Agile Certification Training

Management Workshop

Executive Leadership

Workshop Overview

Duration: 1 day
Participants: Up to 20

The exact roles and responsibilities of managers vary widely by organization, position in the organization, and circumstances. Likewise, there are many different approaches to management. Managing within an Agile environment brings new management challenges and opportunities and just as with traditional approaches, there is no single answer for managing within an Agile environment.

Managing people on Agile teams requires new thinking and new approaches. This workshop providestraining on management tools that have proven successful in Agile organizations, and hands-on exercises to practice using them. It also offers guidance on which tools to use and how best to apply them to the participants’ specific circumstances.

Participants

Anyone who will be forming or managing Agile teams, or involved in organizational changes related to the Agile Transformation, including:

  • CEOs, COOs, CIOs, CMOs and other C-level Executives
  • Executive Vice Presidents, Senior Vice Presidents and Vice Presidents
  • Directors and Senior Managers
  • Agile Transformation Leadership Team Members

Participants can represent a variety of functional areas, such as software/IT, product management, project management, marketing, operations, release engineering and human resources.

Workshop Outline

Interactive Introduction to Agile

Enjoyable instructor-led exercises that provide an introduction to Agile and Agile methodologies such as Scrum from an organizational and leadership perspective. Participants will create a “product,” write Epics, create a backlog, and produce a release plan broken down into Minimum Viable Products.

The Agile Manifesto

The Agile Manifesto is the seminal document of the Agile community. “Agile” is actually a shorthand for saying “that which supports the values and principles of the Agile Manifesto.” The benefits of Agile derive from the implementation of these values and principles combined with shifts in mindset and behavior. Includes an exercise to become better acquainted with the values and principles and their connection with a successful Agile implementation.

New Roles and Responsibilities for Leaders

Participants explore how leadership changes in an Agile organization and the ongoing role of leaders in building an Agile ecosystem to sustain the Agile adoption.

The Agile Maturity Matrix Tool

An introduction to Eliassen’s Agile Maturity Matrix, a tool for assessing the current state of Agile at organizational and team levels and for setting Agile adoption goals.

Rules of Engagement

A high-performing team must know the rules. In Agile this means consensus on: a definition of “ready,” a definition of “done,” and a team working agreement.

Open Space

Open space is a relatively new tool for harnessing the collective wisdom of a group of people of any size. It can be used to spread knowledge, to solve problems, or both. It is a perfect tool for self- organizing teams and Agile organizations. Participants will learn how to use this tool by participating in a real Open Space session during the workshop.

Facilitation

Facilitation is a key skill for working with Agile teams. Participants hone their facilitation skills through a “Facilitation Game” exercise and other activities throughout the workshop.

Facilitation Questions

Part of facilitation is helping a person or group solve a problem by asking the right questions at the right time. A wide variety of facilitation questions will be introduced, as well as criteria for determining what questions are facilitation questions.

Emotional Intelligence

An introduction to the concept and its importance for Agile Coaching. Includes exercises for building self-awareness, self-management, social awareness, and relationship management. This will be used and built on throughout the course.

Self-Awareness

The self-awareness of emotional intelligence is just the start of the self-awareness needed for high levels of effectiveness as an Agile Manager. Gain a deeper appreciation of the importance of self-awareness through the Johari Window and other methods. There are activities and feedback opportunities throughout the workshop designed to provide an honest view of you as an Agile Manager.

Active Listening

It is hard to help others uncover and solve problems without understanding what the problems are. Active listening is a key communication skill for a effective Agile Manager. Multiple activities throughout the course help participants to discover and increase their active listening and communication skills.

Facilitation, Emotional Intelligence, and Active Listening Practice

In this workshop you’ll have lots of opportunities to practice and deepen your understanding of these core coaching skills. For instance, many of the exercises involve participants acting as facilitators.

Introduction to Self-Organizing Teams

Self-organizing teams are one of the most powerful and most misunderstood concepts in Agile. This discussion will demystify what self-organization is and isn’t.

Group Decision Making

Working as a self-organizing team means being able to make decisions at a team that have real buy-in from the whole team. Multiple exercises throughout the workshop introduce tools and techniques for group decision making within an Agile context.

Agile Team Creation

Agile teams are conceptually different from traditional teams. Participants will learn about cross- functional teams, long-standing teams, the Tuckman model, skills inventory, and the implications of dedicating individuals to a single team.

Agile Tools

An introduction to Agile tools such as information radiators and tools for tracking progress and providing transparency to all stakeholders.

Managing Cross-Functional Teams and Matrix Management

The members of an Agile team can be managed successfully by one manager or by several. However, some management methods are different from those that would be employed to manage teams composed of people from one function, such as development or QA. Participants learn about methodsfor managing cross-functional teams and for matrix management.

Team Boundary Management

Somebody needsto be responsible for the “boundary management” of a self-organizing team. The boundary refers to interaction with external groups, as distinct from work that the team itself does. Topics discussed include determining what the team does or does not have control over, the team’s environment, and interaction with other teams.

Cross-Functional Team Management

Participants learn about managing a team as a team, as opposed to managing the individuals within the team.

Performance Measurement and Compensation

Motivating and rewarding team performance is different than motivating a group of individuals. Topics covered include variable compensation and compensation based on a combination of individual, team, delivery, and company performance components.

Conflict Management

High performance teams are good at resolving conflicts. Instructor guided activity to discover and create a framework for surfacing and resolving conflicts. Includes material on the Thomas-Kilmann Conflict Mode Instrument.

Commitment, Accountability, & Responsibility

These concepts are often used in ways that create unintended consequences. Learn how focusing on responsibility simplifies many management issues.

Change at the Individual Level

Change at the organizational and team level comes through change at the individual level. See how the ADKAR, Sitir, and Tuckman models work together with Agile Coaching tools to provide a straightforward and effective way to discover and implement the optimum amount of change for any individual, team, and organization.

Creating a Safe Environment

Going Agile means learning, trying new things, and taking risks. In order for people to feel comfortable trying new things, they need to feel comfortable that they have they have the support and safety they need to take a risk. Without a safe environment, people will resist change. Learn how to create a safe environment that supports change.

Building Trust

The Agile Manifesto says “and trust them to get the job done.” Trust is an integral part of a high performance Agile team. This material will introducing you to the ABCD model of trust and provide tools for assessing and building the trust level of team members and external stakeholders.

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Other Courses Available for Executive Leadership

Management Workshop

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