In the ideal world, organizational agility is achieved through a swarm of relatively independent, cross-functional agile teams that spontaneously organize themselves and adapt fluently to changing customer needs. But the real world is not so ideal. It forces us to face all kinds of constraints: Specialization in competencies, dependencies on key people, and between teams or workflows that require a transfer of work from role to role, approvals, cadences for planning and decision making, unstable demand with unclear priorities, changing, fluctuating or conflicting requirements pose challenges.

Because these constraints often cannot be simply ignored or eliminated without risk, agile practitioners are forced to deal with them. They need answers, especially when and where lean agile frameworks or methods are not sufficient. In these workshops you will experience which solutions to all these questions produce which effects.

 

Target audience 

  • Product-, project-, program- and portfolio-offices
  • (Leading) Product-owners and Requirement Engineers for services
  • Department- and areal-leaders
  • Agile Coaches and Facilitators at corporate level
  • PMO-employees
  • Change Manager
  • Management und Führungskräfte

Combination

That simulation iis in conjunction with EVERY other product an davantage..

LeveldaysTraining for a single attendeeLanguageseLearning
FE 11840,00German/EnglischNein

FE 2

1840,00German/EnglischNein

FE 3

1840,00German/EnglischNein
2 Modules21480,00German/EnglischNein
3 Modules32260,00German/EnglischNein

All values without 20% tax

From operational teams to the strategic portfolio level

The aim is to create a common understanding and context for the rest of the workshop. With the help of agile simulation, participants learn about flow, collaboration and learning as the cornerstones of business agility. A "system understanding" is created for the functioning of the work, which forms a basis for later discussions. The depth and nature of the simulation and the subsequent discussion will be adapted to the participants' level of familiarity with the simulations. They will learn how triage differs from prioritization and why this distinction is crucial in a VUCA world.

Balancing supply and demand (value flows)

Business agility requires delivering added value to the customer continuously and at an early stage (e.g. flow). The flow is generated by balancing supply and demand. Through value stream simulation (also known as cross-team simulation), participants experience a multi-level flow system in which a distinction is made between flow at team level and flow between teams. The simulation illustrates the effects of capacity bottlenecks. We draw on Quick Response Manufacturing and Tokenization (Token Economics) techniques to expand our toolbox of solutions with CAP tokens, reservation systems and a marketplace to match supply and demand.

Fluctuating demand (supply chains)

From time to time the work is finished and the capacity becomes available. At the same time the customer demands the execution of new work. In the ideal world we can perfectly match the needs of the newly arrived work with the available capacities. But we do not live in an ideal world. In practice, demand fluctuates. The adaptation of the capacity to the fluctuating demand can only go so far. Demand must be shaped. Through a simulation, the participants learn the cause of the fluctuating demand. They experience the impact of delays and how prioritization and selection mechanisms, although well-intentioned, can actually make things worse. Inspired by supply chain logistics, participants experiment with ordering points to optimize end-to-end flow and achieve more continuous value delivery.

Not comparable needs (knowledge assessment)

Ideas for fulfilling customer needs can be generated much faster than they can actually be realized. This is the source of many tensions between the company and its customers, but also within the company itself, between those who represent the customer and those who supply the customer. Especially since the customer benefit is not always clear. Making decisions under uncertainty requires a different approach than making decisions when things are more routine. Business agility requires not only the delivery, but also the discovery of knowledge (and vice versa). Not every need can be judged by the same standards. Inspired by techniques from emergency situations, participants learn about and train triage as a technique for coping with incomparable demand. They will learn how triage differs from prioritisation and why this distinction is crucial in a VUCA world.

Agile portfolio management

The aim is to combine all the different techniques into a comprehensive agile portfolio management solution. Participants discuss the organizational context and find an answer to the question of what comes next.