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Now, let’s look into the second major change, which also is closely related to the first – putting the Customer left, right, and center of everything an Organization does.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"SAFe defines the goal with Lean thinking in the ","marks":[],"data":{}},{"nodeType":"text","value":"SAFe House of Lean as follows","marks":[{"type":"italic"}],"data":{}},{"nodeType":"text","value":":","marks":[],"data":{}}],"data":{}},{"nodeType":"blockquote","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"The goal of Lean is to deliver the maximum customer value in the shortest sustainable lead-time while providing the highest possible quality to customers and society as a whole","marks":[{"type":"italic"}],"data":{}}],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"In order to maximize something, you have to understand what it is. Understanding value has become paramount for organizations providing direct Value to consumers (Business to Consumer products & services). The phrase “customer is king” has never been more true digitalization has driven personalization, which makes it more important than ever to appeal to individual Customers of your business. The Customers have multiple options to choose from only one smartphone away for almost any product or service; why would they choose yours?","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"The key lies in understanding your Customers.","marks":[],"data":{}}],"data":{}},{"nodeType":"heading-2","content":[{"nodeType":"text","value":"Customer Centricity & Design Thinking – balancing Doing the Thing Right with Doing the Right Thing","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"A common question when looking at the SAFe Big Picture has been “Where’s the Customer?” and until now, the Customer has been represented by a small icon far up to the right. Not anymore. Also, over the last ten years, there’s been a lot of development in the Design community when it comes to methods, tools & practices to better understand and empathize with the Customer. But how to apply those in a SAFe context?","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"In the Big Picture, the Customer has moved from the Solution level into Essential to emphasize that the Customer isn’t optional. 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It just hasn’t been clear to everyone since up until now it has only been implicit. The Customers decide what is valuable to them, so in order to be a successful Business, focus has to be on maximizing Value while minimizing the effort to provide it. Organizations also need to have the ability to reorganize around the changed value flow when customer or market conditions change. Continuously. Relentlessly.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"In the third and final article, we highlight some of the more subtle but important changes to SAFe and make an overall conclusion about the upcoming release. 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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. The update has already created quite some buzz since it was announced in SAFe Summit on October 2nd.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Already on the ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Big picture","nodeType":"text"},{"data":{},"marks":[],"value":" overview depicted below (preliminary version) you’ll notice that it is visually quite different from the current 4.6 release.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"So, what are the major changes that you and your organization can benefit from?","nodeType":"text"}],"nodeType":"paragraph"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"T5ygW7ywq1nPaH0fSOuRe1","type":"Asset","createdAt":"2020-11-27T16:56:38.749Z","updatedAt":"2020-11-27T16:56:38.749Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"pasted_image_0.png","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/T5ygW7ywq1nPaH0fSOuRe1/fcf577d260b3dd471505d9b9ee405716/pasted_image_0.png","details":{"size":532311,"image":{"width":1600,"height":1152}},"fileName":"pasted_image_0.png","contentType":"image/png"}}}},"content":[],"nodeType":"embedded-asset-block"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Business Agility - the key ability for thriving in the Digital Age","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"In the upcoming version of SAFe it is made clear that in order for a Lean enterprise to thrive in the digital age, ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"all","nodeType":"text"},{"data":{},"marks":[],"value":" people involved in the business need to work together and use Lean & Agile principles as guideposts.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://v5preview.scaledagileframework.com/business-agility/"},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Business Agility","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" is the combination of two abilities; to sense changes in market conditions and to respond to them by adapting the organisation, way of working, products, offerings, services (whatever needed) as a response to that change. 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":"fi-FI"},"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. Let’s look closer at the core competencies.