Name: Virtual Agile Teams: In-House Training
Price: 1295 GBP
Availability: InStock

London

<h2>DASA DevOps Professional: Enable and Scale: In-House Training</h2>
<p>DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:</p>
<ul>
<li>Decreasing development cycles Â·</li>
<li>Increasing deployment frequency</li>
<li>Improving the reliability of releases</li>
<li>Developing a closer alignment with business objectives</li>
</ul>
<p>The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)</p>
<p>is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.</p>
<p>The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.</p>
<p>On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.</p><h3>What you will Learn</h3>
<p>At the end of this program, you will be able to:</p>
<ul>
<li>Explain the importance of DevOps culture and the aspects that can influence it</li>
<li>Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment</li>
<li>Explain why courage is essential to enable trust, honesty, and experimentation</li>
<li>Identify and evaluate different types of behavior in a DevOps environment</li>
<li>Recognize the signals indicating impediments and/or team dysfunctions</li>
<li>Describe how to form good DevOps teams and assess their maturity</li>
<li>List the effects of happiness and motivation on team performance</li>
<li>Identify how leaders encourage feedback and transparency</li>
<li>Discuss the factors that leaders can influence to build trust</li>
<li>Explain how and why leaders promote a 'safe to fail' environment</li>
<li>Analyze value streams to improve throughput and flow</li>
<li>Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives</li>
</ul><section>
                    <h3>TEAMBUILDING</h3>
<p>Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.</p>
<h3>Design Teams</h3>
<ul>
<li>Characteristics of a DevOps team</li>
<li>Skills of a DevOps Team</li>
<li>Self-organization and autonomy</li>
<li>Rules to consider when designing DevOps teams</li>
</ul>
<h3>Build Teams</h3>
<ul>
<li>Effects of happiness and motivation on performance</li>
<li>Feedback</li>
<li>Creating high-performance teams</li>
</ul>
<h3>Governance</h3>
<ul>
<li>Governance within teams and between multiple teams</li>
<li>Governance between organizations</li>
<li>DevOps contracts</li>
</ul>
<h3>DEVOPS LEADERSHIP</h3>
<p>This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.</p>
<h3>Build Culture</h3>
<ul>
<li>Creating the right environment and providing vision and purpose</li>
<li>Stimulating the right behavior</li>
<li>Servant leadership: giving control, supporting, and inspiring</li>
</ul>
<h3>Create Purpose</h3>
<ul>
<li>Defining and aligning purpose</li>
<li>Purpose of having a purpose</li>
<li>Alignment versus autonomy</li>
</ul>
<h3>Be a Servant Leader</h3>
<ul>
<li>Give control to the team</li>
<li>Inspire and support the team</li>
</ul>
<h3>Focus on Success</h3>
<ul>
<li>Output versus outcome</li>
<li>Measuring and steering</li>
</ul>
<h3>COURAGE</h3>
<p>The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.</p>
<h3>Build Courage</h3>
<ul>
<li>The importance of courage</li>
<li>Courage in relationship with leadership and feedback</li>
<li>Enabling courage at the team level</li>
<li>Dealing with failure</li>
</ul>
<h3>Think Different</h3>
<ul>
<li>Courage day to day</li>
<li>Encourage critical thinking</li>
<li>Techniques to promote courageous behavior</li>
</ul>
<h3>VALUE  CUSTOMER-CENTRIC ACTION</h3>
<p>This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.</p>
<p>Aspects of Value and Managing Expectations</p>
<ul>
<li>The different aspects of value</li>
<li>Stakeholder management</li>
<li>Customer collaboration and using customer feedback</li>
<li>How to do prioritization</li>
</ul>
<h3>CONTINUOUS IMPROVEMENT</h3>
<p>Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.</p>
<h3>Build Flow</h3>
<ul>
<li>Understanding the importance of flow</li>
<li>Using Lean to optimize flow</li>
<li>Kaizen as a mindset</li>
<li>Radical change versus Kaizen</li>
<li>Using Pull to optimize flow</li>
</ul>
<h3>Continuous Improvement Tools</h3>
<ul>
<li>Kaizen Event</li>
<li>Value Stream Mapping</li>
<li>Visual Management</li>
<li>Retrospective</li>
<li>Daily Standup</li>
<li>Five Times Why</li>
</ul>


