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Combining cooperation and working remotely can be challenging, and if you are used to co-located work, remote work requires more from all parties involved at the beginning. But don’t worry, try new tools, keep practicing and you’ll learn!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"We are using online tools on a daily basis, both when working with clients as well as with each other. Working online can be more effective and fun compared to working alone. 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Please also note that working online usually takes more time than working face-to-face.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"If you are running an online session for a bigger group of people (more than seven people), reserve one person who is documenting all that is being agreed upon and one person who is driving (or facilitating) the session.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Preparation","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Online meetings require a lot more attention than physical ones because it’s harder to change the plans on the fly. Please consider at least the following points when making preparations.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Make sure you have a clear agenda with enough scheduled breaks. Share the agenda to the participants in advance – this will ensure effective facilitation and reduces the risk of disengagement and anxiety. You should also have all the materials needed with working links provided to participants beforehand.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"To minimize technical challenges, make sure that all the tools are working before you start. Have a plan B in mind: what to do if the online collaboration tool you planned to use stops working. If possible, use tools that participants are familiar with.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"If you plan to record an online meeting, ensure beforehand that it is both technically and legally viable.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"There are a lot of online collaboration tools available. To get started, here is what you need to look into:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Audio / video call system: for example Microsoft Teams, Skype for Business, Slack call, Google Hangouts, Zoom - you name it!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Online communications/chat: Slack, Flowdock, Teams chat, Signal, Telegram,...","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Online whiteboard tools: Miro, Microsoft Whiteboard","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Workmanagement tools: JIRA, Trello etc.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Polling, voting: ","nodeType":"text"},{"data":{"uri":"https://www.mentimeter.com/"},"content":[{"data":{},"marks":[],"value":"Mentimeter","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", ","nodeType":"text"},{"data":{"uri":"https://kahoot.it/"},"content":[{"data":{},"marks":[],"value":"Kahoot","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", Slack polls","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"ordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"During a remote meeting","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Make sure that everyone connects to the online meeting room slightly before the actual meeting starts so that time is not wasted waiting for people to enter. In an online meeting, it is important also to start by presenting the agenda and stick to it. It is also important to inform participants about how to raise questions, show reactions, and so on.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Ensure active participation by using online breakout rooms to organize smaller chats and then collect results together. When asking questions, start by saying the name of the person who is expected to answer. This makes it easier for people to respond and stay engaged. Polling is also an excellent way to activate participants. A good practice is to activate the participants every 7-10 minutes.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Facilitators","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Have one person who will facilitate the meeting while another person is documenting every action point and decisions agreed upon. Also, in online meetings with a large number of participants, it can be effective to have two facilitators so that one can facilitate the meeting and the other can focus in making sure everyone is active and engaged.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"After the meeting","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Make sure that all participants are aware of where they can find the documents afterward and that any important drawings or material are saved.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"We are happy to help you with virtual facilitation, just drop us an email at ","nodeType":"text"},{"data":{"uri":"mailto:sales@nitor.com"},"content":[{"data":{},"marks":[],"value":"sales@nitor.com","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" and let’s set up a virtual meeting!","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"This blog was written by Nitor Agile Team – in an online session using Google docs.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"tag":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"iY71G8CapJD5T1JhAK1hR","type":"Entry","createdAt":"2020-06-29T11:43:59.640Z","updatedAt":"2020-06-29T11:43:59.640Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"Business","slug":"business"}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6ibUTJBrlcSrTM4JftTnPF","type":"Entry","createdAt":"2020-09-29T20:55:45.997Z","updatedAt":"2020-10-28T20:50:57.948Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":3,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"Agile","slug":"agile"}}],"slug":"tips-and-tricks-online-collaboration","publishDate":"2020-03-16","showRelatedArticles":true}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6uVA3z8f02EkoawkOiqro1","type":"Entry","createdAt":"2020-12-11T07:02:00.395Z","updatedAt":"2020-12-11T07:02:00.395Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["fi","en"],"title":"Scaled agile pioneer Maarit Laanti nominated as SAFe Fellow","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"YPfpI7So8hb85lpUYrXqr5","type":"Asset","createdAt":"2020-11-27T16:55:46.247Z","updatedAt":"2020-12-11T06:59:39.066Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"locale":"en-US"},"fields":{"title":"Maarit Laanti on blue background pointing with a finger smiling","description":"people, maarit","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/YPfpI7So8hb85lpUYrXqr5/cef9ed9ba1ce3e6ee8c8ec6dbc431803/Laanti_Maarit_you_transform.png","details":{"size":866917,"image":{"width":1134,"height":641}},"fileName":"Laanti_Maarit_you_transform.png","contentType":"image/png"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit Laanti is the first Nordic SAFe Fellow. It is the most prestigious distinction that can be awarded to individuals who have exhibited the highest levels of thought leadership and transformational expertise for implementing the Scaled Agile Framework.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Nitor’s Maarit Laanti has been nominated as SAFe Fellow. Only 20 people have received the distinction globally and Laanti is the first Nordic person to earn the honor. The esteemed nomination is given by Scaled Agile Inc., the American company behind Scaled Agile Framework or SAFe, the leading method of developing organizations to be more agile.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“I met Dr. Maarit Laanti while working at Nokia. In 2016 we had the opportunity to train over 140 executives at Nokia in emerging lean and agile practices. That training led to the creation of Leading SAFe. Maarit became an early and passionate supporter of SAFe as well as a thought leader on the subject of Agile Portfolio Management. Maarit has personally trained over 2,000 people in SAFe. She is a prolific writer, well respected by her peers, and has made many significant contributions to the SAFe community. We are thrilled to welcome her to the SAFe Fellow community,” says the creator of SAFe and Chief Methodologist of Scan Agile ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"Dean Leffingwell.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Scaled Agile Inc. offers certified training through its global partner network. SAFe is the most practiced method of managing lean and agile development of services and products. Around 500,000 people in 110 countries have completed the SAFe training so far.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“There are SAFe users in every possible industry from cybersecurity to satellites, motors, and car manufacturing as well as more traditional sectors within software development such as IT, banking, and insurance companies. Organizations are willing to invest in SAFe to improve their productivity, turnaround, quality, and the motivation of their employees,” ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"Maarit Laanti","nodeType":"text"},{"data":{},"marks":[],"value":" says.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit’s merits include contribution to ","nodeType":"text"},{"data":{"uri":"https://www.scaledagileframework.com/original-whitepaper-lean-agile-financial-planning-with-safe/"},"content":[{"data":{},"marks":[],"value":"Lean-Agile budgeting to the SAFe 3.0 framework","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" and the world’s first dissertation on the company-wide implementation of agile methodologies. Maarit has held countless talks and presentations and written insightful blogs on agile from fresh perspectives. You can soon see Maarit talk about the ","nodeType":"text"},{"data":{"uri":"https://europeansafesummit20iframe.azurewebsites.net/SessionDetail.aspx?id=658980"},"content":[{"data":{},"marks":[],"value":"new way of creating value stream analyses at European SAFe Summit","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", or meet her as track chair at ","nodeType":"text"},{"data":{"uri":"https://www.scan-agile.org/"},"content":[{"data":{},"marks":[],"value":"Scan Agile","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", or at ","nodeType":"text"},{"data":{"uri":"https://www.agilealliance.org/xp2020/"},"content":[{"data":{},"marks":[],"value":"XP conference","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" that are all held entirely online this year.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit’s thoughts on implementing SAFe the right way can also be found on Em Cambell-Pretty’s book ”","nodeType":"text"},{"data":{"uri":"https://www.amazon.com/ART-Avoiding-Train-Wreck-Practical-ebook/dp/B07Y1DRR86"},"content":[{"data":{},"marks":[],"value":"The ART of Avoiding Train Wreck","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"” or on ","nodeType":"text"},{"data":{"uri":"https://www.researchgate.net/profile/Laanti_Maarit"},"content":[{"data":{},"marks":[],"value":"recent whitepapers","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“The Finnish language is especially close to my heart, and I’m thrilled that I was able to do my part in developing the Finnish SAFe terminology as well as localizing the framework. Finnish was the first and still the rarest language among other 11 ","nodeType":"text"},{"data":{"uri":"https://www.scaledagileframework.com/wp-content/uploads/2020/01/SAFe5Glossary-Finnish.pdf"},"content":[{"data":{},"marks":[],"value":"SAFe terminology translations","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":",” Maarit says.