wrote the first Kanban book actually with him together Kanban change leadership. And yeah, so it is about flight levels, actually. So what we are doing there, we are basically presenting the latest set of misunderstanding when it comes to the body of knowledge of flight levels. So we talk about flight, what is flight level One, flight over to flight level three, how you build flight level, flight level two boards, how you build flight level three systems, how you do like change leadership, that's actually cities, cities part. Yeah, how you bring managers on board, how you bring the people on board, so that the change actually sticks. We also talk about the actual change process, and all these kinds of things that we actually teach in flight levels Academy. So it's kind of the reference book of the stuff of the workshops that we teach in flight levels Academy.Joe Krebs 28:17 Wonderful, that's awesome. And for everybody who can speak or read in German, they will have the opportunity to enjoy that book a little bit earlier than the English speaking audience will which be slightly delayed.Klaus Leopold 28:31 So I think so I guess the publishing date is June 17th for the German one and we will kind of like incrementally publish the English book chapter by chapter and hopefully the first chapter is also done already by June. Let's see. Joe Krebs 28:47 Sounds like an agile approach.Klaus Leopold 28:49 Now, how crazy is that?Joe Krebs 28:52 Thank you, Klaus for spending a little time with me, the listeners, agile FM and I'm looking forward to the release of the book and the development of flight levels in general. Thank you so much.Klaus Leopold 29:03 Thanks, Joe. Thanks for having me. It was fun talking to you.Joe Krebs 29:06 Thank you for listening to Agile FM, the radio for the Agile community. I'm your host show Gramps. If you're interested in more programming and additional podcasts, please go to www agile.fm. Talk to you soon.

Immer wenn Du deine Frage stellst, bieten Martin und David eine live Zoom-Session an, in der sie Deine Frage beantworten. Kommst Du live dazu, hast Du im Anschluss die Möglichkeit noch an der Diskussion teilzunehmen. Die Termine zur Teilnahme findest Du auf den unten angegebenen Social Media Kanälen oder auf unserer Webseite unter https://wir-muessen-reden.net. Dort kannst Du uns auch deine Fragen stellen. Oder einfach an podcast@wir-mussen-reden.net Martin Aigner: Twitter: @aigner_martin LinkedIn: https://www.linkedin.com/in/martin-aigner-865064193 David Symhoven: LinkedIn: https://www.linkedin.com/in/david-symhoven-2a04021a5/ Links zur Folge: Flight Levels Einführung - Agile World 2021 Keynote (51 min) https://youtu.be/Z2607_P40iY Oder Folge 93 - Impuls der Woche XL: Flight Levels Flight Levels Day Warteliste https://mailchi.mp/a51656117880/f93hroa80i Flight Levels Circle https://circle.flightlevels.io/home

Klaus Leopold ist Informatiker, Berater und Autor des wunderbaren Buches "Agilität neu denken". Wir sprechen über das Flight Level Modell und wie echte Business Agilität gelingt. Gastgeber Andreas Diehl ist Gründer der digitalen Neuordnung (#DNO), einem Blog und einer Beratung für digitale Unternehmens- und agile Organisationsentwicklung.

Business Agilität ist in vielen größeren Unternehmen ein ‘heißes' Thema. Folgende Fragen stellen sich uns in diesem Zusammenhang: - Wie können die verschiedenen Teams, die es zur Erstellung eines großen Produktes braucht, über die Teamgrenzen hinweg, parallel und gut zusammenarbeiten und sich rechtzeitig aufeinander einstellen? - Wie kann dieses gefühlte ‘Meta-Team' gut geplant und getaktet agieren und das liefern, was die Nutzer/Kunden wirklich benötigen? - Wer organisisert diese Zusammenarbeit und wie? - Und braucht man dazu ‘Feenstaub'? Und wenn ja, wie viel? Mit dieser Fragensammlung im Koffer sind wir mit Dr. Klaus Leopold in den Daily-Flieger gestiegen. Klaus ist als deutschsprachiger Kanban-Pionier ein weltweit erfahrener und anerkannter Experte, der seine Einsichten und damit verbundene Verbesserungen gerne weitergibt. Für viele Unternehmen sind seiner Erfahrung nach die etablierten, vor allem auf Teams ausgerichteten lean-agilen Arbeitssysteme eher Sackgassen geworden, aus denen man nur mit Hilfe der internen Kräfte einen passenden Ausgang findet. Die von ihm entwickelten Flight Levels sind ein relativ einfaches Denkmodell mit Fokus auf Zusammenarbeit, das auf die jeweiligen Umstände der Organisation ausgerichtet wird. Es beruht auf der Visualisierung der Komponenten der Arbeit in verschiedenen Detaillierungsgraden bzw. Arbeitskontexte (Flight Level 1/2/3), Darstellung der Abhängigkeiten der Teams untereinander und die häufige Zusammenarbeit zur laufenden Optimierung der gesamten Lösung. Dabei werden keine ‘Best Practices' vorgegeben, sondern auf dem bestehenden Arbeitssystem der Organisation aufbauend, von und mit den Teams die die Arbeit machen, das passende Modell geschaffen und weiterentwickelt. Damit auch mal der Pumuckl seine Späße treiben kann und es dennoch fertig wird. Beflügelte Grüße & Sägespäne auf allen Ebenen werfen Andreas, Chris, Markus, Joshua Mehr zur Folge auf: https://www.agile-podcast.de/blog/folge-32-flieg-orga-flieg/ Feedback: Gerne an post@dailyofthemonth.de oder meldet Euch per Signal unter **http://signal.dailyofthemonth.de**. PS: Mit dieser Folge sagen wir ganz herzlich "Adieda" zu Andreas, der zum letzten Mal als Daily-Moderator mitgeflog und künftigt wieder lecker Tomaten-Saft im Hörer-Sessel schlürfen mag. Lieber Andreas, wir wünschen Dir alles Gute auf Deinem neuen Weg und für Deinen Umzug in den warmen Süden ;-). Hab Dank für Deinen energie-geladenen Einsatz vor & hinter dem Mikro. Miss you already.