                </section>

DASA DevOps Professional: Enable and Scale: In-House Training
DevOps embodies both cultural changes and practices through which organizations can facilitate the IT functions of software development (Dev) and software operation (Ops). The DevOps movement advocates automation and phase-based monitoring practices. Its objectives include:
Decreasing development cycles Â·
Increasing deployment frequency
Improving the reliability of releases
Developing a closer alignment with business objectives
The DASA DevOps Professional: Enable and Scale course (formerly known as DevOps Practitioner)
is designed to provide individuals with the core education necessary to put DevOps into practice. With the help of DevOps theory, pragmatic examples and exercises, and interactive group discussions, the course will help you understand how to apply the necessary skills to practice DevOps. Building on the knowledge learned on theFundamentals course (the 'why'), you will learn the 'how'.
The DevOps Professional: Enable and Scale course focuses on improving the skill set of the DASA competency model, which includes competencies like Courage, Teambuilding, DevOps Leadership, and Continuous Improvement.
On completion of the DASA DevOps Professional: Enable and Scale training and passing the exam, the certification is awarded.
What you will Learn
At the end of this program, you will be able to:
Explain the importance of DevOps culture and the aspects that can influence it
Explain why courage, teambuilding, leadership, and continuous improvement are required in a DevOps environment
Explain why courage is essential to enable trust, honesty, and experimentation
Identify and evaluate different types of behavior in a DevOps environment
Recognize the signals indicating impediments and/or team dysfunctions
Describe how to form good DevOps teams and assess their maturity
List the effects of happiness and motivation on team performance
Identify how leaders encourage feedback and transparency
Discuss the factors that leaders can influence to build trust
Explain how and why leaders promote a 'safe to fail' environment
Analyze value streams to improve throughput and flow
Facilitate the tools for continuous improvement: structured problem-solving workshops, Story Mapping sessions, and retrospectives
TEAMBUILDING
Teambuilding is about understanding the other's point of view, collaboration, mutual accountability, common purpose, and the ability to integrally support the service/product.
Design Teams
Characteristics of a DevOps team
Skills of a DevOps Team
Self-organization and autonomy
Rules to consider when designing DevOps teams
Build Teams
Effects of happiness and motivation on performance
Feedback
Creating high-performance teams
Governance
Governance within teams and between multiple teams
Governance between organizations
DevOps contracts
DEVOPS LEADERSHIP
This module describes how to facilitate teams to high performance, DevOps behavior, transparency, and a service lifecycle mindset.
Build Culture
Creating the right environment and providing vision and purpose
Stimulating the right behavior
Servant leadership: giving control, supporting, and inspiring
Create Purpose
Defining and aligning purpose
Purpose of having a purpose
Alignment versus autonomy
Be a Servant Leader
Give control to the team
Inspire and support the team
Focus on Success
Output versus outcome
Measuring and steering
COURAGE
The Courage module is about coaching courageous behavior, proactivity, reflection, trust, open discussions, experimentation, fail fast, and the courage to change.
Build Courage
The importance of courage
Courage in relationship with leadership and feedback
Enabling courage at the team level
Dealing with failure
Think Different
Courage day to day
Encourage critical thinking
Techniques to promote courageous behavior
VALUE CUSTOMER-CENTRIC ACTION
This module describes the important aspects that are relevant to identify and deliver the required and expected value for all relevant stakeholders.
Aspects of Value and Managing Expectations
The different aspects of value
Stakeholder management
Customer collaboration and using customer feedback
How to do prioritization
CONTINUOUS IMPROVEMENT
Continuous improvement describes the importance of a Kaizen mindset, quality at the source, first time right, knowledge-sharing, and the ability to adapt.
Build Flow
Understanding the importance of flow
Using Lean to optimize flow
Kaizen as a mindset
Radical change versus Kaizen
Using Pull to optimize flow
Continuous Improvement Tools
Kaizen Event
Value Stream Mapping
Visual Management
Retrospective
Daily Standup
Five Times Why

IIL Europe Ltd

DevOps

Certified SAFe Agilist

Service Design Courses (SDC)

Professional Agile Leadership (PAL)

Leadership Development

Certified Scrum Product Owner (CSPO)

DASA DevOps Professional: Enable and Scale: In-House Training

General Admission

Loughborough

<div>
		

		<div>
			
			<p>Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way.  </p>
			<div><i></i> 4 Hour Session</div>
			<div><i></i>  £378.00 incl. VAT</div>
			
			
		</div>
	</div>

	

	<div id="filters">
		
		
	</div>

	

    <div>

		
		 
		

		<div></div>

		<div>
			<p>Want to run this event in-house?  Enquire about running this event in-house </p>
			
		</div>

		<div>
			<p>Interested in attending? Have a suggestion about running this event near you?<br />Register your interest now</p>
			
