“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the innovator has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it.” -Machiavelli
Organizational change is insanely difficult. The failure of Agile transformations or any change effort lies not in the methodologies themselves but an incorrect understanding of system dynamics and organizational change. Organizations are not merely changing process, they are changing culture. This interactive two-day course and workshop are designed to introduce the thinking tools and patterns to increase the likelihood of your transformation’s success. This course focuses on the principles and theories that underpin many of the agile practices as well as the principles of organizational change.
Part course and part workshop these five days will not tell you what to do, rather it will tell you how to think about transforming your organization and actionable experiments & next steps for your organization.
Target audience
C-level change agents, Experienced Scrum Masters, Product Owners, Agile Coaches and managers in Product Development departments.
Agenda
Taught over 5 days and four hours a day.
Day 1
- Introduction to product development
- The issues with scaling
- LeSS and LeSS Huge Overview
- LeSS Principles
- Systems Thinking
- Lean thinking
Day 2
- Queuing Theory
- What is your product?
- Definition of Done and its impacts
- Product Owner and Product Backlog
- Role of Management and the Scrum Master
- LeSS Product Backlog Refinement, Sprint Planning, Review and Retrospective
Day 3
- Integration & Coordination
- Consideration on technical practices when scaling
- Adopting LeSS in your organization
- Organizational impacts and typical LeSS organizational structure
- Role of Management and the Scrum Master
- Case Study: Bank of America and JP Morgan Chase
- Adoption Q&A
After course completion
"Ahmad was really inspiring, he knew how to keep us involved and gave us the answers to all our questions"
-Narayan Raj
-Saif Khan
- John Flower(Datasif)
-Craig Lowdon
-Sam Reed (Ministry of Justice)