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"This year Maarit was also nominated as one of the 100 women who have helped to promote the use of Lean and Agile methods by Lean in Agile for Women. You can find Maarit’s LIA100 interview ","nodeType":"text"},{"data":{"uri":"https://www.youtube.com/watch?v=BVTlK4qt-jM&list=PLQuDdZKUikfCQUkqiq7uQljcrPszmkhJi&index=37&t=1315s"},"content":[{"data":{},"marks":[],"value":"here","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"More information about the other 20 SAFe Fellows can be found here:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.scaledagile.com/safe-fellows/"},"content":[{"data":{},"marks":[],"value":"https://www.scaledagile.com/safe-fellows/","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Contact:","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit Laanti, Director, Nitor\n","nodeType":"text"},{"data":{"uri":"mailto:maarit.laanti@nitor.com"},"content":[{"data":{},"marks":[],"value":"maarit.laanti@nitor.com\n","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"puh. 040-530 8056","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"tag":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6ibUTJBrlcSrTM4JftTnPF","type":"Entry","createdAt":"2020-09-29T20:55:45.997Z","updatedAt":"2020-10-28T20:50:57.948Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":3,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"Agile","slug":"agile"}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"5HTv9i74HOKm9TRD9m8GDu","type":"Entry","createdAt":"2020-06-29T11:44:04.874Z","updatedAt":"2020-06-29T11:44:04.874Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"News","slug":"news"}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"FPtImYhXr9wkGbep1ncLf","type":"Entry","createdAt":"2020-11-10T11:08:04.270Z","updatedAt":"2020-11-10T11:08:04.270Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"People","slug":"people"}}],"slug":"scaled-agile-pioneer-maarit-laanti-nominated-safe-fellow","publishDate":"2020-05-13","showRelatedArticles":true}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"g4QeJ6VWvoeLSEviufGcO3","type":"Entry","createdAt":"2020-12-08T09:02:18.056Z","updatedAt":"2020-12-08T09:02:18.056Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["en"],"title":"How Agile is Sweden?","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"wyeDDSFf2nEvh9D9SMux35","type":"Asset","createdAt":"2020-11-27T16:55:25.580Z","updatedAt":"2020-11-27T16:55:25.580Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Blogi_Erik_Fallenius_agile_kysely_ruotsiin.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/wyeDDSFf2nEvh9D9SMux35/e5ce00987abf7ce9d09b67f069af9cfb/Blogi_Erik_Fallenius_agile_kysely_ruotsiin.jpg","details":{"size":122057,"image":{"width":1140,"height":641}},"fileName":"Blogi_Erik_Fallenius_agile_kysely_ruotsiin.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"The University of Helsinki, Nitor and Blekinge Institute of Technology are researching the state of agile in Sweden. Contribute to the study and make your voice heard!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Our coaches often get questions about the use of agile methods in the countries where we are organizing training sessions or workshops.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"One of the most well-known recent studies about agile adoption and usage is the ","nodeType":"text"},{"data":{"uri":"https://www.stateofagile.com/"},"content":[{"data":{},"marks":[],"value":"State of Agile by VersionOne","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". The survey, however, doesn’t provide answers by country, which means that the question remains partly unanswered from a scientific point of view.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"To get an answer to the questions for Finland, the University of Helsinki, together with Nitor surveyed agile methods last autumn. We learned, for example, that the most popular methods among the respondents in Finland were Scrum (88%), Kanban (81%), DevOps (62%), SAFe (61%) and Lean methods (52%). You can read more about the results of the Finnish survey ","nodeType":"text"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"WLNDxVAiuOD5IhBbeo5fu","type":"Entry","createdAt":"2020-12-08T14:04:47.742Z","updatedAt":"2020-12-08T14:04:47.742Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["fi","en"],"title":"Study by Nitor and the University of Helsinki: Finnish companies are pioneers of agility","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"F7AlEKgWRLqCxEaFlnMaI1","type":"Asset","createdAt":"2020-11-27T16:54:48.939Z","updatedAt":"2020-11-27T16:54:48.939Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"blogi_nitor_ketteryydentila.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/F7AlEKgWRLqCxEaFlnMaI1/1eaec08c218df5cfec2503cc44ec1f2a/blogi_nitor_ketteryydentila.jpg","details":{"size":71901,"image":{"width":1202,"height":600}},"fileName":"blogi_nitor_ketteryydentila.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Agile development has been there for software industry already quite some time. Increasing numbers of companies in other sectors have also been taking agile methods into use Nitor has been conducting a research together with the University of Helsinki on the current usage of agile methods in Finland. These are the initial results.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"nodeType":"document","data":{},"content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"The 'State of Agile in Finland' survey was implemented as an online questionnaire in November–December 2018, with responses by 118 people from various sectors. The majority of the respondents were from the ICT, financial and telecommunications sectors.\n","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Around 24% of the respondents stated that agile methods are used across their company. Only 6% did not use agile methods at all. 89.5% had positive experiences of agile methods. ","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"The most popular methods among the respondents were Scrum (88%), Kanban (81%), DevOps (62%), SAFe (61%) and Lean methods (52%). ","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"”For me, the most interesting result of the survey was the fact that not a single company using agile methods has returned to the traditional model. This suggests that companies have received the rear benefits when using agile methods,\" says ","marks":[],"data":{}},{"nodeType":"text","value":"Maarit Laanti","marks":[{"type":"bold"}],"data":{}},{"nodeType":"text","value":", founder of Nitor Delta, who has also written the world’s first PhD on agile methods in large scale. ","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"The longest ongoing study of the usage of agile methods is annual the Version One State of Agile survey that is run globally. Last year 27% of the respondents to that survey came from Europe, but we do not know how many of those respondents were from Finland. ","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"\"If we compare the results of our research in Finland to the Version one State of Agile study, we can see that agile methods such as Scrum, Kanban and SAFe are more widely used in Finnish companies. Scrum is used in Finland by over 88% of the respondents, and Kanban nearly as much, by 81%. This makes a significant difference to Version One study, where the respective percentages were only 70% and 5%. Especially Kanban is more widely used here in Finland,\" Laanti comments.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"More information on further analysis of the research by The University of Helsinki and Nitor will be published publish later on. ","marks":[],"data":{}}],"data":{}}]},"slug":"study-nitor-and-university-helsinki-finnish-companies-are-pioneers-agility","publishDate":"2019-01-30"}}},"content":[{"data":{},"marks":[],"value":"on our blog","nodeType":"text"}],"nodeType":"entry-hyperlink"},{"data":{},"marks":[],"value":". Additional survey results were presented by Maarit Laanti, founder of Nitor Delta, at the ","nodeType":"text"},{"data":{"uri":"https://www.researchgate.net/publication/333775064_SAFe_Adoptions_in_Finland_A_Survey_Research"},"content":[{"data":{},"marks":[],"value":"XP conference in Montreal","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" in May.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Now, the University of Helsinki, Nitor and Blekinge Institute of Technology are repeating the study in Sweden, where we also have our new office. We aim to collect research material that is comparable with the results from Finland and enable comparisons and analysis across the countries.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Cooperating with the University of Helsinki and Blekinge Institute of Technology guarantees a high quality of research. Both universities have carefully evaluated the questions used in the study. Response data and research results will be handled according to common scientific practices, and single respondents will not be connected to research results.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Make your voice heard","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"If you're working in Sweden or for a Swedish company, we hope that you participate in this study and help the agile community to form a picture of where we stand. People who are not using agile methods can also participate in the survey. You are also very welcome to share the link with your colleagues!","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Du kan även svara på enkäten på svenska!","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"bold"}],"value":"You can participate here:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"http://bit.ly/AgileSurveySweden2019"},"content":[{"data":{},"marks":[],"value":"http://bit.ly/AgileSurveySweden2019","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"The survey will be open until September 30st. We will draw an iPhone XS between all eligible participants who have given their contact details. See our ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/en/privacy-policy?_ga=2.222104411.298637041.1564047614-1831299999.1551183244"},"content":[{"data":{},"marks":[],"value":"Privacy Policy page","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" for information about collected data and gift draw rules.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"\n","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"1B6jVNPLqAC0V059VQBK4w","type":"Entry","createdAt":"2020-12-08T09:01:05.694Z","updatedAt":"2020-12-16T14:24:38.278Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":4,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"en-US"},"fields":{"name":"Erik Fallenius","jobTitle":"Lean Agile Coach","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.linkedin.com/in/erikfallenius/?originalSubdomain=fi"},"content":[{"data":{},"marks":[],"value":"Erik","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" is a Lean-Agile coach and enthusiastic about agile methods. 