		</div>
	</div>
	<div></div>
	
		
        <div>
			
		</div>
				

	
		<h3>Description</h3>
		<p></p><p>The course supports leaders as they do two things. </p>
<ul>
<li>Harness the skills and energy of their people</li>
<li>Reduce the negative effects of over-centralization and micro-management.</li>
</ul>
<p>The content is designed to be thought-provoking and challenge ideas about the purpose of leadership.  It draws its inspiration from the concept of Mission Leadership, an idea which has its roots in military and emergency service leadership.  In Mission Leadership groups and individuals working for a leader are encouraged fully to understand the aims of their organization and their own critical role within it. As a result, they feel confident to act on their own initiative to achieve the mission. </p>
<p>The course is ideal for those who want to encourage initiative and decentralisation of authority and responsibility.</p>
<p>Join this course to engage with other leaders in discussing and developing the art of leadership. Develop new ideas, processes and assumptions with which to free up the people you lead and 'get stuff done'.</p>
<p><strong>Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT</strong></p>
<p></p>
	
		<h3>Modules/Lessons</h3>
		<p></p><p><strong>Module 1: The Theory</strong></p>
<p>What are we meant to be doing?  Working out the outputs.</p>
<p>Giving clear direction on what people should be doing.</p>
<p>Freeing people to do their best work.</p>
<p>Taking risks with people.</p>
<p>Developing people.</p>
<p><strong>Module 2: Making it Happen</strong></p>
<p>Practice giving Mission based instructions</p>
<p>Measuring success.</p>
<p>Supporting your people.</p>
<p>Why now? </p>
<p>Most organisations naturally respond to stress by centralizing power and authority. The greater the risks and the pressures, the more leaders feel that the only people they can trust to 'get stuff done' are themselves.  Eventually, those same leaders buckle under the stress because, it always turns out, that the boss cannot do it all.</p>
<p>During 2023 huge economic pressures will fight with the impacts of social, cultural and technological change to put a constant stream of new challenges on the shoulders of leaders.  There has probable never been a time when bosses feel under more pressure.  As a result the damaging effects of over-centralisation have never been more relevant.  Now is the moment to take some time and ask yourself, how can I make better use of my people?</p>
<p>Benefits?</p>
<p>Free yourself of the tendency to micro-manage.  You know you shouldn't do it.  Find a practical way to stop.</p>
<p>Help the people you lead to take responsibility, use their initiative and flourish as future leaders of your organization.</p>
<p>How?</p>
<p>Suitable for all leaders, but particularly those involved in complex operations and with large numbers of critical groups and individuals who must co-operate in pursuit of an overall goal.</p>
<p>Learn how to:</p>
<ul>
<li>give clear mission oriented instructions and to</li>
<li>give your people confidence that they can act on their initiative and with your support</li>
<li>manage the risk that results from giving your people their freedom to act</li>
</ul>
<p>Learn how to enable your people to:</p>
<ul>
<li>understand the mission and embrace their part in it</li>
<li>use their initiative and to take responsibility for their actions</li>
<li>build their confidence and independence</li>
<li>and manage their risk and that of the whole organization</li>
</ul>
<p></p>

Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way. 
4 Hour Session £378.00 incl. VAT
Want to run this event in-house? Enquire about running this event in-house 
Interested in attending? Have a suggestion about running this event near you?
Register your interest now
Description

The course supports leaders as they do two things. 
Harness the skills and energy of their people
Reduce the negative effects of over-centralization and micro-management.
The content is designed to be thought-provoking and challenge ideas about the purpose of leadership. It draws its inspiration from the concept of Mission Leadership, an idea which has its roots in military and emergency service leadership. In Mission Leadership groups and individuals working for a leader are encouraged fully to understand the aims of their organization and their own critical role within it. As a result, they feel confident to act on their own initiative to achieve the mission. 
The course is ideal for those who want to encourage initiative and decentralisation of authority and responsibility.
Join this course to engage with other leaders in discussing and developing the art of leadership. Develop new ideas, processes and assumptions with which to free up the people you lead and 'get stuff done'.
Available as private Face to Face and virtual sessions (max 12 delegates) - £1,305 Plus VAT

