🎥 In diesem Video stellen wir euch die neue AnaCredit-Validierungsregel CNTRY_LGL_FRM_CNSTNCY vor – eingeführt mit Version 20 des Handbuchs. Sie prüft, ob Sitzland und Rechtsform eines Unternehmens zusammenpassen. Warum das wichtig ist und worauf du bei der Meldung achten musst, erfährst du hier! 💬📑

One of the cornerstones of Agile is the commitment to continuous improvement. However, to improve, organizations must first measure. Without clear metrics, it’s impossible to know whether Agile initiatives are achieving their intended outcomes—or where they need to be adjusted. Measuring Agile success goes beyond tracking burndown charts or sprint velocity. It involves assessing the impact on business value, product quality, team health, customer satisfaction, and adaptability. 

In this article, we outline a comprehensive approach to measuring Agile success across three key dimensions: delivery effectiveness, product and process quality, and business and customer outcomes. We also explore how to embed continuous improvement loops into your Agile cadence. 

🎥 AnaCredit-Videoreihe – Teil 2 ist da!

In diesem Video werfen wir einen Blick auf eine konkrete Änderung in Version 20 des Handbuchs zu den AnaCredit-Validierungsregeln: die Validierungsregel CN1005.

Was genau hat sich geändert – und was bedeutet das für die Meldepraxis?
Jetzt reinschauen und informiert bleiben!

One of the most significant hurdles in scaling Agile is aligning it with traditional organizational structures, especially in areas like governance, compliance, and budgeting. Agile promotes flexibility, iterative value delivery, and decentralized decision-making—principles that can clash with legacy processes rooted in predictability, fixed funding, and centralized control. 

In this article, we explore how to modernize governance models, meet compliance requirements, and rethink budgeting approaches to support Agile at scale—without sacrificing financial discipline, legal obligations, or organizational accountability. 

🚀 Neu auf unserer LinkedIn/Youtube Seite : Unsere Videoreihe rund um AnaCredit! Wie viele von euch vielleicht schon von unserer Website wissen: Wir haben ein spezialisiertes Nearshore-Team, das sich intensiv mit AnaCredit beschäftigt.

Mit dieser Videoreihe möchten wir euch vor allem die fachliche Seite von AnaCredit näherbringen – kompakt und verständlich. Außerdem halten wir euch regelmäßig auf dem Laufenden, was in diesem Bereich geplant ist oder sich in der Entwicklung befindet. In diesem ersten Video geht es um das Handbuch zu den AnaCredit-Validierungsregeln – ein zentrales Instrument zur Qualitätssicherung im Meldewesen.

After a successful Agile pilot, organizations often face the challenge of expanding Agile practices across departments and business units. This phase—scaling Agile—requires deliberate planning, clear communication, and a transformation in both mindset and operations. Scaling Agile is not merely duplicating pilot processes across teams; it is a strategic evolution of workflows, roles, structures, and values. 

In this article, we explore the complexity of scaling Agile in detail, offering a roadmap that includes selecting the right framework, managing cross-team dependencies, coordinating value delivery, aligning leadership, and instituting robust communication mechanisms. 

Transitioning to Agile across an entire organization can be overwhelming. Instead of an immediate large-scale shift, organizations should start with a pilot Agile team. A well-executed pilot helps validate Agile principles, fine-tune processes, and build confidence before expanding adoption. 

This article provides a step-by-step approach to launching a successful pilot Agile team, ensuring measurable results and a smooth transition. 

Adopting Agile requires not only new workflows but also a fundamental shift in mindset, leadership style, and team dynamics. Leaders must transition from traditional command-and-control structures to servant leadership, and teams must embrace self-organization and iterative development. This article outlines the critical steps to prepare both leadership and teams for a successful Agile transformation. 

Overview of Frameworks

Agile transformation at scale requires a structured framework to coordinate multiple teams, align business and development efforts, and maintain enterprise-level visibility.

Transitioning from Waterfall to Agile is a fundamental shift that affects processes, culture, leadership, and team dynamics. Before embarking on this transformation, organizations must conduct a thorough readiness assessment to understand their starting point and define a realistic adoption strategy. Without this step, Agile adoption can lead to misalignment, resistance, and inefficiencies.  

This article provides a structured approach to assessing Agile readiness, covering process evaluations, stakeholder engagement, cultural considerations, and practical tools to measure maturity levels. 

Many organizations operating under the traditional Waterfall model face challenges such as long development cycles, lack of flexibility, and difficulty adapting to market changes. Agile methodologies offer a more iterative, collaborative, and adaptive approach. However, shifting from Waterfall to Agile requires a structured approach to ensure success. 

BBHT Solutions is celebrating its sixth anniversary, marking a significant period of growth and achievement. Starting with just three people, the company has expanded to a thriving team of 53 professionals, earning a strong reputation for delivering high-quality projects and adapting to client needs.