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","marks":[],"data":{}},{"nodeType":"hyperlink","content":[{"nodeType":"text","value":"Please check the detailed description in Scaled Agile pages","marks":[],"data":{}}],"data":{"uri":"https://www.scaledagile.com/certification/courses/implementing-safe/"}},{"nodeType":"text","value":".","marks":[],"data":{}}],"data":{}},{"nodeType":"heading-3","content":[{"nodeType":"text","value":"Duration and structure","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"This training class will be organised remotely, in 8 parts. 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Enroll at least one month before the course starts.","marks":[],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Normal: Helsinki 2995 € / Stockholm 31 500 SEK (+VAT) per person.","marks":[],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Price includes training materials, test and SAFe Program Consultant (SPC) certification to individuals who pass the test.","marks":[],"data":{}}],"data":{}}],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Cancellation policy: Cancellation has to be done 14 days before the course start to avoid costs. Cancellations made later than 14 days prior to the course will be charged 50 % of the course price. In case of no show the full price is charged. 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Clarity over the goal is missing or hidden under the complexity of the organization structure and dynamics, and people cannot grasp what it is they should now do differently.\n\nLean-Agile mindset and its guiding principles – like House of Lean, agile manifesto and 9 principles of SAFe – will help you to clarify your goals and lead your team through the transformation.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"2. How do we work to get there?","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"The second item is knowing what to change in the everyday work. You need to know the Lean-Agile tools and techniques (Scrum, Kanban, Epic Hypothesis, cost of delay) and how to apply them. Utilizing these practical, tried-out tools will help your organization proceed towards the goal. 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As the time from having an idea and a hypothesis to acquiring real, validated data gets shorter, your time spent guessing is minimized and you can steer your organization more accurately.\n\nWith that faster learning (read: development) cycle you either improve your costs or build better features to your customers. And you get that time-to-market automatically.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"\"It’s not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated.\" —W. Edwards Deming","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"SAFe Program Consultants are made of these elements. ","nodeType":"text"},{"data":{"uri":"http://www.nitor.com/en/training/safe-program-consultant"},"content":[{"data":{},"marks":[],"value":"Join us at SPC course on 25th - 28th of February 2019 in Helsinki","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"01eTICCxgalP85fE5NKdbs","type":"Entry","createdAt":"2020-12-08T07:35:16.325Z","updatedAt":"2020-12-17T21:58:58.744Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":7,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"en-US"},"fields":{"name":"Rami Sirkiä","jobTitle":"Managing director, Lean-Agile transformations","email":"rami.sirkia@nitor.com","phoneNumber":"+358 40 7319602","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Rami Sirkiä has MSc in Management Accounting and has bridged the finance function and software development function when he implemented a planning and financial system that complied with Scaled Agile SW development. Now he is helping companies to succeed in enterprise level agility.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6sQZAgAtgewCpxGH7UIdo8","type":"Asset","createdAt":"2020-11-27T17:22:39.510Z","updatedAt":"2020-11-27T17:22:39.510Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Rami Sirkiä profile blue cropped-2","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/6sQZAgAtgewCpxGH7UIdo8/e80477300cb4dd4245faec18ff0a79c7/Rami_Sirkia___profile_blue_cropped-2.jpg","details":{"size":2250736,"image":{"width":2000,"height":2000}},"fileName":"Rami_Sirkiä_profile_blue_cropped-2.jpg","contentType":"image/jpeg"}}}}}],"tag":[],"slug":"3-essentials-guide-your-organization-through-scaled-agile-transformation","publishDate":"2018-02-20"}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6uVA3z8f02EkoawkOiqro1","type":"Entry","createdAt":"2020-12-11T07:02:00.395Z","updatedAt":"2020-12-11T07:02:00.395Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["fi","en"],"title":"Scaled agile pioneer Maarit Laanti nominated as SAFe Fellow","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"YPfpI7So8hb85lpUYrXqr5","type":"Asset","createdAt":"2020-11-27T16:55:46.247Z","updatedAt":"2020-12-11T06:59:39.066Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"locale":"en-US"},"fields":{"title":"Maarit Laanti on blue background pointing with a finger smiling","description":"people, maarit","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/YPfpI7So8hb85lpUYrXqr5/cef9ed9ba1ce3e6ee8c8ec6dbc431803/Laanti_Maarit_you_transform.png","details":{"size":866917,"image":{"width":1134,"height":641}},"fileName":"Laanti_Maarit_you_transform.png","contentType":"image/png"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit Laanti is the first Nordic SAFe Fellow. It is the most prestigious distinction that can be awarded to individuals who have exhibited the highest levels of thought leadership and transformational expertise for implementing the Scaled Agile Framework.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Nitor’s Maarit Laanti has been nominated as SAFe Fellow. Only 20 people have received the distinction globally and Laanti is the first Nordic person to earn the honor. The esteemed nomination is given by Scaled Agile Inc., the American company behind Scaled Agile Framework or SAFe, the leading method of developing organizations to be more agile.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“I met Dr. Maarit Laanti while working at Nokia. In 2016 we had the opportunity to train over 140 executives at Nokia in emerging lean and agile practices. That training led to the creation of Leading SAFe. Maarit became an early and passionate supporter of SAFe as well as a thought leader on the subject of Agile Portfolio Management. Maarit has personally trained over 2,000 people in SAFe. She is a prolific writer, well respected by her peers, and has made many significant contributions to the SAFe community. We are thrilled to welcome her to the SAFe Fellow community,” says the creator of SAFe and Chief Methodologist of Scan Agile ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"Dean Leffingwell.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Scaled Agile Inc. offers certified training through its global partner network. SAFe is the most practiced method of managing lean and agile development of services and products. Around 500,000 people in 110 countries have completed the SAFe training so far.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“There are SAFe users in every possible industry from cybersecurity to satellites, motors, and car manufacturing as well as more traditional sectors within software development such as IT, banking, and insurance companies. Organizations are willing to invest in SAFe to improve their productivity, turnaround, quality, and the motivation of their employees,” ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"Maarit Laanti","nodeType":"text"},{"data":{},"marks":[],"value":" says.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit’s merits include contribution to ","nodeType":"text"},{"data":{"uri":"https://www.scaledagileframework.com/original-whitepaper-lean-agile-financial-planning-with-safe/"},"content":[{"data":{},"marks":[],"value":"Lean-Agile budgeting to the SAFe 3.0 framework","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" and the world’s first dissertation on the company-wide implementation of agile methodologies. Maarit has held countless talks and presentations and written insightful blogs on agile from fresh perspectives. You can soon see Maarit talk about the ","nodeType":"text"},{"data":{"uri":"https://europeansafesummit20iframe.azurewebsites.net/SessionDetail.aspx?id=658980"},"content":[{"data":{},"marks":[],"value":"new way of creating value stream analyses at European SAFe Summit","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", or meet her as track chair at ","nodeType":"text"},{"data":{"uri":"https://www.scan-agile.org/"},"content":[{"data":{},"marks":[],"value":"Scan Agile","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", or at ","nodeType":"text"},{"data":{"uri":"https://www.agilealliance.org/xp2020/"},"content":[{"data":{},"marks":[],"value":"XP conference","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" that are all held entirely online this year.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit’s thoughts on implementing SAFe the right way can also be found on Em Cambell-Pretty’s book ”","nodeType":"text"},{"data":{"uri":"https://www.amazon.com/ART-Avoiding-Train-Wreck-Practical-ebook/dp/B07Y1DRR86"},"content":[{"data":{},"marks":[],"value":"The ART of Avoiding Train Wreck","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"” or on ","nodeType":"text"},{"data":{"uri":"https://www.researchgate.net/profile/Laanti_Maarit"},"content":[{"data":{},"marks":[],"value":"recent whitepapers","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"“The Finnish language is especially close to my heart, and I’m thrilled that I was able to do my part in developing the Finnish SAFe terminology as well as localizing the framework. Finnish was the first and still the rarest language among other 11 ","nodeType":"text"},{"data":{"uri":"https://www.scaledagileframework.com/wp-content/uploads/2020/01/SAFe5Glossary-Finnish.pdf"},"content":[{"data":{},"marks":[],"value":"SAFe terminology translations","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":",” Maarit says.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"This year Maarit was also nominated as one of the 100 women who have helped to promote the use of Lean and Agile methods by Lean in Agile for Women. You can find Maarit’s LIA100 interview ","nodeType":"text"},{"data":{"uri":"https://www.youtube.com/watch?v=BVTlK4qt-jM&list=PLQuDdZKUikfCQUkqiq7uQljcrPszmkhJi&index=37&t=1315s"},"content":[{"data":{},"marks":[],"value":"here","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"More information about the other 20 SAFe Fellows can be found here:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.scaledagile.com/safe-fellows/"},"content":[{"data":{},"marks":[],"value":"https://www.scaledagile.com/safe-fellows/","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Contact:","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Maarit Laanti, Director, Nitor\n","nodeType":"text"},{"data":{"uri":"mailto:maarit.laanti@nitor.com"},"content":[{"data":{},"marks":[],"value":"maarit.laanti@nitor.com\n","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"puh. 040-530 8056","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"tag":[],"slug":"scaled-agile-pioneer-maarit-laanti-nominated-safe-fellow","publishDate":"2020-05-13","showRelatedArticles":true}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"95a7H8Wcyvhoe74uWt3zR2","type":"Entry","createdAt":"2020-12-11T07:15:13.496Z","updatedAt":"2020-12-11T07:15:13.497Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["en"],"title":"Culture follows structure","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"yFRTo3gazVViLFnv4Iu5x5","type":"Asset","createdAt":"2020-11-27T17:00:31.144Z","updatedAt":"2020-12-11T07:12:07.963Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"locale":"en-US"},"fields":{"title":"illustration of a train on red tracks on light blue graph paper background","description":"train, illustration","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/yFRTo3gazVViLFnv4Iu5x5/1bb984815552c1306390297ad012427a/Structure-drives-culture-FB.jpg","details":{"size":1043383,"image":{"width":1600,"height":702}},"fileName":"Structure-drives-culture-FB.