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"New and changed core competencies - expanding beyond Digital Business Development","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"\nThe five core competencies of SAFe have become seven; ","nodeType":"text"},{"data":{"uri":"https://v5preview.scaledagileframework.com/organizational-agility/"},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Organizational Agility","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" and ","nodeType":"text"},{"data":{"uri":"https://v5preview.scaledagileframework.com/continuous-learning-culture/"},"content":[{"data":{},"marks":[{"type":"italic"}],"value":"Continuous Learning Culture","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" being the two new core competencies.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"bold"}],"value":"The first one, ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"},{"type":"bold"}],"value":"Organizational Agility","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":", is defined by:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"1. 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Strategy Agility","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Enterprise level ability to sense changes in market conditions combined with adaptability to change the strategic direction whenever never. One is not enough without the other.\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[{"type":"bold"}],"value":"The second new core competence, ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"},{"type":"bold"}],"value":"Continuous Learning Culture","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":", addresses the importance of ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"},{"type":"bold"}],"value":"Learning in the Digital Age","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":". 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. Relentless Improvement","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"The whole Enterprise focuses on continuous improvement of products, solutions and processes\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"3. Innovation Culture","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Innovation in the Digital Age cannot be limited to a few places in an Enterprise nor happen at rare occasions; it needs to happen everywhere and all the time in order for the company to stay competitive.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"As you probably notice, both new competencies are targeting changes at the core of an Enterprise. Many companies have struggled when using Lean & Agile values, principles and practices only within a limited part of the organization while leaving the rest untouched. It should be no surprise that the framework now makes it clear that to enable ","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Business Agility","nodeType":"text"},{"data":{},"marks":[],"value":", all parts of an Enterprise have to collaborate. This means that the whole organisation has to work based on the same underlying values and principles.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Two of the previously existing core competencies have changed names. 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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":[],"tag":[],"slug":"opi-ketteryyden-suosituin-malli-suomeksi-tulevana-syksyna","publishDate":"2019-12-05","showRelatedArticles":true}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"9ItZs5SpOpzVMt4jPso5q5","type":"Entry","createdAt":"2020-12-08T15:27:59.536Z","updatedAt":"2020-12-09T08:51:41.291Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["en","fi"],"title":"​Business Agility and How to Fail It","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"XYHJuHT2aWorYUnOVggPD7","type":"Asset","createdAt":"2020-11-27T17:00:29.734Z","updatedAt":"2020-11-27T17:00:29.734Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"Blogi_Businessagility.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/XYHJuHT2aWorYUnOVggPD7/ba9221ed49a837a8e591b33fff416e74/Blogi_Businessagility.jpg","details":{"size":36444,"image":{"width":1140,"height":641}},"fileName":"Blogi_Businessagility.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Similar failure patterns surface repeatedly in large agile transformations. 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. 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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? 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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. 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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? 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Read our ","nodeType":"text"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"kGcxoimvgjcErBhVpOJvd1","type":"Entry","createdAt":"2020-12-08T07:53:35.066Z","updatedAt":"2020-12-08T07:53:35.066Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["en"],"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":"2020-11-27T17:00:26.766Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"Scrummarit.2..jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/O4nKFg5M2V23InT8kw5El1/63d56d736a0f6f44e791fe51eddb6b70/Scrummarit.2..jpg","details":{"size":395201,"image":{"width":1140,"height":641}},"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\n","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\n","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"}}},"content":[{"data":{},"marks":[],"value":"blog post about the importance of Scrum Master","nodeType":"text"}],"nodeType":"entry-hyperlink"},{"data":{},"marks":[],"value":" for more insight into why we think it’s such an important role.