Course Code: 19309

Beyond Agile

Class Dates:
10/19/2022
12/14/2022
Length:
3 Days
Cost:
$1595.00
Class Time:
Technology:
Business
Delivery:
Instructor-Led Training, Virtual Instructor-Led Training

Overview

  • Course Overview
  • In this 3 day course you will learn the framework and integration points for using more than just agile approaches to be successful in a broader range and scenarios.

    If you are working on a team or your work involves coordinating the efforts of others, then this course is for you. You will learn how to tackle complex projects and work effectively with people. Just as projects differ in size, type, and complexity, so does the model, driven by your project characteristics.

    You will learn a wide variety of ideas and concepts.
  • Audience
  • Team Leaders, Project Managers, ScrumMasters, Development Leads, and Project Practitioners.

Prerequisites

  • Agile Fundamentals

Course Details

  • The Problem and the Model
  • The Problem
  • Why Agile Is a Great Starting Point
  • Why We Need to Move Beyond Agile
  • But Hybrid Agile Is a Diluted Abomination, Is It Not?
  • The Tyranny of the Or versus the Genius of the AND
  • Why Now?
  • What Is the Beyond Agile Model (BAM)?
  • Using the Beyond Agile Model
  • The Model Starts with Agile
  • Leadership and Emotional Intelligence (EI)
  • Plan-Drive Knowledge, Skills, and Tools
  • Industry-Specific Knowledge and Skills
  • Applying a Project-Specific Lens
  • Understanding How the Model Works
  • Limitations of the Model
  • Putting the Model to Use
  • No Best Practices
  • Adding Your Own Industry-Specific Content, Branding, and Hosting
  • The (Un) Common Sense of Shifting Focus and Energy
  • Stay Focused on the Goals
  • The Stage and the Spotlight
  • Agile and Lean
  • The Agile Mindset - Balancing People and Process
  • Lean Thinking and the Kanban Method
  • Left-to-Right Agile Adoption
  • Agile Organizations and Agile Transformations
  • Full Organizational Transformations
  • Understanding EI
  • Emotional Intelligence
  • EQ Outlook and Resilience
  • Stress Management
  • General Mood
  • Intrapersonal EQ
  • Self-Management
  • Working with Others
  • Empathy
  • Social Responsibility
  • Relationship Management
  • Team Decision-Making
  • Design Thinking
  • Flexibility
  • EQ for Dealing with Difficult and Toxic People
  • Dark-Triad Traits
  • Leadership
  • Focus on Leadership
  • What Leadership Is Not
  • What Leadership Is
  • Leadership-Therories Primer
  • Servant Leadership
  • Motivation for Agile Teams
  • Shared Leaderships: Primary Colors Model
  • Shared Leadership: Three Levels of Leadership
  • Leadership-Model Evolution
  • Crafting a Generalized and Practical Leadership Framework
  • Plan-Driven
  • Why Plan-Driven Again?
  • Working with Traditional PMOs
  • Mapping Traditional to Agile Artifacts
  • Alignment with the PMI Model
  • Alignment with PRINCE2 AND PRINCE2 Agile
  • Alignment with Disciplined Agile (DA)
  • Industry Specific
  • Why Is Industry Knowledge Important?
  • Collaborating with Stakeholders (Key Topics)
  • Stakeholder Analysis
  • Project Communications
  • Organizational Change
  • The Kubler-Ross Model
  • Satir Change Model
  • ADKAR Model
  • Kotter's 8-Step Change Model
  • SCARF Model
  • Performance Analysis (Key Topics)
  • Status Reporting
  • Four-Way View
  • Measuring Project Objectives and Constraints
  • Spend, Progress, and Earned Value Management (EVM)
  • Some Issues with Metrics
  • Task Boards and Kanban
  • Estimating Time and Cost (Key Topics)
  • The Need for Accountability on Hybrid Projects
  • #NoEstimates
  • When You Do Need to Estimate
  • Risk Management (Key Topics)
  • The Benefits of a Collaborative Approach to Risk Management
  • Agile and Hybrid Risk Management
  • A Risk Management Framework
  • Bring It All Together
  • First, a Warning about Models
  • Focus on People
  • Program and Portfolio Management
  • Do Not Give Up on Other Approaches
  • Case Studies
  • Case Study 1 - Techno Trucking
  • Case Study 2 - Pipeline Volumetric Solution (PVS)
  • Case Study 3 - Programs, Projects, and Products