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"As a community, advocates of agile often seem preoccupied with culture and mindset. However, organizational structure is one of the most important drivers of real change.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"\"","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Culture is the product of the system; change the system and behavior changes\" (John Seddon)","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As a community, advocates of agile often seem ","nodeType":"text"},{"data":{"uri":"https://youtu.be/iyKiiWMv1Qk"},"content":[{"data":{},"marks":[],"value":"preoccupied with the notions of culture and mindset","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". Even when people who have been involved in successful transformations actually talk about structural changes, they tend to refer to it as “changing the culture” - for example in these presentations by ","nodeType":"text"},{"data":{"uri":"https://areena.yle.fi/1-4382206"},"content":[{"data":{},"marks":[],"value":"Mirette Kangas","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" and ","nodeType":"text"},{"data":{"uri":"https://youtu.be/_dSA71NjVFE"},"content":[{"data":{},"marks":[],"value":"Fred George","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"This emphasis on culture paints the picture where “if you just change hearts & minds and train everyone, self-organization happens and things fall into place”.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"But the driver for real change is not culture but structure.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"My journeys in enterprises have taken me to places where seemingly everyone was trained in “agile” but as the key structures remained unchanged, the impediments persisted.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In one organization, “Done” did not mean that something was deployed and running in production. Done merely meant that the feature had been handed off to the Q&A and release organization. And as there was no easy way to measure the time in the Q&A and release phase, they measured the time spent in the development phase and called it the ‘lead time’. As we pointed this out and went on to explore this further, we discovered that for features that had been developed in 1-2 months, the total lead time could be as long as 18 months.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Another common example of a structural problem comes from contractual issues. In one organization, the people were excited about the new ways of working, and most had been trained as well. But upon asking if they could mix the current, component based teams to form cross-functional feature teams, the answer was a disheartened sigh.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"After a bit of prodding, it was revealed that because of the outsourcing contracts in place, this was considered impossible. Moreover, the outsourcing had resulted in a considerable amount of offshoring. This had led into people on different sites specializing further into certain kinds of tasks. Because everybody had to have something to work on, prioritizing according to highest customer value was not possible.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"And as the people who were responsible for the contracts did not feel the pain, nothing was done about these issues when the contracts were eventually renewed.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"You can’t change structure bottom-up","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Organizations tend to grow so that ","nodeType":"text"},{"data":{"uri":"https://www.youtube.com/watch?v=p_6OEMk3y28"},"content":[{"data":{},"marks":[],"value":"when problems occur, specialists are hired to take care of them","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". Over time this results in organizing such specialists into their own resource pools. Then work gets done by handing it over from one pool to another. Such structures are in direct contrast with the notion of cross-functional feature teams and organizing around delivering value to the customers.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In my experience, the drive to adopt agile often arrives at organizations at the level of development managers and team leads. However, the prevailing structures can only be changed by C-level executives, and hiring a “VP of agile” will not be enough.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Take it from the thought leaders","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"It doesn’t help that currently the most popular framework for scaling agile, SAFe, is not that explicit (at least compared to the total amount of material in the framework) of the need to change the structures. Examining the structures lurks under the notion of “applying systems thinking”.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"To me SAFe has seemed almost surprisingly agnostic about the matter as it allows “development value streams” and says that “there is no one right answer”. The fine print does warn though that with development value streams you will end up with a lot of dependencies.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"I had the chance of discussing this with folks from Scaled Agile Inc. They consider it a conscious choice: it's better to get a foot in the door and then proceed to help the client from there instead of getting completely turned down as a result of proposing radical changes up front.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"While that may be true, there are thought leaders who criticize SAFe from SAFe from the point of view that because of the sheer amount of material, it can easily turn into ","nodeType":"text"},{"data":{"uri":"https://dragilefant.com/2018/02/21/scaling-agile-safe-and-sound/"},"content":[{"data":{},"marks":[],"value":"scaffolding for the legacy organization to hide behind","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Also some thought leaders have taken the notion of changing the structure as a central part of their teaching. In fact, they consider the preoccupation with culture as ","nodeType":"text"},{"data":{"uri":"https://en.wikipedia.org/wiki/Failure_demand"},"content":[{"data":{},"marks":[],"value":"failure demand","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" caused by the inability to change structures.\n\nThey articulate this so well that I’ll step aside here and provide a few pointers so you can delve deeper into the matter.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"The ones I’ve raised here work quite well even if you only listen to the audio, so you can explore them while for example commuting. These speakers have also lot of other presentations available on Youtube which further deepens the point. Here’ I’ve tried to pick those presentations that most directly cover the point I’m trying to convey and put them into an order they are most easily approachable. Enjoy!","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Four presentations worth checking out:","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://twitter.com/mcottmeyer"},"content":[{"data":{},"marks":[],"value":"Mike Cottmeyer","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (2017): Is culture really the issue? (","nodeType":"text"},{"data":{"uri":"https://youtu.be/0KQLvTQnCBA"},"content":[{"data":{},"marks":[],"value":"Youtube","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", ","nodeType":"text"},{"data":{"uri":"https://www.leadingagile.com/podcast/agile-in-2017-is-culture-really-the-issue-w-mike-cottmeyer/#sthash.8Mnrv72i.uxfs"},"content":[{"data":{},"marks":[],"value":"podcast","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":")","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"unordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"“Most organizations are deeply flawed from the perspective of delivering value. Teaching them to want something is not enough. At some point you have to do the work of removing the impediments. And if the impediment is 2M lines of legacy mainframe code in a key business system, you just can’t go and get it fixed by the next sprint”","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"http://www.craiglarman.com"},"content":[{"data":{},"marks":[],"value":"Craig Larman","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (2016): More with LeSS: a decade of descaling with LeSS @ Agile Munich meetup (","nodeType":"text"},{"data":{"uri":"https://youtu.be/xoho0CbboTU"},"content":[{"data":{},"marks":[],"value":"Youtube","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":")","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"unordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"“I can quickly spot a young naive change person when they say you have to change culture; you can’t change culture”","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://twitter.com/jasonlittle"},"content":[{"data":{},"marks":[],"value":"Jason Little","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (2017): Rethinking agile transformation @ ","nodeType":"text"},{"data":{"uri":"http://www.agiletourmontreal.com/"},"content":[{"data":{},"marks":[],"value":"Agile Montreal","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (","nodeType":"text"},{"data":{"uri":"https://youtu.be/uft70aN4_Zs"},"content":[{"data":{},"marks":[],"value":"Youtube","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":")","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"unordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"“Co-optation is the most common mode I see. A VP of agile is hired, the structures persist, we do things as we always did them, and the agile is put in front of everything.”","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://twitter.com/tastapod"},"content":[{"data":{},"marks":[],"value":"Dan North","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (2017): How to break the rules @ ","nodeType":"text"},{"data":{"uri":"https://gotoams.nl/2017"},"content":[{"data":{},"marks":[],"value":"Goto 2017","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (","nodeType":"text"},{"data":{"uri":"https://youtu.be/hZFShSjAhlQ"},"content":[{"data":{},"marks":[],"value":"Youtube","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":")","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"unordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"“In companies we have a huge number of rules to cope with the limitations of the old way of working. 