Klaus Leopold ist der Erfinder von Flight Levels und der führende Kanban Experte im deutschsprachigen Bereich. Seine konkrete Umsetzung von persönlicher Agilität sieht überraschend anders aus, als man bei dieser Vita erwarten würde.Hier zur Flight Level Schulung die ich im Juni mit Klaus halte.Reclaim.ai das Kalender Planungs ToolsHat es Euch gefallen? Habt Ihr Verbesserungsvorschläge, Fragen oder Themenwünsche? Kommt auf mich zu:Ihr könnt die Folge auf https://www.personal-agility-podcast.de/ kommentieren  und diskutieren.Twitter @p_a_pc Instagramm @p_a_pc Facebook

In Episode 25 trifft Marco Klaus Leopold, den Erfinder von FLIGHT LEVELS und dem Co-Founder der Flight Levels Academy, zum Gespräch. Das Flight Levels Modell dient dazu, nicht nur Agilität in Teams zu bringen, sondern soll die ganze Unternehmung befähigen sich agil auszutauschen. Uns interessiert wie das agile Mindset Flight Levels funktioniert. Gemeinsam nähern sich Klaus und Marco anschließend der Frage, ob und wenn wie, es in Kombination mit dem OKR Framework gedacht werden kann. Dabei werden die unterschiedlichsten Perspektiven interessant beleuchtet, die am Ende zu einem sehr spannenden Ergebnis führen. Linkedin: https://www.linkedin.com/in/klausleopold/?originalSubdomain=at Buchempfehlungen: Donald Miller, “Building a Story Brand” Daniel Kahnemann, “Thinking fast and slow” Sam L. Savage, “The Flaw of Averages: Why We Underestimate Risk in the Face of Uncertainty” Douglas W. Hubbard, “How to Measure Anything: Finding the Value of Instangibles in Business” Richard Rumelt, “Good Strategy/ Bad Strategy: The Difference And Why It Matters”

Karine Silveira é Co-fundadora e Diretora de Operações na Impulso. O vídeo desta entrevista está em https://youtu.be/wUIj7jvv7wM. Karine Silveira no Linkedin: https://www.linkedin.com/in/karinesilveira/. Instagram da Impulso: https://www.instagram.com/universo.impulso/. LinkTree da Impulso: https://linktr.ee/universo.impulso DevTo da Impulso: https://dev.to/universoimpulso PODCASTER POR UM DIA: Anchieta Júnior - Consultor e programador Ruby. https://www.linkedin.com/in/anchietajunior/ Agradecimento a Herminio Torres, que nos passou o contato da Kari após este tweet: https://twitter.com/Emilias_UTFPR/status/1420338084303065088?s=20 Indicações da Karine: filme Estrelas Além do Tempo, série Handmaid's Tale, série Unorthodox (Nada Ortodoxa). Livros técnicos: Agilidade emocional de Susan Davis, Soft skills for hard skills, Inspired - como criar produtos de tecnologia que os clientes amam, Repensando Agilidade de Klaus Leopold. Livros para a vida: Ensaio sobre a cegueira de José Saramago, Intermitências da Morte de José Saramago, Negociando com Hitler, A senhora de Wildfell Hall de Anne Bronte. Imagem da gravação: https://twitter.com/Emilias_UTFPR/status/1455852712747282432?s=20 Os entrevistadores deste episódio foram Adolfo Neto e Maria Claudia Emer. A abertura do episódio foi feita por Kathleen Danielly Souza Lins. O Emílias Podcast é um projeto de extensão da UTFPR Curitiba. Descubra tudo sobre o programa Emílias - Armação em Bits em https://linktr.ee/Emilias.

In this episode, Dave joined Shahin to talk about Kanban; and indulge in an in-depth conversation on Kanban going main stream, Consulting, Kanban vs Others, Training, and much more.  The following has been topics of our conversation: Kanban Facts Kanban's take on Estimation Kanban Spread to Whole Company What really does Kanban do? Misconceptions of Kanban Kanban offers a long-term solution rather a short-term achievements One reason that the Kanban Method was created, was to make life better for people. Kanban;  it's just a way to see your problems, describe solutions, put them in a  place that everybody understands, and to bring all of your people  together to solve these problems. Scrum, SAFe, XP Barrier on evolving change in any organization Kanban Going Mainstream Draft letter of the start of Kanban University – Soestduinen, Netherlands 2012 AKC – AKT – KCP – KMP programs Kanban Conference – Kanban Week – Kanban Leadership Retreat Kanban University YouTube Dave White Session in Europe LKUK 2013 https://www.youtube.com/watch?v=-9vLfEz4aqY Lean Software Society Boston 2012 High-Performing Team vs High-Performing Organization The following books we have referenced: Kanban From Inside Kanban essential guide Kanban Blue Book We mentioned the following people: Mike Burrows (Also) Klaus Leopold Alexei Zheglov Katrin Dietze Patrick Steyaert Mathis Skarin David Anderson JaniceLinden-Reed Dave White Masa k Maeda Jasper Boeg James Newkirk (nunit) Contact Dave: @AgileRamblings dave@depthconsulting.ca

