The document discusses Nokia's transition to an agile organization model with self-organized teams focused on measurable missions. Key aspects of the new model included team ownership, time-boxed projects with clear metrics, multi-disciplinary self-organized teams, flexibility in process but accountability for progress, reviews instead of specifications, considering work "done" at project end, end-to-end responsibility, and empowering all employees as innovators. The changes aimed to increase engagement, accountability and innovation.
LeSS, Nexus, SAFe, XYZ the more years passed since Agile Manifesto was created the more scaled frameworks we get. But is it really the only one way to help dozens of people to self-organise around the single product? What if there are other ways with fewer efforts and more efficiency, meaning, awareness?
I want to tell you the story of our company. One awesome product, millions of users all over the world, several platforms, around 100 brave people and no backlogs synchronisations, no very special roles, no hierarchical structures, no prescribed aligned processes and no branded scaled frameworks.
On the other hand, there are technical excellence, impact driven development, platform silos absence, meaningful KPI orientation, lean startup culture and teams happiness.
How are we able to do this? Please, come and you will find out. A true HERE Maps team story with a lot of real examples.
This document provides an overview of agile fundamentals and practices. It discusses concepts like linear vs agile development structures, Scrum frameworks, minimum viable products, sprints, prioritization techniques, team roles and skills, benefits and pitfalls of agile approaches, and continuous improvement. Key aspects covered include iterative planning and releases, minimal documentation, self-organizing teams, frequent inspection and adaptation, customer collaboration, and responding to change.
Scrum is an agile framework for managing product development that focuses on continuous delivery of working software in short cycles called sprints, typically two weeks or less. Scrum emphasizes self-organizing cross-functional teams and accountability, iterative development and progress transparency through regular inspection of working increments. Key Scrum practices include sprint planning, daily stand-up meetings, sprint reviews, and retrospectives. Scrum can scale to large, complex projects through techniques like Scrum of Scrums.
The document discusses Nokia's transition to an agile organization model with self-organized teams focused on measurable missions. Key aspects of the new model included team ownership, time-boxed projects with clear metrics, multi-disciplinary self-organized teams, flexibility in process but accountability for progress, reviews instead of specifications, considering work "done" at project end, end-to-end responsibility, and empowering all employees as innovators. The changes aimed to increase engagement, accountability and innovation.
LeSS, Nexus, SAFe, XYZ the more years passed since Agile Manifesto was created the more scaled frameworks we get. But is it really the only one way to help dozens of people to self-organise around the single product? What if there are other ways with fewer efforts and more efficiency, meaning, awareness?
I want to tell you the story of our company. One awesome product, millions of users all over the world, several platforms, around 100 brave people and no backlogs synchronisations, no very special roles, no hierarchical structures, no prescribed aligned processes and no branded scaled frameworks.
On the other hand, there are technical excellence, impact driven development, platform silos absence, meaningful KPI orientation, lean startup culture and teams happiness.
How are we able to do this? Please, come and you will find out. A true HERE Maps team story with a lot of real examples.
This document provides an overview of agile fundamentals and practices. It discusses concepts like linear vs agile development structures, Scrum frameworks, minimum viable products, sprints, prioritization techniques, team roles and skills, benefits and pitfalls of agile approaches, and continuous improvement. Key aspects covered include iterative planning and releases, minimal documentation, self-organizing teams, frequent inspection and adaptation, customer collaboration, and responding to change.
Scrum is an agile framework for managing product development that focuses on continuous delivery of working software in short cycles called sprints, typically two weeks or less. Scrum emphasizes self-organizing cross-functional teams and accountability, iterative development and progress transparency through regular inspection of working increments. Key Scrum practices include sprint planning, daily stand-up meetings, sprint reviews, and retrospectives. Scrum can scale to large, complex projects through techniques like Scrum of Scrums.