Modules/Lessons

Module 1: The Theory
What are we meant to be doing? Working out the outputs.
Giving clear direction on what people should be doing.
Freeing people to do their best work.
Taking risks with people.
Developing people.
Module 2: Making it Happen
Practice giving Mission based instructions
Measuring success.
Supporting your people.
Why now? 
Most organisations naturally respond to stress by centralizing power and authority. The greater the risks and the pressures, the more leaders feel that the only people they can trust to 'get stuff done' are themselves. Eventually, those same leaders buckle under the stress because, it always turns out, that the boss cannot do it all.
During 2023 huge economic pressures will fight with the impacts of social, cultural and technological change to put a constant stream of new challenges on the shoulders of leaders. There has probable never been a time when bosses feel under more pressure. As a result the damaging effects of over-centralisation have never been more relevant. Now is the moment to take some time and ask yourself, how can I make better use of my people?
Benefits?
Free yourself of the tendency to micro-manage. You know you shouldn't do it. Find a practical way to stop.
Help the people you lead to take responsibility, use their initiative and flourish as future leaders of your organization.
How?
Suitable for all leaders, but particularly those involved in complex operations and with large numbers of critical groups and individuals who must co-operate in pursuit of an overall goal.
Learn how to:
give clear mission oriented instructions and to
give your people confidence that they can act on their initiative and with your support
manage the risk that results from giving your people their freedom to act
Learn how to enable your people to:
understand the mission and embrace their part in it
use their initiative and to take responsibility for their actions
build their confidence and independence
and manage their risk and that of the whole organization


Mpi Learning - Professional Learning And Development Provider

Global Leadership

Business Leadership

Leadership Skills

Project Leadership

Institute of Leadership & Management (ILM)

Leadership is about 'getting stuff done'. This course concentrates on just that. In a complicated world, it helps leaders to ensure that the right stuff gets done at the right time and in the right way.

Achieving Outputs in a Complex World

<h2>How to be a Great Executive Sponsor: In-House Training</h2>
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.</p>
 <p>This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.</p><h3>What you Will Learn</h3> 
 <p>At the end of this program, you will be able to:</p> 
 <ul> 
 <li>Define project success so everyone is 'singing from the same sheet of music'</li> 
 <li>Immediately apply the ten key attributes of a great sponsor on your project</li> 
 <li>Recognize great sponsorship and determine if you're the right fit for the role</li> 
 <li>Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities</li> 
 <li>Be a better investment manager by analyzing the behaviors of successful activist investors</li> 
 </ul><section>
                    <h3>Foundation Concepts</h3> <ul>  <li>The quantifiable benefits of being an actively engaged Sponsor</li>  <li>Sponsor defined</li>  <li>Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship</li>  </ul>  <h3>Defining Project Success</h3> <ul>  <li>Project success: More than meeting the triple constraints</li>  <li>Benefits management: The Sponsor's focus</li>  <li>The Investment - Life-cycle vs. the Project Life-cycle</li>  <li>The three questions Sponsors need to ask to define project success</li>  </ul>  <h3>10 Key Attributes of a Great Sponsor</h3> <ul>  <li>10 Key Attributes of a Great Sponsor</li>  </ul>  <h3>The Makings of a Great Sponsor</h3> <ul>  <li>The most important skills and competencies of an executive sponsor</li>  <li>What great Sponsors do and when</li>  </ul>  <h3>Four Things a Great Sponsor Can Learn from an Activist Investor</h3> <ul>  <li>The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC</li>  <li>Sponsors and Activist Investors</li>  <li>Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example</li>  </ul>


                </section>

How to be a Great Executive Sponsor: In-House Training
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success.
This three-hour course provides key tips and techniques for becoming an actively engaged, and impactful, Executive Sponsor of projects and programs. It will explain not just what your role is, but the very specific actions you can, and must, take to increase your project's probability of success. And, it will highlight the key personality and other traits that are found in successful Sponsors. Regardless if you're sponsoring an Agile software development project, a construction megaproject, or any other type of project in between, this course will help get you 'hit the ground running' and being an 'impact player' on day one. Various activities and discussions will acquaint you with this important role and what you need to do to become a great executive sponsor.
What you Will Learn
At the end of this program, you will be able to:
Define project success so everyone is 'singing from the same sheet of music'
Immediately apply the ten key attributes of a great sponsor on your project
Recognize great sponsorship and determine if you're the right fit for the role
Practice Sponsorship over the course of the project life cycle by engaging in very specific actions and activities
Be a better investment manager by analyzing the behaviors of successful activist investors
Foundation Concepts
The quantifiable benefits of being an actively engaged Sponsor
Sponsor defined
Clarence Kelly Johnson and the SR-71 Blackbird: An example of the power of Sponsorship
Defining Project Success
Project success: More than meeting the triple constraints
Benefits management: The Sponsor's focus
The Investment - Life-cycle vs. the Project Life-cycle
The three questions Sponsors need to ask to define project success
10 Key Attributes of a Great Sponsor
10 Key Attributes of a Great Sponsor
The Makings of a Great Sponsor
The most important skills and competencies of an executive sponsor
What great Sponsors do and when
Four Things a Great Sponsor Can Learn from an Activist Investor
The story of Outerwall, Inc. and Glen Welling of Engaged Capital, LLC
Sponsors and Activist Investors
Sponsorship of the 2nd Avenue Subway in Manhattan: A classic textbook example

ACCA Strategic Business Leader (SBL)