The Xagility™ podcast has the immense pleasure of having the amazing Klaus Leopold on this week's episode. Tune in to hear Klaus talk about the beginning of his career, the start of Flight Levels and some fantastic case studies. 0:52 The Beginning of Klaus' career 4:37 The Birth of Flight Levels 6:08 Rethinking Agile & The Birth of Flight Levels Academy 10:24 Flight Level One and Flight Level Two 12:23 Work items & delivering value 16:28 Co-ordinating multiple functions & getting people to listen to you and how Flight Levels helps 21:48 Stable and unstable systems 27:23 Separating between active work and inactive work 33:35 Flight Level two and three sessions 36:15 Case studies and the future of Flight Levels The video version of this episode is available here: https://www.youtube.com/watch?v=0PR1ygaPfHA&t=1308s --- Send in a voice message: https://anchor.fm/xagility/message

In this episode, Joey joined Shahin to talk about Kanban; and indulge in in-depth conversation with select audiences. Kanban as a Method vs a Tool Upstream and Delivery Stream Stealth Kanban KLR - Kanban Week Q&A with JoeyScrum and/vs Kanban in large organizations  Kanban in Transformation world  Chaos being hidden as Expedie The following books we have referenced: Upstream Kanban Kanban essential guide Kanban Blue Book Agile Management Book Fit For Purpose We mentioned the following people: Mike Burrows (Also) Klaus Leopold Alexei Zheglov

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, we challenge you to think about what is needed beyond a great PO to be able to help the Agile teams succeed. We also discuss how the planning practices in some companies actively destroy product ownership.  The Great Product Owner: What we need beyond a great PO Is a good Product Owner enough? Do we really need the PO role? These are some of the thought-provoking questions we tackle in this episode. We explore ideas from Lean Startup, Customer Development and mention the book Rethinking Agile by Klaus Leopold.  The Bad Product Owner: How corporate planning destroys product ownership The Product Owner is one of the hardest roles in Agile and Scrum. Tomo starts by sharing aspects of the PO role that are often forgotten or ignored. We also discuss the dynamics that often push PO's to only focus on managing their backlog, and miss the impact of having a clear direction / Vision for the teams.  In this segment, we refer to the Beyond Budgeting movement, which tries to bring Agile ideas and practices to the finance departments of large and mid-size organizations. Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate. About Tomo Lennox Tomo has 20 years experience in project management, both waterfall and Agile. A few years ago he was at David Anderson's first Kanban Conference and has been a fanatic ever since, even though he has lost several jobs as a result of it. Tomo became then an advocate for projection over guessing, and reactive planning. You can link with Tomo Lennox on LinkedIn and connect with Tomo Lennox on Twitter.

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Tomo worked with 6 teams on a project. Although the teams were good at developing software, they lacked something that was critical. As Tomo investigated further, he pinpointed what was missing, and focused on providing them with the tools to overcome their lack of innovation, and decision making ability.  In this segment, we refer to the concept of Swarming, which when applied correctly can make times much more productive.  How can Angela (the Agile Coach) quickly build healthy relationships with the teams she's supposed to help? What were the steps she followed to help the Breeze App team fight off the competition? Find out how Angela helped Naomi and the team go from “behind” to being ahead of Intuition Bank, by focusing on the people! Download the first 4 chapters of the BOOK for FREE while it is in Beta!   Featured Book of the Week: Lean Software Development: An Agile Toolkit by Mary and Tom Poppendieck Lean Software Development: An Agile Toolkit by Mary and Tom Poppendieck is one of the foundational books for Lean applied to software. Although many have followed the Poppendieck's, their book still has many learnings on how to apply Lean to software development.  In this segment, we also refer to the work by Klaus Leopold, of which the book Rethinking Agile is one example.  About Tomo Lennox Tomo has 20 years experience in project management, both waterfall and Agile. A few years ago he was at David Anderson's first Kanban Conference and has been a fanatic ever since, even though he has lost several jobs as a result of it. Tomo became then an advocate for projection over guessing, and reactive planning. You can link with Tomo Lennox on LinkedIn and connect with Tomo Lennox on Twitter.

Neue Formen der Zusammenarbeit propagieren, tradierte Strukturen aufbrechen und ein zeitgemäßes Menschenbild schaffen. All das macht Georgis mit seinem Team von Contio, wenn sie Agilität in Unternehmen tragen. Mit Felix und Tim spricht Georgis darüber, wie man Agile Coach wird, über agile Werte und darüber, wie sich ein agiles Projekt bei in jedem Unternehmen anstoßen lässt. Georgis auf LinkedIn: https://www.linkedin.com/in/georgistesfamariam/ Website von Contio: https://contio.de/ Lunch & Learn Agile Transition: https://contio.de/events/lunch-learn-agile-transition Lunch & Learn Agile Leadership: https://contio.de/events/lunch-learn-agile-transition-2021-05-11 Schick uns deine Themenwünsche: https://www.digidigga.com/themenwuensche Buchempfehlung: “Agilität neu denken: Warum agile Teams nichts mit Business Agilität zu tun haben” von Klaus Leopold

