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In 2010 Jurgen Appelo released the Book Management 3.0 and has made success all over the world. Jurgen is ranked as one of the most influential people in leadership and agile. Jurgen himself describes itself as a "creative networker".
Management 3.0 is the leading model of agile leadership and the course is based on the book.
Target audience and prerequisites
Leadership is not just the managers responsibility. It is everyone's responsibility. Everybody's in any way! Leadership is also important for being left to managers only.
The training is aimed at those who want to develop their agile leadership and a selection of titles that are usually attended include team manager, consultant manager, development manager, CEO, agile coach, agile developer, HR manager, product owner, scrum master. The common denominator of all participants, regardless of title, is that they like leadership and want to continue to develop both themselves and their surroundings. Understanding of agility and willingness to work with leadership.
During the course we go through 8 modules
System developers have worked agile for a long time, but we are constantly becoming more leaders who say we are agile. What is agile leadership and how does it differ from traditional organization? What is the manager's role in an agile organization?
What is complexity thinking and why does agile development work?
Give power to the individual
People are the most important part of an organization and leaders must do everything they can to keep them active, creative and motivated. What do we have for driving forces? What motivate us? What do we have for basic needs?
Authorize the teams
Team can self-organize and this requires responsibility, powers and trust from management. What are the conditions and what are we facing for challenges? How does it work with governance and delegation? How is trust displayed?
To set frames
Self-organization can lead to anything. It is therefore necessary to protect people and share resources and to give people a clear purpose and defined goals. How do we succeed and what tools can be used?
Teams can not achieve their goals if the members lack skills and therefore managers / managers must contribute to the development of skills. How do we do?
Many teams appear within the framework of a complex organization and therefore it is important to create structures that facilitate communication. What organizational structure works in an agile organization? How do we think about generalization vs specialization?
Change Management 3.0
Change Management, change management, is something every organization is struggling with. If you are not under development, you are undergoing decommissioning and therefore it is important to work with continuous improvement. In practice, this means that managers / leaders will act as change agents and develop the organization. How do we do the organization agile? How do we get employees to want to develop? How do we get customers to accept agile methodology?
Lecturer Björn Lindell is both agile coach and certified management 3.0 facilitator