1.
敏捷轉型

2.
fi
ed Scrum Product Owner) 000621322
PSM 1 (Professional Scrum Master)
TKP (Team Kanban Practitioner)
Chief architect & agile coach @ PChome
Server director & Scrum master @ Gogolook
Conference speaker and workshop tutor for
software architecture, DevOps, agile, and theory
of constraints.

3.
Framing Problems
& Expectations:
What is & is not.
Deep Dive:
2 directions
Change
management
O G S
M
OGSM: G S
OKR: O KR

4.
談敏捷轉型，
你需要學⼀點（不限於敏捷圈的）轉型知識⋯⋯
多讀⼀些書籍⽂章，
多與有經驗的專家交流。

5.
Agile is easy
… at first glance

6.
https://agilemanifesto.org/

7.
Product
Backlog
Visualize Flow
(e.g., Kanban)

8.
Product
Backlog
Sprint
Backlog
Product
Increment
Timebox Cadence
(e.g., Scrum)

9.
If agile is easy,
what’s the problem?
Agile can do. Agile cannot do
(only indirectly, maybe).
Framing Problems
& Expectations:
What is & is not.
Deep Dive:

10.
2 directions
Change
management

11.
上市時間 顧客滿意度
風險
效率
流動
品質
價值
Flow
Cadence

12.
Product
Backlog
Visualize Flow
(e.g., Kanban)

13.
❷ 消除浪費
❹ 長期穩定
❶ 建立標準
❸ 增進效率

14.
Product
Backlog
Sprint
Backlog
Product
Increment
Timebox Cadence
(e.g., Scrum)

15.
任務整體成效
信任
部⾨內的
職能跨度
任務所需之
多重技能的差距
外加的
跨部⾨協調者
任務交接量
返⼯率
對學習的投資
⿎勵學習的⽂化與制度
特定技能資源池
調度彈性
多能⼯
觸及的
端到端價值流縱深
統⼀優先級
共同⽬標意識
任務所涉及之
技能多樣性
所需之
端到端價值流意識
顧客滿意度

16.
Example 1

17.
Example 2

18.
Change Management
Framing Problems
& Expectations:

19.
你需要學⼀點（不限於敏捷圈的）轉型知識⋯⋯
多讀⼀些書籍⽂章，
多與有經驗的專家交流。

20.
Example: Agile Fluency Model
https://www.agilefluency.org/model.php/

21.
Example: Kanban Maturity Model
https://www.kanbanmaturitymodel.com/

22.
Example: LeSS

23.
Systems
Structure
Styles
Staff
Shared
Values
Strategy
Skills
McKinsey 7-S Framework

24.
Agile Summit 2018
Agile Summit 2018 (2018-06-29).
從限制理論⾓度談敏捷導入階段
https://www.slideshare.net/williamyeh/agile-transition-a-toc-perspective