In diesem zweiten Teil der Mini-Serie zu Business Agility knüpfen wir gemeinsam mit Marc Nilsson bei der ersten Episode an. Wir wenden das populäre Framework OKR (Objectives & Key Results) auf ein gängiges Problem von Projektunternehmen an: Wie schaffen wir es, vor lauter Projektgeschäft zusätzlich noch einen Strategiewechsel unseres Unternehmens hinzubekommen? Wie können uns OKRs dabei helfen? Anhand eines konkreten Beispiels erfährst Du wie Du eine Organisation auf eine wichtige strategische Veränderung ausrichtest. Über meinen Gesprächspartner Marc ist Lean-Kanban Enthusiast, Systemdenker und begeistert als Impulsgeber für unternehmerische Agilität und Organisationsentwicklung. Seit einigen Jahren liegt sein Arbeitsschwerpunkt auf Lean Kanban Methoden, visuelles Arbeitsmanagement und agilen Arbeitsweisen jenseits von Teamgrenzen. Marc ist davon überzeugt, dass die Organisationen langfristig erfolgreicher, flexibler und innovativer sind, die ein starkes Warum haben und konsequent auf Mitarbeiter- und Kundenorientierung setzen. Marc ist zertifizierter Projektmanager und Enterprise Kanban Coach (Ausbildung bei Klaus Leopold). Er ist ein erfahrener Workshop Facilitator, bildet sich ständig weiter, er liebt es zu improvisieren, zu tüfteln, zu lernen und Dinge zu verbessern. Du kannst dich mit Marc am besten über LinkedIn vernetzen https://www.linkedin.com/in/marcnilsson/ Link zur Episode: Das deutsche "Standardwerk" zu OKR: https://www.amazon.de/OKR-Objectives-wirklich-entwickeln-umsetzen/dp/3800657732/

Möchtest Du ein Werkzeug haben, das dir Klarheit schafft, absoluten Fokus liefert, dir bei allen Entscheidungen hilft und sogar deine Mitarbeiter intrinsisch motiviert? Um dieses Tool geht es in meinem Gespräch mit Marc Nilsson. Es ist die Strategie und die Unternehmensvision. Wir sprechen über die notwendigen Inhalte und darüber wie sie im Unternehmen am besten erarbeitet wird. Wir erfahren über die Vorteile eines Strategy Boards mit dem ein Unternehmen sich kontinuierlich an der Strategie ausrichten kann. Über meinen Gesprächspartner Marc ist Lean-Kanban Enthusiast, Systemdenker und begeistert als Impulsgeber für unternehmerische Agilität und Organisationsentwicklung. Seit einigen Jahren liegt sein Arbeitsschwerpunkt auf Lean Kanban Methoden, visuelles Arbeitsmanagement und agilen Arbeitsweisen jenseits von Teamgrenzen. Marc ist davon überzeugt, dass die Organisationen langfristig erfolgreicher, flexibler und innovativer sind, die ein starkes Warum haben und konsequent auf Mitarbeiter- und Kundenorientierung setzen. Marc ist zertifizierter Projektmanager und Enterprise Kanban Coach (Ausbildung bei Klaus Leopold). Er ist ein erfahrener Workshop Facilitator, bildet sich ständig weiter, er liebt es zu improvisieren, zu tüfteln, zu lernen und Dinge zu verbessern. Du kannst dich mit Marc am besten über LinkedIn vernetzen https://www.linkedin.com/in/marcnilsson/

Bu ay Altuğ B. Altıntaş ve Meral Kızılkaya Demirtaş, Klaus Leopold 2019 yılında yayınladığı Rethinking Agile kitabını değerlendirdi. Sohbet başlıkları : Çevik dönüşüm hangi aşamadan başlamalıdır? Çeviklik ne demektir? Çevik dönüşümün önündeki en büyük engel nedir? Çevik ve çeviklik arasındaki farklar Çevik dönüşümde yapılan en sık hatalar Kitap hakkında daha fazla bilgi için : Epub ve mobi biçimleri için : https://leanpub.com/rethinking-agile-ePub-mobi PDF biçimi için : https://leanpub.com/rethinking-agile-pdf Çeviklik konusunda daha fazla bilgi almak için : https://www.agilekanban.istanbul/ Saygılarımızla

This week, Dan Neumann is joined by Jim Ewel, the President and founder of AgileMarketing.net.   Jim has been involved with agile and marketing for over 10 years and is a leading proponent of using agile in the marketing space. He was one of the original co-authors of The Agile Marketing Manifesto as well as his recently published book, The Six Disciplines of Agile Marketing: Proven Practices for More Effective Marketing and Better Business Results. Additionally, he is also an agile marketing blogger, trainer, speaker, and angel investor.   In their conversation, Jim gives the lowdown on all things agile marketing. He shares how the world of agile marketing is both similar and dissimilar to agile for software developers, the key drivers that have led marketers to adopt agile (especially in the past year), the benefits for marketers adopting agile, and his coaching tips for getting started with coaching in the space of agile marketing!   Key Takeaways The key drivers that have led marketers to adopt agile: The pace of change (both with the pandemic and the shift to digital advertising, mobile devices, and technology tools) With this shift to technology, marketers are having to become technologists (and part of how you do that is through agile) The limited resources also have been moving marketers to agile with the increased demand The benefits for marketers in adopting agility: With the shift to digital, the opportunity for feedback is greatly accelerated in marketing to enable agility Digital tools allow marketers to be more precise about the outcomes of their marketing than ever before Agility creates a focus on outcomes rather than outputs which applies directly to marketing (because marketers want to make sure that they are continuously testing to improve business outcomes; not just simply putting out more content) The process creates predictability Understanding top-down decisions vs. decentralized decisions (knowing who gets to decide what, when, and with what information is really critical to moving fast) Utilizing intent-based leadership (i.e. giving people permission to make the decisions and they tell you their intent. As a manager, your responsibility is to provide real clarity about what a good decision looks like and make sure that people are competent in whatever it is that they’re making decisions about) Agile in marketing vs. agile in software: How marketers use user stories (which, in turn, impacts how they build and process their backlog as well) The agile marketing world uses the methodologies of Scrum, Kanban, and Scrumban Which one they use depends on what kind of marketing they’re doing Marketers are more likely to practice the informal kind of Scrumban rather than the formal kind (they typically adapt various practices to their various needs and company) Marketers are less likely to do canonical Scrum than developers are Jim’s coaching tips for getting started with coaching in the marketing agile space: If you’re looking to practice agile marketing, start with a certification Start with a marketing background before you become an agile marketing coach Read Jim’s book, The Six Disciplines of Agile Marketing Before you teach the process of agile, you need to get alignment on why the team you’re coaching is implementing agile marketing, what problems they’re trying to solve, what success looks like, and how they can measure success Structure is key for an agile marketing team Check out the resources tab on AgileMarketing.net   Mentioned in this Episode: Jim Ewel’s LinkedIn Jim Ewel’s Twitter The Agile Marketing Manifesto The Six Disciplines of Agile Marketing: Proven Practices for More Effective Marketing and Better Business Results, by Jim Ewel Turn the Ship Around!: A True Story of Turning Followers into Leaders, by David Marquet “The 7 Levels of Delegation,” by Jurgen Appelo SAFe ICAgile Hacking Marketing: Agile Practices to Make Marketing Smarter, Faster, and More Innovative, by Scott Brinker AgileMarketing.net Experiences: The 7th Era of Marketing, by Robert Rose and Carla Johnson Practical Kanban: From Team Focus to Creating Value, by Klaus Leopold   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!