Coaching Skills

Chairing Skills

How to be a Great Executive Sponsor: In-House Training

<h2>AgileBA® Foundation and Practitioner: In-House Trainingr: In-House Training</h2>
 <p>The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.</p><h3>What You Will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project</li>
 </ul><section>
                    <ul> <li>Business Analysis - Business Environment and Organizational Strategy</li> <li>Overview of AgilePM</li> <li>The Business Case</li> <li>Stakeholder Engagement/Analysis</li> <li>Techniques:</li> <ul> <li>Requirements and Estimating</li> <li>Prioritization</li> <li>Timeboxing</li> <li>Iterative Development</li> <li>Planning</li> <li>Facilitated Workshops</li> <li>Modeling - 'As Is - To Be'</li> </ul> <li>Making the transition to AgileBA</li> </ul>


                </section>

AgileBA® Foundation and Practitioner: In-House Trainingr: In-House Training
The AgileBA® Foundation and Practitioner course takes you through a business understanding of the external and internal forces that underline the project from a business perspective, looks at modeling techniques, (As Is - To Be), and also provides an overview to project management (AgilePM) from an 'Agile' perspective. The course explains the role's relevance and involvement throughout the project.
What You Will Learn
At the end of this program, you will be able to:
Understand business analysis in a project environment and the techniques used, as well as knowing more about the role of the business analyst in a project
Business Analysis - Business Environment and Organizational Strategy
Overview of AgilePM
The Business Case
Stakeholder Engagement/Analysis
Techniques:
Requirements and Estimating
Prioritization
Timeboxing
Iterative Development
Planning
Facilitated Workshops
Modeling - 'As Is - To Be'
Making the transition to AgileBA

Business Analyst

Agile Business Analyst

Agile

ACP (Agile Certified Practitioner)

AgileBA Foundation and Practitioner: In-House Training

<h2>Grateful Leadership: In-House Training</h2>
 <p>Effective leaders must find ways to enhance people's level of engagement, commitment, and support, especially during the difficult periods of time that all organizations may face.</p>
 <p>Grateful leaders can tap into the power of personal commitment and dedication by acknowledging people in an authentic and heartfelt manner. Those leaders who model true acknowledgment behavior will inspire others to do the same and to want to dramatically increase their levels of contribution to the organization, making the power of acknowledgment transformational.</p><h3>What you will Learn</h3>
 <p>You'll learn how to:</p>
 <ul>
 <li>Understand and develop the capability to act upon the need for Grateful Leadership to create a culture of appreciation in the workplace</li>
 <li>Understand the potentially huge benefits of Grateful Leadership in the workplace</li>
 <li>Overcome the barriers to using acknowledgment</li>
 <li>Demonstrate the language and subtleties of authentic and heartfelt acknowledgement behavior</li>
 <li>Describe the Seven Principles of Acknowledgment for 'High-Interest Benefits' in the context of participant's personal leadership style</li>
 <li>Describe how to coach teams, managers, and other corporate stakeholders in using Grateful Leadership to produce breakthrough results</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Course goals and objectives</li> <li>Introspection on the practice of Grateful Leadership</li> </ul> <h3>The Workforce Engagement Sustainability Challenge</h3> <ul> <li>Employees who are engaged, not engaged, and actively disengaged</li> <li>The costs of non-engagement</li> <li>Meeting the workforce engagement challenge</li> </ul> <h3>Acknowledgment, Engagement, and Leadership</h3> <ul> <li>Acknowledgment and its benefits</li> <li>Recognition versus acknowledgment</li> <li>'Challenging people' case study</li> <li>Blanchard, Covey, Keith (Servant Leadership): how acknowledgment fits into these leadership models</li> <li>Leadership and acknowledgment</li> <li>The 5 C's - Consciousness, Courage, Choice, Communication, Commitment</li> </ul> <h3>Employing the Power of Acknowledgment</h3> <ul> <li>Overcoming barriers to acknowledgment</li> <li>The Seven High-Interest Benefits Principles of Acknowledgment</li> <li>Exploring the acknowledgment process</li> </ul> <h3>Applying the Principles of Acknowledgment within the Context of Your Personal Leadership Style</h3> <ul> <li>Case study</li> <li>The ROI of Grateful Leadership</li> <li>Creating your Grateful Leadership Personal Action Plan™</li> <li>Creating a Vision Statement for your organization that incorporates Grateful Leadership into your corporate culture</li> <li>The 360Â° Grateful Leadership Competency Assessment</li> </ul> <h3>Summary</h3> <ul> <li>What did we learn, and how can we implement this in our work environments?</li> </ul>