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Enabling teams to collaborate is the key to achieve alignment, which is, in turn, imperative for getting results in a large organization. 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. You might be participating in an online meeting and simultaneously chatting over Slack while writing an email to someone, and updating a presentation for an upcoming meeting.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"In a physical meeting, the meeting space itself provides some shelter from many of these distractions, so when facilitating an online session, extra care needs to be taken to ensure that participants are engaged and focused.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Only the loud ones are heard","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Even without meeting online, it can sometimes be a challenge to ensure that everyone gets heard in a meeting or workshop. Some people tend to talk more than others, and as a facilitator, it is important to ensure that participants get equally heard. 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. Collaboration tooling becomes important (for instance use of video to also see each other) and active facilitation by securing that everyone has the opportunity to speak.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"gCsSZzQV6KnbPnWsYOIjZ7","type":"Asset","createdAt":"2020-11-27T16:55:24.661Z","updatedAt":"2020-12-09T07:05:14.901Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"locale":"fi-FI"},"fields":{"title":"animated illustration, post-it notes moving on light green canvas","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/gCsSZzQV6KnbPnWsYOIjZ7/34a41acde673e1fb1de10f2f48b3c0cd/online.work.gif","details":{"size":177588,"image":{"width":1200,"height":838}},"fileName":"online.work.gif","contentType":"image/gif"}}}},"content":[],"nodeType":"embedded-asset-block"},{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"How can we help you?","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Facilitation online puts even higher demands on the facilitator than when facilitating a physical event. 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":[],"tag":[],"slug":"facilitation-key-successful-online-work","publishDate":"2020-04-20","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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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":"Tällä kurssilla syvennetään Scrum Master -roolissa toimivien osaamista palvelevassa johtamisessa, ketterän kehitystiimin toiminnan fasilitoinnissa ja suuren organisaation kokonaisketteryyden mahdollistajana. 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Mikäli perut osallistumisesi alle 14 vuorokauden sisällä kurssin alkamisesta, veloitamme sinulta 50% kurssin hinnasta. Mikäli ilmoittautumista ei peruta ollenkaan, perimme osallistumismaksun kokonaisuudessaan. 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SAFe Fellow Maarit on yksi SAFe-menetelmän kontribuuttoreista sekä myös sertifioitu SAFe -menetelmän kouluttajien kouluttaja, ensimmäinen laatuaan Suomessa.","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":"fi-FI"},"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":"fi-FI"},"fields":{"name":"SAFe","slug":"safe-kurssi"}}],"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":"2020-12-08T07:53:35.066Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["en"],"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":"2020-11-27T17:00:26.766Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"Scrummarit.2..jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/O4nKFg5M2V23InT8kw5El1/63d56d736a0f6f44e791fe51eddb6b70/Scrummarit.2..jpg","details":{"size":395201,"image":{"width":1140,"height":641}},"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\n","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\n","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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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":"fi-FI"},"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 -koulutus on suunnattu organisaatiossa sisäisestä tuotteenhallinnasta vastaaville henkilöille. 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SAFe Fellow Maarit on yksi SAFe-menetelmän kontribuuttoreista sekä myös sertifioitu SAFe -menetelmän kouluttajien kouluttaja, ensimmäinen laatuaan Suomessa.","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":"fi-FI"},"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":"fi-FI"},"fields":{"name":"SAFe","slug":"safe-kurssi"}}],"slug":"implementing-safe-spc","showRelatedArticles":true,"relatedArticles":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"Ig2zavC8EjSLn9kytV8DA6","type":"Entry","createdAt":"2020-12-08T07:36:27.540Z","updatedAt":"2020-12-08T07:36:27.540Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["en"],"title":"3 essentials to guide your organization through a Scaled Agile transformation","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"sVvXq1X0xb8HqfbfJzxOj5","type":"Asset","createdAt":"2020-11-27T16:56:08.502Z","updatedAt":"2020-11-27T16:56:08.502Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"house-of-lean-leadership-1-2.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/sVvXq1X0xb8HqfbfJzxOj5/47c5c8c16d4893d9ab8ce2d8b02effe1/house-of-lean-leadership-1-2.jpg","details":{"size":738555,"image":{"width":4078,"height":2709}},"fileName":"house-of-lean-leadership-1-2.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Is your organization about to embark on a Scaled Agile transformation? To make a significant change, you need three things. You need to know why the change is needed, what is the goal and how you're going to make it happen.