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With it comes a number of important changes. We will go through the key changes and additions in a series of articles. In this first part we’ll look into the updated Big Picture, Business Agility, and the seven core competencies.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"It’s been four years since the last major release of SAFe®, Scaled Agile Framework, but in January the framework will be updated to 5.0. 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Quick response to change is what ensures that the company stays one step ahead of the competition.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As successful forerunners in various business segments have experienced, agility expands far beyond digital development and so does the upcoming framework release.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In SAFe 5.0 there are seven core competencies which all need to be mastered in order to achieve ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Business Agility","nodeType":"text"},{"data":{},"marks":[],"value":". There’s also a new overview illustrating how the seven core competencies combine into ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Business Agility","nodeType":"text"},{"data":{},"marks":[],"value":". In the center of it all is the Customer.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"KnE3czl6HbGrFJhPEDeGc5","type":"Asset","createdAt":"2020-11-27T17:00:30.049Z","updatedAt":"2020-11-27T17:00:30.049Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"pasted_image_0_1.png","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/KnE3czl6HbGrFJhPEDeGc5/6945ea396c165f8797ea81a314ef0f5b/pasted_image_0_1.png","details":{"size":557217,"image":{"width":1600,"height":1220}},"fileName":"pasted_image_0_1.png","contentType":"image/png"}}}},"content":[],"nodeType":"embedded-asset-block"},{"data":{},"content":[{"data":{},"marks":[],"value":"Yes, the Customer has always been at the heart of Agile and when going scaled it is no different. The upcoming release underlines the importance of making an ongoing effort to understand your customers, balancing it with efficient delivery of value. We will discuss the framework additions related to that in a later article. 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Three dimensions express what it means:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"bold"}],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"1. Learning Organization","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Individuals learning and growing on all levels enable organizational learning and the ability to adapt to changes","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"2. 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Again underpinning the broadened scope of SAFe.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{},"content":[{"data":{},"marks":[],"value":"In the next article","nodeType":"text"}],"nodeType":"entry-hyperlink"},{"data":{},"marks":[],"value":" we will explore the second big change: ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Customer centricity","nodeType":"text"},{"data":{},"marks":[],"value":". Stay tuned!","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Go to our","nodeType":"text"},{"data":{},"marks":[],"value":" ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/en/training"},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Training website","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"for more information about planned courses and sign up to a course near you.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6NjeaT00VeVRz2Qilg1X7t","type":"Entry","createdAt":"2020-12-08T09:48:28.195Z","updatedAt":"2020-12-15T11:08:09.578Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":4,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"en-US"},"fields":{"name":"Andreas Tjernsten","jobTitle":"Senior Lean-Agile Coach","email":"andreas.tjernsten@nitor.com","phoneNumber":"+46 72 5299995","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.linkedin.com/in/andreastjernsten/"},"content":[{"data":{},"marks":[{"type":"underline"}],"value":"Andreas Tjernsten","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" is on a quest for more effective, efficient and happy organizations where people thrive. He has worked with product and service development in large organizations for over 20 years and learned from many mistakes while changing the way work is done. 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Nitor Lean - Agile coaches have gathered these patterns during large agile transformations and extensive agile research since 2006.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Consultants have a tendency to look at the bright side of the agile changes and see the success patterns more often than the failure patterns. Often, the failure patterns are more obvious and surface more easily. Here are the top 5 patterns based on our experience and ","nodeType":"text"},{"data":{"uri":"http://www.nitor.com/download_file/view/738/628"},"content":[{"data":{},"marks":[],"value":"extensive research","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Pattern #1:Executive Leaders are not involved in Agile change","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you see the business value potential and measure its growth?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Are you as manager feeling the pain of the changing needs?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Agile transformation is about paradigm change, it’s about starting a continuous learning journey. It touches everyone and every function inside the organization. It transforms the company structures from top to bottom. Management should understand how to adapt organization structure, decision making and policies into Agile way of working.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In the most successful changes we have seen, the top managers are acting as role models for the change, being the first ones to change their own behaviour and using a lot of time to discuss, learn, and understand the nature and benefits of agility.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Are you as manages feeling that bi-weekly decision meetings are too seldom?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you as a manager require reports or have timely transparency on your customer value progress?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Are you as a top manager passionately changing together with the whole organization or following change program via progress reports?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Pattern #2: Change is seen as an IT or R&D bubble initiative","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Agile is a mindset change that starts from customer need and ends by validating the value hypothesis. It’s about understanding how customer value flows fast throughout the entire organization.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In most cases, we have observed that agile change starts at IT or R&D department. The software development methods are evolving faster than the organization as a whole. Then the pressure towards product management and business side has grown so that the rest of the organization has been pulled into the change. In best cases, change has started by understanding the whole system, where the IT/R&D is only one part of the whole value chain.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you think that Agile is only about product/service development?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Is your change trapped in IT bubble where business and product resist change?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Is your focus on how IT processes are defined - or what should be delivered next?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Pattern #3: Change is defined as a Project with pre-defined end date and tight budget","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"A successful change is iterative in nature. The organization starts to learn step by step how to change their current setup towards an iterative one. It is all about a never-ending transformation journey! Change involves everyone, is based on voluntary participation, is embracing transparency and giving authority to persons involved. The change itself is living and breathing agility.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"The false certainty that is often requested by us: “Give us a 6 months project implementation plan, budget and outcome”. If you have a profoundly thought-out Agile implementation plan, with resource allocation and project end date decided upfront, you are probably following the pattern #3.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Have you decided upfront how agile implementation will take place?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Have you indicated all major risks in advance?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you prefer plans with false certainty or do you admit that the future is unknown?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Pattern #4: The need of new thinking and new mindset is undervalued","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"\"Like fish that can’t conceive of a world not immersed in water, most of us can’t envision management practices that don’t correspond to the norms of our own experience.” (Hamel, 2007, The future of management).\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As G.Hamel states you need to experience the new norms. You need to create your own understanding of how the new practices bring value. This cannot be explained by PowerPoint presentations or trainings, although they can give you nice inspiration. You need to change your thinking from resource optimization to flow optimization, in all aspects. Understanding what works in your environment and what does not.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"We have seen too many ‘changes’ where only the titles of the persons have changed but not how they think and manage the flow. Too many ‘changes’ where ‘transparency’ means individual level resource follow-up by Jira. Too many ‘changes’ where ‘team’ members change each time a new assignment starts. An experienced coach is valuable to recognize such patterns and offer help to move forward by coaching the organization over the difficulties that can be the real success factors.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you find previous project managers in the scrum master roles?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"At the point of crisis, do you prefer old familiar way of working – or do you trust emerging WoW?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Do you think that after few days’ training you know how to change your organization?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Pattern #5: Time needed for unlearning old behaviours is undervalued","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Change requires time. Unlearning takes time and can be even harder than learning new habits. Learning happens in real work environment, not in classrooms. Focus is on fast learning loops instead of valuing the time for learning. Focus is on valuable output instead of keeping people 100% utilised. Focus is on small validated customer deliveries instead of big batch deliveries.