In dieser Folge des "Genau mein Agil - Podcast" geht es hoch hinaus! Wir sprechen über FightLevel. Hierzu spreche ich mit Klaus Leopold, Autor, Speaker, Business Agilzier und CEO der Flight Level Academy, über das Verständnis und die Anwendung der Flightlevel. Dabei machen wir einen "Rundflug" durch die verschiedenen Ebenen einer Organisation und auch der passenden Agilität (Genau Mein Agil) für die verschiedenen Ebenen. Ihr interessiert euch auch dafür, was die Flighlevel sind, wie sie anzuwenden sind und wie das ganze mit Agilität zusammenhängt? Jetzt reinhören und Antworten auf diese Fragen bekommen. Wir freuen uns auf euch. Shownotes: Blog-Artikel: https://www.leanability.com/de/blog-de/2017/04/flight-levels-die-verbesserungsebenen-der-organisation/ Flight Levels Academy: http://www.flightlevelsacademy.com/ Wenn euch diese Folge gefallen hat, gebt mir euer Gefällt mir, Daumen hoch oder die 5 Sterne auf Apple Podcast, Spotify, Deezer & Co – und teilt und liked uns auf Instagram, Facebook, LinkedIn und Twitter!

TCZ Episode #120: Klaus Leopold: Reinventing Agile: Why High-Performing Teams Isn’t The Answer Before, during and for sure post the immediate crisis of #Covid-19, organisations today are having to reinvent themselves faster than ever before. As a behaviour change expert working with senior teams, I tend to focus on the human system itself rather than operational systems and processes. Clearly both relationships and tasks need to be reimagined for companies to adapt and thrive. Unpicking the spaghetti junction of a business’s operational system is not easily done, but Dr Klaus Leopold, CEO of Flight Levels Academy and Managing Partner of Leanability seems to have the knack for it. For those in the agile world, Klaus is a bit of a legend and it is his third book, Rethinking Agile that prompted me to invite him onto the Team Coaching Zone podcast to ask about how he goes about whole-systems change. Here's some of what Klaus and I cover: How he discovered and defines flight levels Why agile teams have nothing to do with business agility How flight levels work in helping to re-imagine businesses Why we don’t need high-performance teams The dangers of focusing on teams as islands rather than agile interactions The relationship between flight levels thinking and three horizons thinking Klaus’ vision for a better world For show notes and information on Klaus including his books, his blog and how to find him on Twitter and LinkedIn go to: https://www.teamcoachingzone.com/klausleopold

Ever since we recorded the podcast about Agile @ Scale, we wanted some of the people involved again in our show. We care about the topic. Think there is a lot to tell and learn.What this episode coversAnd it is of interest to a lot of our listeners. That is why at least we think it is awesome that this episode is about Innovation Rhythm - How to drink less coffee and achieve more.In the first Agile@Scale episode we talked about the 'Why' of Agile@Scale, the flight levels of Klaus Leopold. OGSM and OKR processes and the first step of this transition. We talk July 2019, so time to find out what happened since.GuestsJudith Verkerk – People Lead in Retail Technologies at bol.com; She is in the show because of her contributions as Domain Lead for Retailer bol.com in the group of Domain Leads.Hessel de Gelder – Agile Innovation Lead at bol.com. Given that this is the second appearance in our podcast he now is “Friend of the show”.NotesAnother episode on Agile @ ScaleBusiness AgilityOGSM process (Objectives/Goals/Strategies/Measurements)OKR format (objectives and key results)

Das erste Kapitel von "Rethinking agile" und 20% Rabatt auf Klaus Leopold's Gesamtwerk findest du hier: https://www.workpath.com/lp/superkinetics-leopold In der ersten Folge der zweiten Staffel ist Dr. Klaus Leopold zu Gast bei Superkinetics. Freue dich auf spannende Einblicke in seine Flight Levels Modell, und erfahre warum OKRs und Flight Levels so gut zusammen funktionieren. Flight Levels Academy: http://www.flightlevelsacademy.com/