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"To guide your organization through a Scaled Agile transformation and change the way people think and act, your change agents equally would need to master many things - at least these three:","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"1. What is the goal?","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"Globalization, digitalization, competitive pressure and the need for better customer service are among the most common answers to this question. While these are certainly the right things to achieve for the company itself, they often leave people unmoved. 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. Naturally, this also requires solid leadership – knowing how to lead the change effectively and change people's thinking and behaviour.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"3. How do we affect people's thinking?","nodeType":"text"}],"nodeType":"heading-2"},{"data":{},"content":[{"data":{},"marks":[],"value":"In a successful transformation people learn to think differently and to recognise what needs to be done. The transformation itself needs to have a focus: what it is you want to optimize? What is that one thing that needs to be different? In an enterprise-wide Scaled Agile Framework transformation this one thing is shortest sustainable lead time.\n\nWhen you focus on improving the development lead time, you actually make your learning cycles faster. 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":"fi-FI"},"fields":{"name":"Rami Sirkiä","jobTitle":"Managing director, Lean-Agile transformaatiot","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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Palkkaa SPC!","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"wvQxDnWpub0plb5Ci9Ocs6","type":"Asset","createdAt":"2020-11-27T17:00:50.424Z","updatedAt":"2020-11-27T17:00:50.424Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"nitor_blogi_vaikuttaako_safe_monimutkaiselta.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/wvQxDnWpub0plb5Ci9Ocs6/6c93f64e0da6bcdf230ee60d3bf0b984/nitor_blogi_vaikuttaako_safe_monimutkaiselta.jpg","details":{"size":98481,"image":{"width":1140,"height":641}},"fileName":"nitor_blogi_vaikuttaako_safe_monimutkaiselta.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Olen kuullut kursseja pitäessäni viime aikoina usein lauseen “SAFe on hyvä, se on vain aika monimutkainen”. Lause viittaa kertojan kokemuksiin siitä, että tuloksia on tullut, mutta muutoksen tekeminen tai SAFen käyttöönotto ei olekaan sujunut niin helposti kuin on kuviteltu. SPC:n eli SAFe Program Consultantin avulla hankalakin tilanne selkenee huomattavasti.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Maailmalla monet yritykset ovat päätyneet tekemään SAFe-muutoksen useita kertoja. Ensimmäiseen muutokseen on lähdetty niin, että ainoastaan osa porukasta on koulutettu, ja lopuille on vain kerrottu, että ”nyt me tehdään näin”. Suurin osa henkilöstöstä ei ole välttämättä edes kuullut uudesta toimintamallista, joten muutos vesittyy osaamattomuuteen ja yleiseen vastustukseen. On vaikea muuttaa omia toimintatapojaan, jos uusista käytännöistä ei ole kerrottu edes perustietoja.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"SAFe on itse asiassa kokoelma varsin edistyksellisiä tapoja toimia. Sitä ymmärtääkseen täytyy myös tuntea hieman yrityksen toimintaa sekä ymmärtää miten yritys toimii – ja miten eri roolit ja tehtävät yhdessä toimivat systeeminä keskenään.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Usein minulta kysytään, että miksi ketteryyttä ja skaalattua ketteryyttä ei opeteta valmistuville opiskelijoille jo yliopistoissa. Kävi ilmi, että yritysten toimintamallit ovat aika monimutkaisia yliopisto-opiskelijoiden näkökulmasta. Siksi uusimpiin toimintamalleihin perehdyttäminen jää yrityksille itselleen.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Kun yritykset havahtuvat siihen, että ensimmäinen muutos kokonaisketterään SAFe-malliin ei mennytkään kuten Strömsössä, tehdään usein vähän ajan päästä toinen yritys.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"Tässä kohtaa on ehkä opittu, että koko henkilöstön mukaan saamiseksi koulutus täytyy ulottaa kaikille.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"”Kyllähän minä sen koulutuksen sain, mutta en osannutkaan työpaikalla sitten itsenäisesti soveltaa oppimaani tai lähteä kyselemään, että miten meidän nyt pitäisi toimia”, on toinen usein kuulemani lause. Voisikin sanoa, että kahden päivän koulutus on vain lähtölaukaus oppimiselle – varsinainen oppiminenhan tapahtuu työpaikalla, kun uusia taitoja lähdetään soveltamaan käytäntöön.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Onnistuneissa SAFe-muutoksissa on tyypillisesti apuna useita valmentajia, eli SAFe Program Consulteja (SPC), joilta voi kysyä apua ja tukea. Menestyksekkäässä muutoksessa myös investoidaan aina teknisen osaamisen kehittämiseen sekä yrityksen toimintasyklien systemaattiseen lyhentämiseen ja yksinkertaistamiseen.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Onnistuneissa muutoksissa on tyypillisesti palkattu yhtä 150 hengen toimitusjunaa kohden Scrum Masterin ja Release Train Engineerin (RTE) lisäksi useita kymmeniä coacheja tukemaan uuden toimintamallin käyttöönottoa. Näin saadaan luoduksi tarvittava osaaminen ja tuki sille, että toimintatavat todella muuttuvat.