Professional Agile Leadership - Essentials Bogor, Feb 28-Mar 1, 2018
Becoming an agile organization is a profound transformation that requires senior leaders, middle managers, and agile team members to change the way that they organize their work, manage that work, and measure the results of the work. Agile teams cannot do this on their own; they need help from the entire organization. The changes for all involved are profound, but so are the results when everyone’s goals and ways of working are aligned.
As leaders you will have understanding how agility adds value to your business, and why leadership understanding, sponsorship, and support of Agile practices are essential to successfully becoming more agile as an enterprise.
As leaders you will be better prepared to support and enable successful teams by changing your behaviours and providing guidance and removing impediments that are beyond the team’s ability to address.
We've seen some of the most successful implementation in the region and learnt from failures. You will learn the pitfalls and the common mistakes enterprise did when transitioning towards agility. You will learn the evolutionary model and hollistic approach to help the whole enterprise transition towards agility. This is not a course about methodology or a course that provides you quick recipes. You will learn the hard-work you need to do to transform the whole enterprise to become agile.
This class objective is to help leaders, senior management and also middle management (especially in an enterprise) to understand their important role in transforming the whole enterprise towards agility.
Price: IDR 9500000
Budgeting and funding agile teams
The traditional model of budgeting and funding product development takes a lot of time, which often caused us missed opportunities in the market and delivered a product that the market no longer want. Budgeting process needs to change so that the whole enterprise can capture opportunities in the market fast while maintaining risks at the same time. This module will explain an agile model for budgeting and funding agile teams.
Metrics for measuring agility in enterprise wide
The old management saying is “if you can not measure it, you can not manage it”. But not all measurement are important. How do we know which measurement are important and which aren't? How do we measure agility in the whole enterprise rather than by siloed functional departments so we can keep on increasing agility and levelling up the game? This module will answer the questions around measurement and metrics.
Modeling Human Resource Department for agility
The way we see people in the enterprise needs to change if we want to see agility in our organisation. Often times Human Resource Department has a big influence to change the way people are perceived in an enterprise. What change is required in HR so that the whole enterprise can be agile? What is HR role in the enterprise for fostering and sustaining agility? This module will answer questions the way people are treated in agile environment.
Agile contracts and vendor selection criteria
Agility can not be successful if the contract for product development is with the same as the ones we have used in the past. The model and the logical thinking for crafting these contracts needs to be built upon a different mindset. We also found there are many vendors who claim they are agile but in reality they only know the mechanics. This module will discuss several model and important clauses that needs to be in agile contracts and points to identify whether the vendor is agile.
Modeling organisation structure for agility
The current organisation structure makes the whole organisation moves too slow because of too many hand-offs and long decision making. Often times this costs us big time by lost opportunities in the market. How do we make a change in the organisation structure to make the whole enterprise become agile without creating any disruption and resistance? This module discusses the elements and factors for organisation structure to be agile.
Crafting your own path to agility
Where should you start the journey towards agility? Should you start with installing the technologies and building technical excellence first or educating the middle management first? Should you change the IT department first or the business first? What do you do with the Project Management Office (PMO) when the organisation is agile? How do you scale agility throughout the enterprise? This module discusses the evolutionary model and hollistic approach for creating the path to agility in your current context.