Heute ist, erneut, Sandra Parsick mein Gast und spricht mit mir über die Tools, die wir gerne einsetzen. Doch bevor wir hier zum Thema kommen, müssen wir schnell die Frage klären, ob es Fullstack Entwickler wirklich gibt. Irgendwie landen wir im Anschluss bei Groovy und Spock und Sandra berichtet hier, wie sie beides im Projekt erfolgreich einsetzen konnte. Tooling Browser Firefox (Folge mit Ola zu Web Compatibility) Language Tool Privacy Badger Language Switch uBlock Origin KeeFox Dark Reader (offizielle Webseite mit Links zu den Add-ons für andere Browser) Pocket E-Mail Thunderbird CardBook Enigmail Quicktext Cloud NextCloud RSS Reader: Reeder Feedly Passwortmanager KeyPass 1Password Notizen und Aufgaben Trello Joplin Social TweetDeck Kommunikation Slack Skype MS Teams Zoom Jitsi NextCloud Talk TeamViewer Nicht-IT Tools: Calibre Stretchly Bartender IDEs und Entwicklung IntelliJ NetBeans Eclipse Visual Studio Code Atom SDKMAN NVM Oh my Zsh / Zsh Autosuggestions Homebrew Mobster Working Copy (iOS) DBeaver Insomnia Postman Zeichentools draw.io Excalidraw (Name fiel mir in der Folge nicht ein Notizen Organizer von Roter Faden Moleskine Buchempfehlungen Spring Boot 2: Moderne Softwareentwicklung mit Spring 5 von Michael Simons (Amazon) Kanban in der IT von Klaus Leopold und Siegfried Kaltenecker (Amazon) Herr Sonneborn geht nach Brüssel von Martin Sonneborn (Amazon) Es muß nicht immer Kaviar sein von Johannes Mario Simmel (Amazon) In der Folge erwähne ich noch den JavaScript Kurs von Dan Abramov: https://justjavascript.com Disclaimer 1. Ursprünglich sollte noch eine Folge zwischen dieser und der letzten veröffentlicht werden. Das hat leider nicht so ganz geklappt daher ändern wir den Plan und bringen die Folge direkt raus. 2. Die Folge wurde natürlich, wie auch alle anderen bisherigen Folgen, nicht gesponsert. Datum der Aufnahme: 05.05.2020

In this Episode, Diana joined Shahin to talk about Agile Fluency and other related topics. We conversed about and around the following topics: Agile Fluency® Model (Resources, Community & Game); and it's reference Language Fluency  Group coaching compared to Individual coaching Retrospective Facilitator Gathering & Open Space Technology Continuous Learning & Continuous Improvement; Advice and Tools for newer people to Agile Coaching in the Zones & Improvement Kata We referred to and/or mentioned the following people: Rebecca Wirfs-Brock - Linda Rising - Esther Derby - Klaus Leopold (LeanOnAgile Show with Klaus) - Joshua Kerievsky - Ward Cunningham - Norman Kerth - Allison Pollard - Alistair Cockburn - Ron Jeffries - Arlo Belshee - Martin Fowler - James Shore We cited the following resources: By Diana & Co-Authors: Agile Retrospectives: Making Good Teams Great (Amazon US - Amazon CA) Liftoff: Start and Sustain Successful Agile Teams (Amazon US - Amazon CA) The Five Rules of Accelerated Learning (LeanPub) By Other Authors: Company-wide Agility with Beyond Budgeting, Open Space & Sociocracy: Survive & Thrive on Disruption - Jutta Eckstein & John Buck (Amazon US - Amazon CA) Project Retrospective: A Handbook for Team Reviews - Norman Kerth (Amazon US - Amazon CA) Love is Letting Go of Fear - Gerald Jamposky (Amazon US - Amazon CA) Checklist Manifesto - Atul Gawande (Amazon US - Amazon CA) For more details please visit http://podcast.leanonagile.com. Twitter: twitter.com/LeanOnAgileShow  LinkedIn: linkedin.com/company/lean-on-agile

Im zweiten Teil des Expertengesprächs mit Marc Nilsson gehen wir auf folgende Fragen ein: Welche Bedeutung hat die Kommunikation? Wie ist aktuell eine Kommunikation zu ermöglichen? Welche Tools gibt es um auch remote eine hohe Transparenz sicherzustellen? Zum Ende gibt uns Marc seinen Tipp für einen ersten wirkungsvollen Schritt bei dem man nichts falsch machen kann. Dies sind Tools, die Marc im Gespräch empfohlen hat: https://limnu.com/ -> digital whitboard https://ideaboardz.com/ -> remote retros https://mural.co/ -> Digital workspaces for visual collaboration, https://zoom.us/ -> enterprise video communications, https://www.webex.com/de/index.html -> enterprise video communications Marc ist Lean-Kanban Enthusiast, Systemdenker und begeistert als Impulsgeber für unternehmerische Agilität und Organisationsentwicklung. Seit einigen Jahren liegt sein Arbeitsschwerpunkt auf Lean Kanban Methoden, visuelles Arbeitsmanagement und agilen Arbeitsweisen jenseits von Teamgrenzen. Marc ist davon überzeugt, dass die Organisationen langfristig erfolgreicher, flexibler und innovativer sind, die ein starkes Warum haben und konsequent auf Mitarbeiter- und Kundenorientierung setzen. Marc ist zertifizierter Projektmanager und Enterprise Kanban Coach (Ausbildung bei Klaus Leopold). Er ist ein erfahrener Workshop Facilitator, bildet sich ständig weiter, er liebt es zu improvisieren, zu tüfteln, zu lernen und Dinge zu verbessern. Hier findest Du alles Weitere über ihn: https://www.marcnilsson.com/ ---------------------------------------------- Oliver Buhr Facebook: www.facebook.com/oliverbuhr.projektcoach Oliver Buhr im Internet: www.oliverbuhr.de Erstklassige Trainings für Projektunternehmen: www.copargo.de Ich freue mich immer über ein Feedback. Schreib mir deine Meinung auf Facebook, oder schreib mir an info@oliverbuhr.de eine E-Mail! Abonniere meinen regelmäßigen Newsletter mit Tipps und Erfahrungen für
 High Performance Projects. Jede Woche mit neuen Impulsen und Buchempfehlungen: www.oliverbuhr.de/nl Gefällt Dir der High Performance Projects Podcast? Dann beurteile ihn bitte mit einer Bewertung und Rezension in iTunes ⭐️⭐️⭐️⭐️⭐️. Das hilft mir, diesen Podcast weiter zu verbessern. Weiterhin wird er dadurch für Menschen aus deinem Freundeskreis oder Netzwerk sichtbarer: https://goo.gl/kD4UUK