                </section>

Grateful Leadership: In-House Training
Effective leaders must find ways to enhance people's level of engagement, commitment, and support, especially during the difficult periods of time that all organizations may face.
Grateful leaders can tap into the power of personal commitment and dedication by acknowledging people in an authentic and heartfelt manner. Those leaders who model true acknowledgment behavior will inspire others to do the same and to want to dramatically increase their levels of contribution to the organization, making the power of acknowledgment transformational.
What you will Learn
You'll learn how to:
Understand and develop the capability to act upon the need for Grateful Leadership to create a culture of appreciation in the workplace
Understand the potentially huge benefits of Grateful Leadership in the workplace
Overcome the barriers to using acknowledgment
Demonstrate the language and subtleties of authentic and heartfelt acknowledgement behavior
Describe the Seven Principles of Acknowledgment for 'High-Interest Benefits' in the context of participant's personal leadership style
Describe how to coach teams, managers, and other corporate stakeholders in using Grateful Leadership to produce breakthrough results
Getting Started
Introductions
Course goals and objectives
Introspection on the practice of Grateful Leadership
The Workforce Engagement Sustainability Challenge
Employees who are engaged, not engaged, and actively disengaged
The costs of non-engagement
Meeting the workforce engagement challenge
Acknowledgment, Engagement, and Leadership
Acknowledgment and its benefits
Recognition versus acknowledgment
'Challenging people' case study
Blanchard, Covey, Keith (Servant Leadership): how acknowledgment fits into these leadership models
Leadership and acknowledgment
The 5 C's - Consciousness, Courage, Choice, Communication, Commitment
Employing the Power of Acknowledgment
Overcoming barriers to acknowledgment
The Seven High-Interest Benefits Principles of Acknowledgment
Exploring the acknowledgment process
Applying the Principles of Acknowledgment within the Context of Your Personal Leadership Style
Case study
The ROI of Grateful Leadership
Creating your Grateful Leadership Personal Action Plan™
Creating a Vision Statement for your organization that incorporates Grateful Leadership into your corporate culture
The 360Â° Grateful Leadership Competency Assessment
Summary
What did we learn, and how can we implement this in our work environments?