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Yksi väärinymmärretyimmistä rooleista on toimitusjunan päällikön eli Release Train Engineerin rooli. RTE nähdään pahimmillaan vain hyvänä fasilitaattorina, vaikka tosiasiassa se on yksi junan ","nodeType":"text"},{"data":{"target":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"Qd59JibJl9GrBNNC3Sijs","type":"Entry","createdAt":"2020-12-08T07:12:07.076Z","updatedAt":"2020-12-08T07:12:07.076Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["fi"],"title":"​Release Train Engineer tekee saman kuin ketterä projektipäällikkö, mutta parantaa samalla toimintamallin","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"VeDiplbXPMPpu8hmF6l503","type":"Asset","createdAt":"2020-11-27T16:54:49.156Z","updatedAt":"2020-11-27T16:54:49.156Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"RTE_nitor.jpeg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/VeDiplbXPMPpu8hmF6l503/9fda19b0efbaafd932b1524dcc951832/RTE_nitor.jpeg","details":{"size":317756,"image":{"width":2052,"height":900}},"fileName":"RTE_nitor.jpeg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Yrityksillä on tapana palkata ulkoisia tiimejä ja ketteriä projektipäälliköitä toteuttamaan projektejaan. Mitä jos ketterän projektipäällikön sijasta seuraavan kerran palkkaisitkin ketterän toimitusjunan päällikön eli Release Train Engineerin (RTE:n)?","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Moni yritys hyödyntää kehityshankkeissaan ulkopuolista apua. Yleensä hommaan palkataan projektipäällikkö. Ketterän ajattelun sisäistäneelle yritykselle vielä parempi vaihtoehto voisi olla SAFe-mallin mukaan toimiva Release Train Engineer eli RTE.","nodeType":"text"},{"data":{},"marks":[],"value":"\n","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Scaled Agile Framework (SAFe) on toimintamalli, jolla yritys voi ottaa Lean-Agile -menetelmät käyttöön koko yrityksen laajuudessa. SAFessa perinteinen projektipäällikön tehtävä jakautuu kahtia: sisältövastuuseen, joka on tuotepäälliköllä ja toteutusvastuuseen, joka on ketterän toimitusjunan päälliköllä eli RTE:llä.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"SAFessa ketteristä tiimeistä muodostuva toimitusjuna toteuttaa jatkuvan tuotekehitysvirran ja tarjoaa säännöllisen rytmin suunnittelulle, kehitykselle ja retrospektiiville. Toimitusjunan päällikkö (RTE) fasilitoi toimitusjunan prosesseja ja toteutusta sekä ohjaa toiminnan jatkuvaa kehittämistä.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Tyypillisesti Nitorin RTE:t tulevat organisaatioon ratkomaan tunnistettua ongelmaa. Samalla kun he fasilitoivat junan toimintaa, he myös huolehtivat siitä, että eri osapuolten välinen kommunikaatio toimii ja etenemisen esteitä saadaan purettua.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Usein RTE:mme viettävät uuden junan kanssa kolme Program Incrementtiä (PI:tä) eli noin puoli vuotta. Tämä on riittävän pitkä aika, että uusi toimintamalli vakiintuu ja saadaan käyntiin. Myös ihmiset tulevat tutuiksi ja heidän kanssaan voidaan käydä syvällisiä keskustelua uuden toimintamallin omaksumiseksi.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Jatkossa näen tilausta myös sille, että RTE tulee parantamaan jo käynnissä olevaa toimintaa ja vie ketteryyttä vielä asteen pidemmälle.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"blockquote"},{"data":{},"content":[{"data":{},"marks":[],"value":"Oikeastaan RTE:mme ovat aika velhoja. Tyypillisesti heillä on pitkä kokemus projektien vetämisestä, ja suurin osa on toiminut tiimien ja organisaatioiden esimiehenä. He ovat jo Nitorille tullessaan olleet oman alansa huippuja, mutta heitä ajaa eteenpäin tahto kehittyä vielä paremmaksi ja kehittyä tai kehittää omaa alaansa.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Tämän lisäksi he ovat vaatimattomia osaamisestaan, sosiaalisesti taitavia ja suhtautuvat intohimoisesti ketteryyteen. 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New start-up with some budget and prioritized Epic.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Automation leads to innovations","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"If the start-up doesn’t show proper business potential, it can be pivoted and run with the same allocated money – or the money can be allocated to the next best business idea.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Once the idea with the strongest business potential and growth figures has been found, more money can be allocated to the start-up. 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Re-allocated budget when start-up is growing.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Growth mindset is key in Lean-Agile budgeting","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"SAFe Lean-Agile budgeting is always seeking for the optima – the enterprise can make gradual small corrections on the course, just like an airplane is 90% off course but will reach the destination by making small adjustments. ","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"This enables ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"options thinking","nodeType":"text"},{"data":{},"marks":[],"value":". Budgets can be managed just like an investment portfolio: allocation today is based on the performance and visions of the companies ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"today.","nodeType":"text"},{"data":{},"marks":[],"value":" The performance and new figures will dictate how the investment portfolio gets balanced ","nodeType":"text"},{"data":{},"marks":[{"type":"bold"}],"value":"tomorrow","nodeType":"text"},{"data":{},"marks":[],"value":". 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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. 