Vor welchen Herausforderungen stehen Projektunternehmen in Zeiten der Krise? Wie können wir die Projekte in unserem Unternehmen flexibler und risikoärmer steuern Welche Projekte sollten stoppen? Was sind die Kriterien um Projekte neu zu bewerten? Diese spannenden Fragen diskutiere ich im ersten Teil dieses Expertengesprächs mit Marc Nilsson. Marc ist Lean-Kanban Enthusiast, Systemdenker und begeistert als Impulsgeber für unternehmerische Agilität und Organisationsentwicklung. Seit einigen Jahren liegt sein Arbeitsschwerpunkt auf Lean Kanban Methoden, visuelles Arbeitsmanagement und agilen Arbeitsweisen jenseits von Teamgrenzen. Marc ist davon überzeugt, dass die Organisationen langfristig erfolgreicher, flexibler und innovativer sind, die ein starkes Warum haben und konsequent auf Mitarbeiter- und Kundenorientierung setzen. Marc ist zertifizierter Projektmanager und Enterprise Kanban Coach (Ausbildung bei Klaus Leopold). Er ist ein erfahrener Workshop Facilitator, bildet sich ständig weiter, er liebt es zu improvisieren, zu tüfteln, zu lernen und Dinge zu verbessern. Hier findest Du alles Weitere über ihn: https://www.marcnilsson.com/ ---------------------------------------------- Oliver Buhr Facebook: www.facebook.com/oliverbuhr.projektcoach Oliver Buhr im Internet: www.oliverbuhr.de Erstklassige Trainings für Projektunternehmen: www.copargo.de Ich freue mich immer über ein Feedback. Schreib mir deine Meinung auf Facebook, oder schreib mir an info@oliverbuhr.de eine E-Mail! Abonniere meinen regelmäßigen Newsletter mit Tipps und Erfahrungen für
 High Performance Projects. Jede Woche mit neuen Impulsen und Buchempfehlungen: www.oliverbuhr.de/nl Gefällt Dir der High Performance Projects Podcast? Dann beurteile ihn bitte mit einer Bewertung und Rezension in iTunes ⭐️⭐️⭐️⭐️⭐️. Das hilft mir, diesen Podcast weiter zu verbessern. Weiterhin wird er dadurch für Menschen aus deinem Freundeskreis oder Netzwerk sichtbarer: https://goo.gl/kD4UUK

In Folge 2 stellen wir anhand einiger Beispiele das Modell „Flight Levels“ von Klaus Leopold vo

Justyna and Paul interview Klaus Leopold, the author of rethinking Agile.Support the show (http://patreon.com/agilebookclub)

In our first episode of the Agile Book Club, we review Klaus Leopold's new book, rethinking Agile. Support the show (http://patreon.com/agilebookclub)

Wir haben ins Bücherregal gegriffen und 6 tolle Bücher herausgesucht, die uns einen enormen Mehrwert gegeben haben. Unsere Buchempfehlungen decken unterschiedliche Themen ab - Klassiker über Management, Storytelling, Motivation, Projekte in Schieflage und Mindset, Agilität und Lean-Kanban und Tipps und Tricks für wunderschöne Flipchartzeichnungen. In dieser Folge geben wir Dir einen kurzen Einblick in die Bücher: 1. PEOPLEWARE (engl.) oder WIEN WARTET AUF DICH (de) von Tom DeMarco und Timothy Lister 2. STORYTELLING: MIT GESCHICHTEN ÜBERZEUGEN von Gregor Adamczyk 3. DRIVE – Was Sie wirklich motiviert von Daniel H. Pink 4. TURN AROUND – Wenn Projekte Kopf stehen und klassisches Projektmanagement versagt von Roger Dannenhauer, Torsten J. Koerting und Michael Mergwitza 5. AGILITÄT NEU DENKEN von Klaus Leopold 6. BILDSPRACHE von Petra Nitschke Unbedingt bis zum Ende anhören! Es gibt einen Lostopf mit einer sensationellen Überraschung

