Beyond Agile

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