Sustainable Leadership

Lean Awareness

Grateful Leadership: In-House Training

<h2>PMI-ACP® Exam Prep: In-House Training</h2>
 <p>This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas.</p>
 <p>Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology.</p>
 <p>In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment.</p><h3>What you will Learn</h3>
 <p>You will learn how to:</p>
 <ul>
 <li>Appreciate the wider aspects of Agile project management tools and techniques</li>
 <li>Integrate various disciplines within Agile</li>
 <li>Tailor / customize Agile to suit the needs of different projects</li>
 <li>Prepare yourself for the PMI® Agile Certification examination</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Agenda</li> <li>Expectations</li> </ul> <h3>Foundation Concepts</h3> <ul> <li>Defining 'Traditional' Project Management</li> <li>Project management parameters</li> <li>The 'traditional' approach to the parameters</li> <li>Strengths and weaknesses of the traditional approach</li> <li>Defining 'Agile' Project Management</li> <li>Project management parameters revisited</li> <li>The 'agile' approach to the parameters</li> <li>Strengths and weaknesses of agile</li> <li>Managing projects with traditional and agile methods</li> <li>Can the two approaches co-exist?</li> <li>Leveraging the benefits of both methods</li> <li>Options for using both methods on a project</li> <li>Avoiding the elephant traps</li> <li>Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook</li> <li>Overview</li> <li>Eligibility requirements</li> <li>Exam information</li> <li>Exam Blueprint</li> <li>Continuing certification requirements</li> <li>Key aspects of the PMI Agile Certification Examination Content Outline</li> <li>Introduction</li> <li>Agile exam content outline</li> <li>Tools and techniques</li> <li>Knowledge and skills</li> <li>Domains and tasks (not examined)</li> </ul> <h3>An Introduction to Agile and Implementing Agile</h3> <ul> <li>Definable work vs. high-uncertainty work</li> <li>Project factors that influence tailoring</li> <li>The Agile Manifesto and 12 Principles</li> <li>Agile mindset</li> <li>Agile domains and tasks</li> </ul> <h3>Agile Tools and Techniques Related to PM 'Hard Skills'</h3> <ul> <li>Planning, monitoring, and adapting</li> <li>The need for planning, monitoring, and adapting</li> <li>The Agile approach to planning and plans</li> <li>The Agile planning tools and techniques</li> <li>The Agile monitoring tools and techniques</li> <li>The Agile approach to adapting</li> <li>Product quality</li> <li>A definition of 'product quality'</li> <li>Setting the standard for product quality</li> <li>Agile tools and techniques for achieving product quality</li> <li>Risk management</li> <li>A definition of 'risk'</li> <li>What is 'at risk'?</li> <li>The acceptability of risks</li> <li>The Agile tools and techniques for managing risks</li> </ul> <h3>Agile Tools and Techniques Related to PM 'Soft Skills'</h3> <ul> <li>The difference between PM 'hard and soft' skills</li> <li>Communications</li> <li>The importance of communications</li> <li>Forms of agile communications</li> <li>Communications within the project</li> <li>Communications from the project</li> <li>Communications to the project</li> <li>Making communications the cultural norm</li> <li>Interpersonal Skills</li> <li>Defining and understanding management</li> <li>Defining and understanding leadership</li> <li>Defining and understanding servant leadership</li> <li>Delegating vs. empowering</li> <li>Playing to people's strengths</li> <li>Overcoming the roadblocks</li> </ul> <h3>Core Agile Tools and Techniques</h3> <ul> <li>The philosophy of core Agile tools and techniques</li> <li>Agile estimation</li> <li>Will traditional forms of estimating work for agile?</li> <li>The relationship between estimating and guessing</li> <li>The relationship between estimating and sizing</li> <li>The where, who, and how of agile estimating</li> <li>Agile analysis and design</li> <li>Product analysis and design from a user point of view</li> <li>Product analysis and design from a supplier point of view</li> <li>Product analysis and design from an agile project point of view</li> </ul> <h3>Value-Based Agile Tools and Techniques</h3> <ul> <li>The role of value-based tools and techniques in bridging traditional PM with Agile</li> <li>Value-based prioritization</li> <li>Value-based prioritization and agile projects</li> <li>Investment appraisal methods</li> <li>Regulatory driven</li> <li>Customer driven</li> <li>Ranking methods (MMF, MoSCoW)</li> <li>Metrics</li> <li>What should we measure / track?</li> <li>Methods of measuring / tracking</li> <li>Adding value with metrics</li> <li>Process Improvement</li> <li>Value-stream analysis</li> <li>Value-stream mapping</li> </ul> <h3>Agile Knowledge and Skills</h3> <ul> <li>Context of Agile Knowledge and Skills vis-Ã -vis Agile Tools and Techniques</li> <li>Agile Knowledge and Skills</li> <li>Process focused</li> <li>People focused</li> <li>Product focused</li> <li>Project focused</li> </ul> <h3>Exam Preparation and Course Closure</h3> <ul> <li>The application process - where are you now?</li> <li>The 'Exam-Focused Journal' - what you still have to do</li> <li>Further preparation - self-study schedule</li> <li>Exam topic review</li> <li>Practice exam</li> <li>Practice exam debrief</li> <li>Course closure</li> </ul>