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In the best cases that we have seen 20%–30% of time is allocated for the change, learning and understanding new behaviours for the first 6–8 months. There is no separate ‘change organization’ but the change is driven with real persons doing real work. Some new agile roles are dedicated full time to build the new system.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"How many people are helping your organization to move forward full time?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"How many improvements have you executed in the last 2 weeks?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Have you declared that “Now we are Agile!” and a new change initiative can take place?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As Lean-Agile coaches we constantly see agile transformations that carry some of these failure signals. Agile transformation does not happen overnight. We are in a mission of making Finland a little bit better place and therefore do not want companies to waste money on transformations that strongly signal the failure patterns.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"No one will get credit of being ‘compliant with agile’: it is not a goal in itself. 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Below you find two common symptoms for when your meetings and workshops aren’t as effective as they could be.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"People working on other things in parallel or dropping off from calls","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Working online sometimes makes it difficult for people to concentrate as there might be other family members and pets calling for attention. Also, it might be tempting to work on several things in parallel. 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The less vocal participants often have important and very valid viewpoints that provide meaningful insights to a meeting.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In an online setting, this becomes even more difficult to ensure as some people might be very uncomfortable talking to people they don’t see in real life. 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We know people by heart and have real-world experience to facilitate effective events both online and physically.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"We can help you to facilitate online sessions, for instance, when:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"You have teams without Scrum Masters","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"You are organized in teams of teams without anyone taking on the role of Chief Scrum Master or Release Train Engineer (RTE)","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"There are Product Owners who would like to focus on the business content and prioritization, but need help with facilitation – we will give you a lift-up that helps you to thrive!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"list-item"}],"nodeType":"unordered-list"},{"data":{},"content":[{"data":{},"marks":[],"value":"Your people may need a neutral but experienced person outside their organization to talk to and get guidance from – offer them external coaching from us to help alleviate the anxiety of working online.\n\n\nDon’t hesitate to contact us at ","nodeType":"text"},{"data":{"uri":"mailto:sales@nitor.com"},"content":[{"data":{},"marks":[],"value":"sales@nitor.com","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" if you need help facilitating meetings and team events online.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6NjeaT00VeVRz2Qilg1X7t","type":"Entry","createdAt":"2020-12-08T09:48:28.195Z","updatedAt":"2020-12-15T11:08:09.578Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":4,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"en-US"},"fields":{"name":"Andreas Tjernsten","jobTitle":"Senior Lean-Agile Coach","email":"andreas.tjernsten@nitor.com","phoneNumber":"+46 72 5299995","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.linkedin.com/in/andreastjernsten/"},"content":[{"data":{},"marks":[{"type":"underline"}],"value":"Andreas Tjernsten","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" is on a quest for more effective, efficient and happy organizations where people thrive. He has worked with product and service development in large organizations for over 20 years and learned from many mistakes while changing the way work is done. 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Forget those function points!","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"B4JECObFUbRiJ2195qvCm1","type":"Asset","createdAt":"2020-11-27T16:55:51.196Z","updatedAt":"2020-11-27T16:55:51.196Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Function-points-FB2x.png","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/B4JECObFUbRiJ2195qvCm1/214bdc659f9428282cb248d0aaccc1d7/Function-points-FB2x.png","details":{"size":293040,"image":{"width":3200,"height":1800}},"fileName":"Function-points-FB2x.png","contentType":"image/png"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Function points were invented to quantify the amount of logic in code as a better means to measure productivity. It was never the perfect solution but in the world of long waterfall projects better alternatives didn’t exist. Nitor's Lean-Agile Coach Kati Laine explains why we should – finally – stop using function points as a measure of coding efficiency.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Until just a few weeks ago, I thought measuring coding efficiency using ","nodeType":"text"},{"data":{"uri":"https://en.wikipedia.org/wiki/Function_point"},"content":[{"data":{},"marks":[],"value":"function points","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" had already been killed dead. Sadly I was wrong. In this post, I’ll share what happened and my two cents on why we should stop digging them up from their grave.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As a Lean-Agile coach at a customer organization I bumped into a few people pondering a request from management. They had been told to implement function point calculation on the code their development teams and release train had delivered during the year. They were struggling to make up their minds on whether to refuse this request or just to comply and provide the data. Long story short, I told them to prepare for a fight. We would show the request was nuts.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"I’m sure the management had good intentions. They wanted to see how the release train and the teams were doing. The problem is that the function point calculation will not provide useful data, and it can even be hazardous.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"Of course, this is not a unique approach. People in software development have tried to measure the output of programmers in many ways. The first method was to simply measure the lines of code produced in a given amount of time.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"But if you know anything about programming, you know the amount of code a programmer can write daily will not tell you much about their productivity - especially if they know that's how they are measured. The same applies to writing: counting the words in a book or a blog post will not help you figure out the meaning or impact of the text.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Function points were invented to quantify the amount of logic in code as a better means to measure productivity than lines of code, as well as means to size up information systems. It was never the perfect solution, but in the world of long waterfall projects better alternatives didn’t exist.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"So what's the problem with this request from management? Aren’t function points then the best way to measure how teams are doing? Well, no. Here’s why function points can't measure team performance:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"1. Agility is built on the realization that to create value, you need both the business acumen to come up with a valuable idea and the capability to implement that idea.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Your business can come up with killer ideas that aren't even remotely implementable. You can also have superior programmers whose output of smartly written code (and function points) is off the record, but if you spend that programming power on creating the wrong thing, you still get nothing of value. In both cases, parts of your system are working wonderfully, but the end result may still be a failure.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"2. The best ideas and implementations are often simple. Less code (and function points) may really mean more value.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"That doesn't mean there wasn't a lot of effort behind most simple and elegant solutions. The team and the business may have gone through several different approaches before finding the one that works. Also from this perspective we have nothing to gain from knowing if we've produced more or less function points this month compared to earlier times.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"3. Measuring the wrong thing leads to optimizing the wrong thing.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"I would hate to see teams try to come up with more function points instead of more value. So not only is the value of function point data low, there’s also a big risk in relying on it.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"While function points still exist I’m definitely not alone with wanting to get rid of them: a ","nodeType":"text"},{"data":{"uri":"https://www.researchgate.net/publication/279917425_Functional_Size_Measures_and_Effort_Estimation_in_Agile_Development_A_Replicated_Study"},"content":[{"data":{},"marks":[],"value":"joint study by different European universities","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" stated that expert based estimations are more accurate than those obtained by means of models, calculated with functional size measures. The study in question was repeated in several different web development projects with and without the GUI component.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"If you're looking for better ways to measure your or your team's development, consider joining one of ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/en/training"},"content":[{"data":{},"marks":[],"value":"Nitor's courses.","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[],"tag":[],"slug":"want-agility-forget-those-function-points","publishDate":"2018-02-26","showRelatedArticles":true}}]}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"2dNiAFpcVIvYthXKRKO8wu","type":"Entry","createdAt":"2020-12-09T11:04:45.001Z","updatedAt":"2020-12-17T19:44:59.800Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":7,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"course"}},"locale":"en-US"},"fields":{"lang":["en","fi"],"title":"SAFe® Advanced Scrum Master","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"lQ7wOo6m9XpykaEuNxNBk","type":"Asset","createdAt":"2020-12-17T19:33:44.853Z","updatedAt":"2020-12-17T19:33:44.853Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Ari Koli","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/lQ7wOo6m9XpykaEuNxNBk/7cfea4b55858196b9543cc619f91fc6d/Ari_Koli.jpg","details":{"size":588570,"image":{"width":3200,"height":2133}},"fileName":"Ari Koli.