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Toimiva ja tuottava työyhteisö vaatii myös rakenteiden päivittämistä vastaamaan nykyajan vaatimuksia niin, että yksilöllä on paras mahdollinen toimintaympäristö.","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"nodeType":"document","data":{},"content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"On upeaa huomata, miten yrityksissä panostetaan yhä enemmän yksilöiden hyvinvointiin. Auttamalla yksilöitä pysähtymään ja sanoittamaan sitä tuskaa, mikä heikentää päivittäistä tehokkuutta, pystytään tunnistamaan kipukohtia ja ratkaisemaan niitä. 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Hän yrittää selvitä eri pyynnöistä, joista jokainen on pyytäjälleen prioriteetti ykkönen.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Olen toiminut ammattivalmentajana vuodesta 2012 ja ","marks":[],"data":{}},{"nodeType":"hyperlink","content":[{"nodeType":"text","value":"valmennan uusia valmentajia","marks":[],"data":{}}],"data":{"uri":"https://www.nitor.com/fi/koulutus/valmennus-ketteraan-coachingiin"}},{"nodeType":"text","value":". Kunnioitan sitä taitoa, millä yksilö- ja ryhmävalmennuksessa osataan nostaa yksilön ääni kuuluviin ja pystytään luomaan ilmapiiri, jossa kaikki tulevat kuulluiksi. Samaan hengenvetoon haluan todeta, että usein helpointa ratkaisua lähdetään hakemaan yksilön ajanhallintataidoista, henkilökohtaisen asenteen muuttamisesta tai uudesta suhtautumisesta ulkopuolelta asetettuun paineeseen.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Ketterien menetelmien asiantuntijana olen nähnyt, että valitettavasti näiden ratkaisujen vaikutus jää vähäiseksi, jos yrityksen rakenteet eivät lähtökohtaisesti palvele yksilön hyvinvointia.","marks":[],"data":{}}],"data":{}},{"nodeType":"heading-3","content":[{"nodeType":"text","value":"Miten rakenteita muuttamalla voi lisätä useamman henkilön hyvinvointia samanaikaisesti?","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Kun yrityksen rakenteita tarkastellaan kokonaisvaltaisesti, voidaan yksilön hyvinvointia tukeva organisaatio kuvata seuraavasti:","marks":[],"data":{}}],"data":{}},{"nodeType":"ordered-list","content":[{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Toiminta on organisoitu siten, että se mahdollistaa nopean ja autonomisen päätöksenteon\n","marks":[{"type":"bold"}],"data":{}},{"nodeType":"text","value":"Ihannetilanteessa toimintaa optimoidaan sujuvan virtauksen lähtökohdista ja päätöksenteko tapahtuu itsenäisesti siellä, missä on paras ymmärrys päätöksentekoon - ei hierarkkisten rakenteiden mukaisesti. Lisäksi yrityksen johtajuus mukautuu jatkuvasti kehittyvän yrityksen tarpeisiin.","marks":[],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Asiakasarvon tuotto on maksimoitu sisäisellä yhteistyöllä\n","marks":[{"type":"bold"}],"data":{}},{"nodeType":"text","value":"Yrityksen arvontuotto on asiakaslähtöistä, nykytilaa haastetaan jatkuvasti ja samalla opitaan uutta. Tiimityön voima tulee päivittäisestä yhteistyöstä ja ihmisten toisiaan täydentävistä taidoista.","marks":[],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Taloudelliset ohjausmekanismit ovat läpinäkyviä ja reaaliaikaisia\n","marks":[{"type":"bold"}],"data":{}},{"nodeType":"text","value":"Yrityksen arvontuotto on kestävällä pohjalla. Toiminnanohjauksen mittarit tukevat muuttuviin tilanteisiin mukautuvaa ohjausta. Yrityksessä on käytössä rullaava budjetointi vuosibudjettien sijaan, jossa reaaliaikainen näkyvyys luo pohjan nopealle päätöksenteolle.","marks":[],"data":{}}],"data":{}}],"data":{}},{"nodeType":"list-item","content":[{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Työympäristö ja -tilat palvelevat työyhteisöä\n","marks":[{"type":"bold"}],"data":{}},{"nodeType":"text","value":"Ihmiset voivat hyvin, kannustavat ja kunnioittavat toinen toisiaan. Tieto virtaa esteettä ja on avoimesti kaikkien saatavilla. Työskentelytilat kannustavat päivittäiseen tiedonvaihtoon.","marks":[],"data":{}}],"data":{}}],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Tiedän, että jokainen listan kohta itsessään voi tuntua haasteelta. Kuitenkin yksilöiden kuuntelu ja rakenteiden systemaattinen tarkastelu ovat voimavaroja, jotka kannattaa yhdistää. Niin tekemällä organisaatio moninkertaistaa saavutetut hyödyt, kun yksilöiden toimintaedellytykset paranevat.","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Autamme organisaatioita kehittymään paremmiksi työpaikoiksi. Ota yhteyttä ","marks":[],"data":{}},{"nodeType":"hyperlink","content":[{"nodeType":"text","value":"sales@nitor.com","marks":[],"data":{}}],"data":{"uri":"mailto:sales@nitor.com"}},{"nodeType":"text","value":" ja jutellaan lisää!","marks":[],"data":{}}],"data":{}},{"nodeType":"paragraph","content":[{"nodeType":"text","value":"Cover Photo by ","marks":[{"type":"italic"}],"data":{}},{"nodeType":"hyperlink","content":[{"nodeType":"text","value":"Danielle MacInnes","marks":[{"type":"italic"}],"data":{}}],"data":{"uri":"https://unsplash.com/@dsmacinnes?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText"}},{"nodeType":"text","value":" on ","marks":[{"type":"italic"}],"data":{}},{"nodeType":"hyperlink","content":[{"nodeType":"text","value":"Unsplash","marks":[{"type":"italic"}],"data":{}}],"data":{"uri":"https://unsplash.com/?