Enterprise Agile Principles

http://enterpriseagilemanifesto.org

Vision

For Agile Coaches to understand the principles that allow for enterprise agility to flourish.

Principles

1. Identify Motives

We are clear in our purpose for embracing agility.  Our unique and compelling reason will be clearly articulated and transparent across the whole organisation.

2. Challenge beliefs

We challenge our beliefs that hold us back, enabling positive impact that creates the motivation to achieve anything.

3. Focus on you customer

We believe by engaging our customers we strive for high quality and purposeful creations that lead to a better life for them.

4. Align around value

We believe that value creation is the heart of our existence.  Focussing on meaningful alignment around value flow allows for the emergence of effective systems.

5. Emergence for lasting change

We will create an environment to foster the emergence of meaningful and lasting change.

6. Learning attitude

We are encouraged to connect and grow, to give feedback to create life long learning opportunities.  By learning continuously we will keep improving.

7. Respect the journey

We acknowledge the past and embrace the future of our never ending journey, understanding that as we move forward we will gain knowledge and face obstacles in discovering and achieving our goals.

8. Overcome inertia

Through continuous improvement and transparency we overcome resistance to prosper with no limits.

9. Human behaviours

People are the heart of our inspiration.  We create safe experiences and environments that allows autonomy to support positive desired behaviours.

10. Coaching sustainability.

Organisational development is driven from within.  Capabilities for catching are inherently built and grown independently.

 

Authors

Craig Pearson

Zia Malik

Michelangelo Canonico

Tom Reynolds

Falk Kühnel

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The infinite game ➿

Welcome to the “Infinite Game” team pages.
We take the name of this page from a book by James Carse called Finite and Infinite Games. Of the book, amazon.com says:

“There are at least two kinds of games,” states James P. Carse as he begins this extraordinary book. “One could be called finite; the other infinite.”

Finite games are the familiar contests of everyday life; they are played in order to be won, which is when they end. But infinite games are more mysterious. Their object is not winning, but ensuring the continuation of play. The rules may change, the boundaries may change, even the participants may change—as long as the game is never allowed to come to an end.

We also call ourselves the Kirkegaard Group after Danish existentialist Søren Kirkegaard. Kirkegaard is best known for his “leap of faith” philosophy, based on taking a decision to affirm some reality in the absence of evidence for that reality and even in the presence of evidence to the contrary: faith is therefore more than belief, but a choice to act.

The group’s position stands on the foundation that we couldn’t find anyone else at the retreat who has actually ever seen a team that is fully practicing Scrum, without some element of Scrum-butt. We have seen such teams and believe that lack of management constraints is the differentiating factor. Scrum fails to thrive in organizations because some aspect of the environment or of management policy takes away the power of the Product Owner, or the autonomy of the Team, or the authority (ownership of the process) of the ScrumMaster. Coaches who are hired to do transformations do not persevere in removing this interference out of fear of being fired, and they rather help teams “suck a little less.”

Our position is that Scrum isn’t about helping teams suck a little less. Its roots in TPS in Japanese manufacturing are not about helping their products and environments suck a little less. Our perception is that most contemporary coaching dialectic is about helping teams suck a little less. We still need kaizen (incremental, low-risk change at the team level) but also kaikaku (more radical change that often entails management involvement). We have been fired. And we have helped clear the way so teams could do great things.

So we believe great coaches are existensialistic. They acquire learning not to enhance their marketing plan but because it is the right thing to do. They are fearless about being fired. They put flesh in the game. They take only those engagements where it is possible to do great things. They are unafraid to confront managers with the fact that they might misunderstand Scrum.

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10 Principles of flourishing enterprise agility

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Challenges for distributed Teams

Playbook for Distributed Agile Teams

Since this is a collaborative community effort, we would like your contribution a s well. Please share your story of working with distributed teams with us. You can contact us, Alex and Reinald, via email:

alexkylburg@gmail.com

reinald.kirchner@gmail.com

You can have an eye on the progress in Work here:

https://docs.google.com/document/d/1fZPnORxg7-KMWjk5LCNfc6LH7MS_nCeJG31b81nhhsM/edit?usp=sharing

Documentation of Work in Progress

Our Product Backlog and Sprint Backlog of Sprint 1:

Just some Pictures

 

 

Our Product Backlog and Sprint Backlog of Sprint 2:

Some more Pictures

 

Product Backlog and Sprint Backlog Sprint #3

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Enterprise Framework myths

This gallery contains 2 photos.

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How it was!

Scrum Coaching Retreat Kyiv 2017: How it was. from Scrumguides on Vimeo.

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European Coaching Retreats 2017

For the first time there will be 2 Scrum Coaching Retreats in Europe in the same year.  In 2017 we will be going to Kiev in May and Copenhagen in September.

  • Kiev – 26 to 28th of May
  • Copenhagen – 18th to 20th September

Please save the dates in your calendar, the venues and other details will be announced later.

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