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"This course prepares current Scrum Masters for their leadership role in facilitating Agile team, program, and enterprise success in a SAFe® implementation. 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She has done her dissertation on large scale agile transformation. Maarit, a SAFe Fellow, is one of the contributors of SAFe methodology and is the first certified SAFe program consultant trainer in Finland.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"4XCQgLeEAu8jPziqTl80aE","type":"Asset","createdAt":"2020-11-27T17:23:07.517Z","updatedAt":"2020-11-27T17:23:07.517Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Maarit Laanti profile blue cropped","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/4XCQgLeEAu8jPziqTl80aE/9d11123e31fd19cff97c67569dfdd632/Maarit_Laanti_profile_blue_cropped.jpg","details":{"size":1956959,"image":{"width":1999,"height":2000}},"fileName":"Maarit_Laanti_profile_blue_cropped.jpg","contentType":"image/jpeg"}}}}}],"tag":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"4bIT5OtPx1BZIcKBqcxKPu","type":"Entry","createdAt":"2020-08-25T08:21:51.316Z","updatedAt":"2020-12-11T21:07:35.572Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":3,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"tag"}},"locale":"en-US"},"fields":{"name":"SAFe","slug":"safe-course"}}],"slug":"safe-advanced-scrum-master","showRelatedArticles":true,"relatedArticles":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"kGcxoimvgjcErBhVpOJvd1","type":"Entry","createdAt":"2020-12-08T07:53:35.066Z","updatedAt":"2020-12-18T17:02:49.780Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["en","fi"],"title":"Would you fire Jukka Jalonen?","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"O4nKFg5M2V23InT8kw5El1","type":"Asset","createdAt":"2020-11-27T17:00:26.766Z","updatedAt":"2020-12-21T08:09:16.129Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"locale":"en-US"},"fields":{"title":"Game plan drawn on an ice hockey court drawing","description":"Jukka Jalonen ","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/O4nKFg5M2V23InT8kw5El1/e21651b62d60ee746542927ce88766cb/Scrummarit.2..jpg","details":{"size":96206,"image":{"width":1105,"height":621}},"fileName":"Scrummarit.2..jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Scrum Master or Agile Coach does not just run errands. They hold a broader picture and use their insight to provide the best possible coaching for the team. In fact, they have a lot in common with ice hockey coaches.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"When the Finnish men’s national ice hockey team plays in a tournament, the head coach Jukka Jalonen is in all the sports news on every channel. We are eager to hear what he has to say about our team’s performance. And when the team plays poorly, all eyes quickly turn on the coach and where they failed. It’s evident we think the coach has a significant impact on how the team performs.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"So why is it that we have so many software teams without a Scrum Master or an Agile Coach? As a team coach myself, I’ve been asking this question in the organizations I’ve worked with.There is one answer that keeps repeating.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Scrum Master – not only a facilitator","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"The most common one is that the role is misunderstood. A Scrum Master is seen as a secretary, who organizes meetings, updates Jira tickets and runs errands for the team. While being a facilitator for the team is indeed part of the job, the most critical and often missing part is coaching the team to improve their game relentlessly. In this game, you score when you deliver value to the customer, and you will need to do that frequently and reliably. That is the Scrum Master’s main goal and reason for everything they do with the team.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"An ice hockey team has a goalie, defenders and forwards, who typically have strong expertise to play their exact position, just like developers and testers in an agile cross-functional team. In team sports, players spend a lot of time training together, and their common goal of scoring and winning is embedded in everything they do. At work, our teams also have common goals, but they are sometimes hidden beneath a layer of individual goal setting, resource utilization targets and so on. Often the first move for a Scrum Master or an Agile Coach is to dust the common goal and start looking into how often we actually scor… ahmm, deliver value together. When team members tend to focus on their own work, the Scrum Master has their eye on the whole. They help individual contributions to advance towards the common goal.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Reaching an agile team’s full potential","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Improving the frequency of delivering value in a software team is quite context-dependent, but there is one typical obstacle to scoring often: resource utilization thinking. In a typical team, every team member optimizes their own working time.This means everyone is basically playing with a few pucks at any one time, then putting them aside to wait for someone else to pick them up and work with them further. This results in a lot of work in progress but rare deliveries. A skilled Scrum Master can help their team optimize the amount of work in progress, increasing the speed and rate of deliveries instead of individual utilization. This will amplify learning as well, as frequent delivery also means more frequent feedback.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"No matter how good your team is as individuals, for excellent teamplay, you also need an excellent coach. A superb coach has been around the block. They know the game and how to lead the way to unlock the team’s full potential. This is true for sports as well as Agile teams.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Need an experienced Agile Coach to guide your team or mentor your existing Scrum Masters? We’d be happy to help, just drop us a note!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[],"tag":[],"slug":"would-you-fire-jukka-jalonen","publishDate":"2020-01-24"}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"cpe980Fz9IB37djKg8d5t2","type":"Entry","createdAt":"2020-12-08T07:51:10.684Z","updatedAt":"2020-12-08T07:51:10.684Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["en"],"title":"​“This may be a stupid question, but…”","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"Hvi5EZGwleLQ3tFYedfP95","type":"Asset","createdAt":"2020-11-27T16:57:16.986Z","updatedAt":"2020-11-27T16:57:16.986Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Stupid-questions-fb.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/Hvi5EZGwleLQ3tFYedfP95/10d9f99d9acf612e00715acd766f511d/Stupid-questions-fb.jpg","details":{"size":1110132,"image":{"width":1600,"height":702}},"fileName":"Stupid-questions-fb.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"There’s no better question than a stupid question! High performing teams reveal themselves in the way team members work towards better mutual understanding.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"As a coach, I often meet new agile teams and even SAFe trains (a team of agile teams). My first touch point with the team is usually an agile event, a sprint planning or a SAFe PI planning. These events offer me a great opportunity to observe team members doing their thing and cooperating. Naturally I want to quickly get a pulse of how the team is doing so that I can figure out how to best help them improve.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"When making my diagnosis, one of the things I listen for are ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"stupid questions","nodeType":"text"},{"data":{},"marks":[],"value":". Mind you, the questions I look for are not stupid at all. The name derives from the fact that when posing one, people often start \"This may be a stupid question, but...\". In fact, these questions are often ground-breaking because they force important but hidden assumptions to surface.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"The reason people start their question apprehensively is because they sense there is a valuable piece of information buried here, but at the same time they feel they may be expected to know the answer already and fear they will look stupid for asking. The funny thing is that often it turns out the person who finally airs the question isn’t the only one missing the piece of information.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"For me as the coach observing the conversation these questions have another meaning.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"I silently applaud every stupid question I hear, and if I don't hear any, I know there's a lot of work to be done.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"In a gelled, high-performing team you hear these questions all the time. That's because the team members have trust in each other. They know each other’s strengths and weaknesses so they don't need to try to appear more knowledgeable than they are. A mature team also strives to create a common understanding before taking action even when it requires a lot of effort, as they've realised it's the fastest way to get things done right in the long run.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"When a group of people are put together as a new team, these things are not in place. Trust doesn’t just magically appear, it takes time and effort. Some groups never grow into a high-performing team if they’re left to their own devices, as there often is constant pressure to concentrate on everyone's \"real work\".","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Also, surprisingly many software professionals haven't experienced a high-performing team, so they don't even know what they’re missing. Not to mention it's only natural for people to want to look good in front of their peers. This can lead to silos of knowledge and bottlenecks inside the team. This results easily in poor quality and slow progress in both getting the work done as well as developing as professionals and a team. Eventually it brings about loss of motivation for everyone involved.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"An experienced Scrum Master or an Agile coach can help establish the ways of working as well as the team atmosphere so that high performance will be achieved quickly. Stupid questions are an important tool for them, too. They will not only help the team to get the actual answers, but to show example, kickstart productive conversation and build the culture of trust and openness.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Also, a good opportunity to ask some stupid questions is a ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/fi/koulutus/safe-scrumxp"},"content":[{"data":{},"marks":[],"value":"SAFe for Teams course","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". Give your new team a headstart!