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText"}},{"nodeType":"text","value":"","marks":[{"type":"italic"}],"data":{}}],"data":{}}]}}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"PTY3pOUfLIdGjQtQZC5D3","type":"Entry","createdAt":"2020-12-08T08:34:35.254Z","updatedAt":"2020-12-08T08:34:35.254Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"article"}},"locale":"fi-FI"},"fields":{"lang":["fi"],"title":"Tarve tulla kuulluksi on yksi perustarpeista – työelämässäkin","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"LHz3j3ayC6xjqVzJFybEd1","type":"Asset","createdAt":"2020-11-27T17:00:49.504Z","updatedAt":"2020-11-27T17:00:49.504Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"dylan-gillis-KdeqA3aTnBY-unsplash.jpg","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/LHz3j3ayC6xjqVzJFybEd1/b0de369dcd77b37e3666c52fba5ab9b7/dylan-gillis-KdeqA3aTnBY-unsplash.jpg","details":{"size":1379795,"image":{"width":5472,"height":3077}},"fileName":"dylan-gillis-KdeqA3aTnBY-unsplash.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Jokainen haluaa tulla työssään kuulluksi. Siksi empatia ja tunneäly ovat avainasemassa sujuvan yhteistyön varmistamiseksi. Lue blogistamme miten tunneäly auttaa ketterää työskentelyä!","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"text":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Mitä vaaditaan ketterän yrityksen johtajalta? No, ensinnäkin ketterän yrityksen johto on vastuussa oikean toimintaympäristön luomisesta tiimeille. ","nodeType":"text"},{"data":{"uri":"https://www.marmai.fi/uutiset/google-selvitti-menestyjatiimin-anatomiaa-olimme-taysin-vaarassa/8de68ddf-98fa-3a15-893f-fcc4c0947fee"},"content":[{"data":{},"marks":[],"value":"Googlen kuuluisassa tiimityötä koskevassa tutkimuksessa","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" kun on todettu, että toimivat tiimit ovat yksi yrityksen menestystekijöistä ylitse muiden. Lisäksi tiimeille täytyy luoda oikeanlainen toimintaympäristö, joka tukee ketterää tekemistä. Tämä tarkoittaa sellaisten ympäristöjen käyttöä, jossa nopeasyklinen (tai ainakin riittävän nopea) kehittäminen on mahdollista. On myös löydettävä oikeanlaiset tiimiosaajat, eli ne henkilöt, jotka haluavat toimia tiimeissä, mutta jotka siitä huolimatta – tai ehkä sen ansiosta – ovat osaavimpia alallaan.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Toimivat tiimit ovat monimuotoisia. Meredith Belbin on aikanaan tutkinut paljon tiimityöskentelyä ja todennut, että ","nodeType":"text"},{"data":{"uri":"https://www.belbin.com/about/belbin-team-roles/"},"content":[{"data":{},"marks":[],"value":"parhaimmissa tiimeissä","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" on kaikki erilaiset tiimiroolit edustettuina. Oikean toimintaympäristön luomiseen kuuluu, että tiimit saavat kehittää osaamistaan rauhassa ilman, että tiimin jäseniä revittäisiin äkillisesti uusiin projekteihin. Sen sijaan työtehtävät ohjataan tiimille yhden toteutusjonon (","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"backlog","nodeType":"text"},{"data":{},"marks":[],"value":") kautta. Toimivassa ketterässä organisaatiossa on siis myös toimiva tuoteomistaja (","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Product Owner","nodeType":"text"},{"data":{},"marks":[],"value":")-verkosto, joka pystyy toteuttamaan avoimesti kommunikoitua visiota ja yhteisesti keskusteltuja tavoitteita.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Yhdysvaltalainen kenraali Stanley McChrystal on ","nodeType":"text"},{"data":{"uri":"https://www.adlibris.com/fi/kirja/team-of-teams-9780241250839"},"content":[{"data":{},"marks":[],"value":"kuvannut ketterää organisaatiota","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" ja kertoo kirjassaan siitä, miten Yhdysvaltain armeija systemaattisesti rikkoi maa- ja merivoimien siiloja ristiinkouluttamalla ja luomalla monialaisia (","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"cross-functional","nodeType":"text"},{"data":{},"marks":[],"value":") tiimejä. Lisäksi pidettiin huoli siitä, että tiimillä on pääsy poikkeuksellisen laajasti kaikkeen tietoon sekä päätösvalta toimia nopeasti ja itsenäisesti ilman erillistä esimiehen hyväksyntää. Johdon tehtäväksi jäi suojella tiimejä ympäristön aiheuttamilta häiriöiltä, sekä kitkeä huonoa käytöstä kuten, laajentuneiden valtaoikeuksien väärinkäyttöä, tiimien sisällä.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Jotta ketterän yrityksen johto pystyy johtamaan omaa organisaatiotaan oikein, tarvitaan heiltä kyky tunnistaa aidosti ketterät toimintatavat ja erottaa ne näennäisistä toimintamalleista. Hiljattain Yhdysvaltain armeija on myös julkaissut ","nodeType":"text"},{"data":{"uri":"https://media.defense.gov/2018/Oct/09/2002049591/-1/-1/0/DIB_DETECTING_AGILE_BS_2018.10.05.PDF"},"content":[{"data":{},"marks":[],"value":"ohjeen","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":", jolla voidaan tunnistaa aito ketteryys näennäisketteryydestä. Aidon ketterän toimintamallin tunteva johtaja myös osaa ja ymmärtää muuttaa organisaationsa rakenteet toimintatapaa tukevaksi: järjestäytyä arvovirtojen mukaan Lean-periaatteita noudattaen, sekä kehittää koko organisaatiota systeeminä.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Miten varmistan, että työt todella tulevat tehdyksi?","nodeType":"text"}],"nodeType":"heading-3"},{"data":{},"content":[{"data":{},"marks":[],"value":"Perinteisesti töiden tulosten seuranta on annettu esimiesten tehtäväksi. Tämä kuitenkin sotii itseohjautuvuuden periaatteita vastaan. Itseohjautuvat tiimit huolehtivatkin itse siitä – tehden lupauksia toisilleen – että työt todella tulevat tehdyksi. Scrumin keskeinen idea on luoda suora palaute tiimille siitä, mitä saatiin aikaiseksi.