Wenn Unternehmen versuchen ihre Produkteinführungszeiten zu verkürzen, um somit schneller und effizienter auf ihre Kundenbedürfnisse zu reagieren, steigert das die Business Agilität. Meist werden dabei auch funktionale Teams durch Reorganisation zu crossfunktionale Teams umstrukturiert. Das Problem bei dieser Reorganisation ist allerdings, dass dabei die agile Interaktion der Teams verloren gehen kann. Die große Kunst besteht deshalb darin eine agile Interaktion zwischen den einzelnen Teams mit einzuplanen. Der heutige Gast ist ein absoluter Experte was das Thema Agilität angeht. Dr. Klaus Leopold ist Informatiker und Kanban-Pionier. Er verfügt über eine langjährige Erfahrung als Lean- und Kanban-Berater, und auch als Trainer mit ungefähr 1000 Workshop- und Trainings-Teilnehmer*innen pro Jahr. Weltweit berät er tätige Unternehmen bei der Einführung von Lean und Kanban, den damit verbundenen Change-Prozessen und in der Optimierung ihrer Wertschöpfung. Klaus ist Autor von “Agilität neu denken”, "Kanban in der Praxis" und Co-Autor des Standardwerks "Kanban in der IT". Er spricht regelmäßig weltweit auf renommierten Lean- und Kanban-Konferenzen und wurde 2014 in San Francisco mit dem Brickell Key Award für „outstanding achievement and leadership“ ausgezeichnet. Seine aktuellen Gedanken und Erlebnisse veröffentlicht er in der Welt von Lean, Kanban und Management auf seinen Blog www.LEANability.com und man kann ihm unter @klausleopold auf Twitter folgen. Gutschein Code für Buch Der Gutschein-Code ist “passionateteams”, er ist bis zum 25.12. gültig und man kann den Gutschein unter www.agilitaetneudenken.com einlösen. Beim Check-Out kann man den Gutscheincode eingeben.

Klaus Leopold hat sein neues Buch: "Agilität neu denken" veröffentlicht. Business Agilität habe nichts mit agilen Teams zu tun, so lesen wir auf dem Cover. Müssen wir unseren Podcast nun einstellen? Ist die Frage nach den agilen Teams gar nicht mehr wichtig, wenn Agilität nun Corporate Sport und nicht Team Sport sein soll? In unserer 12. Folge sprechen wir mit dem deutschen Kanban Pionier Klaus Leopold über 8 Jahre Kanban in der Praxis bei den Kunden vor Ort und in aller Welt. Schließlich finden wir es doch noch, das Perfekte Team. Sitzt es da oben, auf Flight Level 3? Aber eigentlich geht es vielmehr um das eine, große Team, das erzeugt werden soll, um den Kundennutzen zu optimieren.

"Starting work doesn't generate value, starting work only costs money. Finishing work generates value." - Klaus Leopold First, there was personal productivity. Then, everyone started talking about Agile teams. Today, it's time to take it even higher. In this episode of the Lamp, we are talking about business alignment with Klaus Leopold. Klaus is an experienced computer scientist and a well-known Kanban pioneer - he was one of the first Lean Kanban trainers and coaches worldwide. He is the author of books Practical Kanban, Kanban in IT and co-author of Kanban Change Leadership. Today on the podcast, Klaus is sharing with us his passion for establishing lean business agility that goes beyond teams. Business alignment and coordination might be one of the biggest challenges any leader faces. In this episode, you'll learn how to enable your teams and your whole organization to do the right work at the right time using the concept of Flight Levels. Team performance vs Business Agility We often think we need to have agile teams in our business so they would deliver projects faster. But that's the wrong lever.  What should we optimize in business to speed up the overall delivery time? How to take the right decisions on the right levels. Individual performance vs Team performance vs Company performance Understanding the difference between team Kanban and Portfolio Kanban When you fly high, you don't see much detail. When you fly low, you can't see the bigger picture How to ensure the right team is working on the right stuff at the right time How to optimize cross-team collaboration for value delivery The impact of levers you can use is greater at higher levels of your organization. But if the lever doesn't solve your problem, it doesn't matter how strong it is. Business agility is not about the power of the lever. It's not about the performance of individuals, not about team performance, not even about product performance. It's all about company performance. First, company, then products, then teams, then individuals. But it's the company that has to improve. Contact with our guest: Twitter LinkedIn

In der ersten Folge von Stories Connecting Dots habe ich mit Klaus Leopold über Kanban gesprochen. Klaus macht Kanban in normal, groß und ganz groß. Wir sprechen darüber was Kanban überhaupt ist und wie es Unternehmen helfen kann Dinge explizit zu machen und dadurch besser entscheiden zu können wie es eigentlich darum geht, den Menschen eine sinnvollere Arbeit zu ermöglichen dass die besten Dinge im Leben nicht zu erklären sondern zu erfahren sind über's Bücher schreiben wir verlosen Bücher wie das Vorleben von Werten und Entscheidungen einfacher ist als etwas zu fordern  wie man von "einfach coole Sachen machen" zu einem der mietgefragten Kanban-Implementierer Europa wird und vieles vieles mehr Links: Klaus' neuestes Buch "Kanban in der Praxis" Seine Firma Leanability Klaus auf twitter  

Business Analyse ist eine komplexe und rekursive Tätigkeit ohne definiertem Anfang und Ende. Der Business Analyst steht täglich vor der Herausforderung, die Zeit sinnvoll zu nutzen und Arbeitsabläufe zu optimieren. Ein möglicher Ansatz dazu ist Kanban: Es bietet eine einfache Methode an, Abläufe transparent darzustellen und Verbesserungsansätze aufzuspüren. Der eine oder andere wird nun aufstöhnen und sich denken: Schon wieder so ein Allheilmittel, das viel verspricht und wenig hält. Dazu klingt es noch sehr verlockend: Es gibt nur wenig Regeln, Flexibilität ist nicht nur ein Stichwort und Verbesserungen im eigenen Arbeitslauf lassen sich schnell und effizient einführen. Wir haben uns in dieser Episode Kanban genauer angesehen und mit dem Kanban-Experten, Klaus Leopold, gesprochen. Wir können jetzt schon versprechen: Reinhören lohnt sich!