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[],"tag":[],"slug":"may-be-stupid-question","publishDate":"2018-03-21","showRelatedArticles":true}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"6XMoqqW8haj2yIOhVdTVr2","type":"Entry","createdAt":"2020-12-08T07:44:38.581Z","updatedAt":"2020-12-08T07:44:38.581Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"en-US"},"fields":{"lang":["en"],"title":"​Want agility? Forget those function points!","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"B4JECObFUbRiJ2195qvCm1","type":"Asset","createdAt":"2020-11-27T16:55:51.196Z","updatedAt":"2020-11-27T16:55:51.196Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Function-points-FB2x.png","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/B4JECObFUbRiJ2195qvCm1/214bdc659f9428282cb248d0aaccc1d7/Function-points-FB2x.png","details":{"size":293040,"image":{"width":3200,"height":1800}},"fileName":"Function-points-FB2x.png","contentType":"image/png"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Function points were invented to quantify the amount of logic in code as a better means to measure productivity. It was never the perfect solution but in the world of long waterfall projects better alternatives didn’t exist. Nitor's Lean-Agile Coach Kati Laine explains why we should – finally – stop using function points as a measure of coding efficiency.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Until just a few weeks ago, I thought measuring coding efficiency using ","nodeType":"text"},{"data":{"uri":"https://en.wikipedia.org/wiki/Function_point"},"content":[{"data":{},"marks":[],"value":"function points","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" had already been killed dead. Sadly I was wrong. In this post, I’ll share what happened and my two cents on why we should stop digging them up from their grave.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As a Lean-Agile coach at a customer organization I bumped into a few people pondering a request from management. They had been told to implement function point calculation on the code their development teams and release train had delivered during the year. They were struggling to make up their minds on whether to refuse this request or just to comply and provide the data. Long story short, I told them to prepare for a fight. We would show the request was nuts.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"I’m sure the management had good intentions. They wanted to see how the release train and the teams were doing. The problem is that the function point calculation will not provide useful data, and it can even be hazardous.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"Of course, this is not a unique approach. People in software development have tried to measure the output of programmers in many ways. The first method was to simply measure the lines of code produced in a given amount of time.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"But if you know anything about programming, you know the amount of code a programmer can write daily will not tell you much about their productivity - especially if they know that's how they are measured. The same applies to writing: counting the words in a book or a blog post will not help you figure out the meaning or impact of the text.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Function points were invented to quantify the amount of logic in code as a better means to measure productivity than lines of code, as well as means to size up information systems. It was never the perfect solution, but in the world of long waterfall projects better alternatives didn’t exist.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"So what's the problem with this request from management? Aren’t function points then the best way to measure how teams are doing? Well, no. Here’s why function points can't measure team performance:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"1. Agility is built on the realization that to create value, you need both the business acumen to come up with a valuable idea and the capability to implement that idea.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Your business can come up with killer ideas that aren't even remotely implementable. You can also have superior programmers whose output of smartly written code (and function points) is off the record, but if you spend that programming power on creating the wrong thing, you still get nothing of value. In both cases, parts of your system are working wonderfully, but the end result may still be a failure.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"2. The best ideas and implementations are often simple. Less code (and function points) may really mean more value.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"That doesn't mean there wasn't a lot of effort behind most simple and elegant solutions. The team and the business may have gone through several different approaches before finding the one that works. Also from this perspective we have nothing to gain from knowing if we've produced more or less function points this month compared to earlier times.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"3. Measuring the wrong thing leads to optimizing the wrong thing.","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"I would hate to see teams try to come up with more function points instead of more value. So not only is the value of function point data low, there’s also a big risk in relying on it.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"While function points still exist I’m definitely not alone with wanting to get rid of them: a ","nodeType":"text"},{"data":{"uri":"https://www.researchgate.net/publication/279917425_Functional_Size_Measures_and_Effort_Estimation_in_Agile_Development_A_Replicated_Study"},"content":[{"data":{},"marks":[],"value":"joint study by different European universities","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" stated that expert based estimations are more accurate than those obtained by means of models, calculated with functional size measures. The study in question was repeated in several different web development projects with and without the GUI component.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"If you're looking for better ways to measure your or your team's development, consider joining one of ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/en/training"},"content":[{"data":{},"marks":[],"value":"Nitor's courses.","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[],"tag":[],"slug":"want-agility-forget-those-function-points","publishDate":"2018-02-26","showRelatedArticles":true}}]}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"4JplqqRccvj3NooiV7FBPi","type":"Entry","createdAt":"2020-08-21T06:15:31.946Z","updatedAt":"2020-12-17T19:44:17.306Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":10,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"course"}},"locale":"en-US"},"fields":{"lang":["en","fi"],"title":"SAFe® Product Owner / Product Manager","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"1p8bNqtliVIhjaoVGZx8OZ","type":"Asset","createdAt":"2020-12-17T19:26:12.076Z","updatedAt":"2020-12-17T19:26:12.076Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"en-US"},"fields":{"title":"Maarit Laanti","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/1p8bNqtliVIhjaoVGZx8OZ/6f0a55865ff15839a4e8206b16cc4888/Maarit_Laanti.jpg","details":{"size":561523,"image":{"width":3200,"height":2133}},"fileName":"Maarit Laanti.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"SAFe Product Owner / Product Manager training is targeted at people responsible for internal product management. 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Lean-Agile budgeting doesn’t offer quick wins but helps the entire company operate more cost-efficiently for long-term savings.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Rami Sirkiä, Senior Lean Agile Coach and SAFe SPCT from Nitor talks about Agile-Lean budgeting and its benefits in the ","nodeType":"text"},{"data":{"uri":"https://open.spotify.com/episode/2KbFDppaUEJAfYetN4V2V4?si=u6pARZBQRiWo6Yx91JeSDQ"},"content":[{"data":{},"marks":[],"value":"Agile Cockpit podcast","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". To get you started, here’s a recap on what Lean-Agile budgeting actually means and why you should get interested.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Companies often operate with a “cost controlling” mindset, actively trying to achieve more with less money. But it also leads to focusing on variance-to-plan rather than using the latest information and doing the right thing.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"One example of challenging behavior this mindset creates is how cost centers have a set annual budget. This often leads to spending the full budget to avoid any cuts for the following year. One evidence of this challenge is a study in Finnish municipalities that showed that December spending was tenfold compared to any other month. You can consider yourself how this mindset makes organizations inflexible, leaving them unable to function efficiently as - things will change, and plans would need to be changed.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Instead of looking into optimizing small separate sections and sub-systems, organizations should learn how to streamline the entire system to operate more efficiently. That’s when the overall costs start to go down long-term.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Treating budgets like an ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"accepted burn rate to build a competitive advantage","nodeType":"text"},{"data":{},"marks":[],"value":" helps to achieve a more agile governance model that enables results and fosters growth. Allocation today is based on the needed competencies and visions of the company today, where the performance and end-user response will dictate how the budget gets balanced tomorrow to ensure the optimal distribution of investments.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"For more insights, don’t forget to check out our white paper on ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/application/files/8314/6737/4669/Whitepaper-24-Dec-2013-Lean-and-Agile-Financial-Planning.pdf?_ga=2.170295392.190608313.1589780273-242203020.1589357572"},"content":[{"data":{},"marks":[],"value":"Lean and Agile financial planning","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":".","nodeType":"text"},{"data":{},"marks":[],"value":"\n","nodeType":"text"},{"data":{},"marks":[],"value":"\n","nodeType":"text"},{"data":{},"marks":[],"value":"\n","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"01eTICCxgalP85fE5NKdbs","type":"Entry","createdAt":"2020-12-08T07:35:16.325Z","updatedAt":"2020-12-17T21:58:58.744Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":7,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"en-US"},"fields":{"name":"Rami Sirkiä","jobTitle":"Managing director, Lean-Agile transformations","email":"rami.sirkia@nitor.com","phoneNumber":"+358 40 7319602","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Rami Sirkiä has MSc in Management Accounting and has bridged the finance function and software development function when he implemented a planning and financial system that complied with Scaled Agile SW development. 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