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Monessa organisaatiossa ei olla ymmärretty, miten keskeisessä asemassa Scrum masterit oikeastaan ketterässä organisaatiossa ovat siinä, että tiimit saadaan itse ottamaan vastuu töiden laadusta ja valmistumisesta. Hyvillä Scrum mastereilla on ","nodeType":"text"},{"data":{"uri":"https://duunitori.fi/tyoelama/tunnealy-saa-tiimit-toimimaan"},"content":[{"data":{},"marks":[],"value":"tunneälykkyyttä","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":". Organisaation tulee antaa Scrum mastereille riittävästi aikaa keskustella jokaisen tiimin jäsenen kanssa, jotta he voivat selvittää kunkin tiimin jäsenen henkilökohtaiset motivaatiotekijät – ja osaavat kannustaa kutakin tiimin jäsentä tälle sopivalla tavalla .","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Kun kaikilla tiimin jäsenillä on motivaatio ja halu rakentaa jotain isompaa yhdessä sekä luottamus toisiinsa voidaan yksittäisistä henkilöistä rakentaa yksittäisiä jäseniä tuottavammin toimiva tiimi. Hyvä Scrum master pystyyy setvimään tiimin jäsenten välisiä ristiriitoja ja luomaan kannustavan ja vastuullisen ilmapiirin, jossa kaikilla on hyvä olla. Usein oikean tunneilmaston luomisen tärkeys oivalletaan vasta siinä vaiheessa, kun varsinaiset prosessimuutokset on tehty ja yritys alkaa puhumaan ketteryydestä kulttuurillisena muutoksena.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Koronakriisi on haastanut yritykset tässäkin suhteessa. Hyvät Scrum masterit saavat aktivoitua koko tiimin osallistumaan myös etänä. Perinteinen käskyttävä johtajuus ei toimi. Ihmiset katovavat linjoilta ja sulkevat puhelimen tai ovat kenties läsnä, mutta hiljaa ja kontribuoimatta. Ihmisen suurin perustarve tulla kuulluksi ja nähdyksi sekä olla hyödyllinen – kuten ","nodeType":"text"},{"data":{"uri":"https://www.booky.fi/tuote/frankl_viktor/ihmisyyden_rajalla_alkuteos_man_s_search/9789511178866"},"content":[{"data":{},"marks":[],"value":"Viktor Frankl sen kuvasi","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" – ei täyty.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Kiinnostuitko? Nitorilla on uusi koulutus, joka on suunnattu ","nodeType":"text"},{"data":{"uri":"https://www.nitor.com/fi/koulutus/leading-safe?_ga=2.141731698.134572635.1593585850-1837838954.1592481281"},"content":[{"data":{},"marks":[],"value":"nimenomaan liiketoimintajohdolle","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" (","nodeType":"text"},{"data":{},"marks":[{"type":"italic"}],"value":"Business Owners","nodeType":"text"},{"data":{},"marks":[],"value":"). Tämä vastaa Business Ownereiden tarpeeseen oppia niitä valmiuksia, joita he tarvitsevat ketterässä organisaatiossa.","nodeType":"text"}],"nodeType":"paragraph"},{"data":{},"content":[{"data":{},"marks":[],"value":"Photo by ","nodeType":"text"},{"data":{"uri":"https://unsplash.com/@dylandgillis?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText"},"content":[{"data":{},"marks":[],"value":"Dylan Gillis","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" on ","nodeType":"text"},{"data":{"uri":"https://unsplash.com/?utm_source=unsplash&utm_medium=referral&utm_content=creditCopyText"},"content":[{"data":{},"marks":[],"value":"Unsplash","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":"","nodeType":"text"}],"nodeType":"paragraph"}],"nodeType":"document"},"authors":[{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"3N3HedbHD3XfWajHOBjIKL","type":"Entry","createdAt":"2020-12-08T07:10:29.056Z","updatedAt":"2020-12-17T22:11:03.572Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":8,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"person"}},"locale":"fi-FI"},"fields":{"name":"Maarit Laanti","jobTitle":"Johtaja, Valmennus, SAFe Fellow","email":"maarit.laanti@nitor.com","phoneNumber":"+358 40 5308056","description":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"","nodeType":"text"},{"data":{"uri":"https://www.linkedin.com/in/mlaanti/"},"content":[{"data":{},"marks":[{"type":"underline"}],"value":"Maarit Laanti","nodeType":"text"}],"nodeType":"hyperlink"},{"data":{},"marks":[],"value":" on Nitorin päävalmentaja ja tehnyt väitöskirjansa laajamittaisesta ketteryydestä. SAFe Fellow Maarit on yksi SAFe-menetelmän kontribuuttoreista sekä myös sertifioitu SAFe -menetelmän kouluttajien kouluttaja, ensimmäinen laatuaan Suomessa.","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":"fi-FI"},"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":[],"slug":"tarve-tulla-kuulluksi-yksi-perustarpeista-tyoelamassakin","publishDate":"2020-07-01","showRelatedArticles":true}}]}},{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"3hITPzAfVstz5iXayMCWq6","type":"Entry","createdAt":"2020-12-09T11:24:05.612Z","updatedAt":"2020-12-16T13:09:18.274Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":2,"contentType":{"sys":{"type":"Link","linkType":"ContentType","id":"course"}},"locale":"fi-FI"},"fields":{"lang":["en","fi"],"title":"LEGO® SERIOUS PLAY® menetelmä ja materiaalit -työpajat","mainImage":{"sys":{"space":{"sys":{"type":"Link","linkType":"Space","id":"w58q9wcmirx2"}},"id":"334UHUWq7GgES9xxitGR7f","type":"Asset","createdAt":"2020-12-03T11:34:17.279Z","updatedAt":"2020-12-03T11:34:17.279Z","environment":{"sys":{"id":"master","type":"Link","linkType":"Environment"}},"revision":1,"locale":"fi-FI"},"fields":{"title":"People learning with LEGOs","description":"LEGO Serious play, workshop, training","file":{"url":"//images.ctfassets.net/w58q9wcmirx2/334UHUWq7GgES9xxitGR7f/c4515754b0943930d3a02221fede5941/lego-serious-play-001.jpg","details":{"size":546749,"image":{"width":3117,"height":1753}},"fileName":"lego-serious-play-001.jpg","contentType":"image/jpeg"}}},"lead":{"data":{},"content":[{"data":{},"content":[{"data":{},"marks":[],"value":"Luo yhteistä ymmärrystä ja näkemystä leikkimällä! 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