                </section>

PMI-ACP® Exam Prep: In-House Training
This course builds on the candidates' practical experience of Agile in the workplace to equip them with the broad range of knowledge and skills required for the PMI® Agile Certification exam. It will follow the PMI® requirements and reference the suggested reading list, including the Agile Practice Guide, but will not be limited to those areas.
Within the profession and discipline of project management, Agile continues to develop as a significant and important aspect of bringing change to an organization. Where the products of change must be delivered to the business 'on time,' Agile is often the chosen methodology.
In addition to equipping candidates for the PMI® Agile Certification examination, this course will also support candidates in taking a more informed and effective role in Agile projects. It will also enable them to take a significant role in encouraging and enabling the organization to become or develop as an Agile environment.
What you will Learn
You will learn how to:
Appreciate the wider aspects of Agile project management tools and techniques
Integrate various disciplines within Agile
Tailor / customize Agile to suit the needs of different projects
Prepare yourself for the PMI® Agile Certification examination
Getting Started
Introductions
Agenda
Expectations
Foundation Concepts
Defining 'Traditional' Project Management
Project management parameters
The 'traditional' approach to the parameters
Strengths and weaknesses of the traditional approach
Defining 'Agile' Project Management
Project management parameters revisited
The 'agile' approach to the parameters
Strengths and weaknesses of agile
Managing projects with traditional and agile methods
Can the two approaches co-exist?
Leveraging the benefits of both methods
Options for using both methods on a project
Avoiding the elephant traps
Key aspects of the PMI® Agile Certified Practitioner (PMI-ACP)® Handbook
Overview
Eligibility requirements
Exam information
Exam Blueprint
Continuing certification requirements
Key aspects of the PMI Agile Certification Examination Content Outline
Introduction
Agile exam content outline
Tools and techniques
Knowledge and skills
Domains and tasks (not examined)
An Introduction to Agile and Implementing Agile
Definable work vs. high-uncertainty work
Project factors that influence tailoring
The Agile Manifesto and 12 Principles
Agile mindset
Agile domains and tasks
Agile Tools and Techniques Related to PM 'Hard Skills'
Planning, monitoring, and adapting
The need for planning, monitoring, and adapting
The Agile approach to planning and plans
The Agile planning tools and techniques
The Agile monitoring tools and techniques
The Agile approach to adapting
Product quality
A definition of 'product quality'
Setting the standard for product quality
Agile tools and techniques for achieving product quality
Risk management
A definition of 'risk'
What is 'at risk'?
The acceptability of risks
The Agile tools and techniques for managing risks
Agile Tools and Techniques Related to PM 'Soft Skills'
The difference between PM 'hard and soft' skills
Communications
The importance of communications
Forms of agile communications
Communications within the project
Communications from the project
Communications to the project
Making communications the cultural norm
Interpersonal Skills
Defining and understanding management
Defining and understanding leadership
Defining and understanding servant leadership
Delegating vs. empowering
Playing to people's strengths
Overcoming the roadblocks
Core Agile Tools and Techniques
The philosophy of core Agile tools and techniques
Agile estimation
Will traditional forms of estimating work for agile?
The relationship between estimating and guessing
The relationship between estimating and sizing
The where, who, and how of agile estimating
Agile analysis and design
Product analysis and design from a user point of view
Product analysis and design from a supplier point of view
Product analysis and design from an agile project point of view
Value-Based Agile Tools and Techniques
The role of value-based tools and techniques in bridging traditional PM with Agile
Value-based prioritization
Value-based prioritization and agile projects
Investment appraisal methods
Regulatory driven
Customer driven
Ranking methods (MMF, MoSCoW)
Metrics
What should we measure / track?
Methods of measuring / tracking
Adding value with metrics
Process Improvement
Value-stream analysis
Value-stream mapping
Agile Knowledge and Skills
Context of Agile Knowledge and Skills vis-Ã -vis Agile Tools and Techniques
Agile Knowledge and Skills
Process focused
People focused
Product focused
Project focused
Exam Preparation and Course Closure
The application process - where are you now?
The 'Exam-Focused Journal' - what you still have to do
Further preparation - self-study schedule
Exam topic review
Practice exam
Practice exam debrief
Course closure

PMI PMBOK

ICP-ACC (ICAgile Certified Agile Coaching)

Professional Scrum Master (PSM)

PMI-ACP Exam Prep: In-House Training

<h2>AgileSHIFT®: In-House Training</h2>
 <p>AgileSHIFT® is the change your organization needs: the business landscape is changing and transformation is necessary. But it is also hard.</p>
 <p>This program is aimed to drive transformational change throughout an organization. This new enterprise agility guidance empowers individuals to use a lightweight tailorable framework to understand, engage with, and champion change by embracing agile and lean ways of working.</p>
 <p>Taking a holistic view of an organization, AgileSHIFT® will create and support the champions of change your business needs in order to thrive in an increasingly competitive and disruptive workplace.</p><h3>What You Will Learn</h3>
 <p>At the end of this program you will be able to:</p>
 <ul>
 <li>Identify why organizations need to create a culture of enterprise agility in response to a changing context</li>
 <li>Recognize how to think and work differently to enable change</li>
 <li>Explore agile and lean thinking concepts and how they relate to running and changing your organization</li>
 <li>Utilize key concepts of the AgileSHIFT® framework</li>
 <li>Describe the AgileSHIFT® delivery approach</li>
 </ul><section>
                    <ul> <li>Getting Started </li> <li>A changing context </li> <li>Enterprise agility </li> <li>The Purpose of AgileSHIFT® </li> <li>The AgileSHIFT® Framework </li> <li>AgileSHIFT® principles </li> <li>AgileSHIFT® practices </li> <li>AgileSHIFT® roles </li> <li>AgileSHIFT® workflow </li> <li>Benefits of AXELOS.com </li> <li>Summary and Next Steps </li> </ul>


                </section>

AgileSHIFT®: In-House Training
AgileSHIFT® is the change your organization needs: the business landscape is changing and transformation is necessary. But it is also hard.
This program is aimed to drive transformational change throughout an organization. This new enterprise agility guidance empowers individuals to use a lightweight tailorable framework to understand, engage with, and champion change by embracing agile and lean ways of working.
Taking a holistic view of an organization, AgileSHIFT® will create and support the champions of change your business needs in order to thrive in an increasingly competitive and disruptive workplace.
What You Will Learn
At the end of this program you will be able to:
Identify why organizations need to create a culture of enterprise agility in response to a changing context
Recognize how to think and work differently to enable change
Explore agile and lean thinking concepts and how they relate to running and changing your organization
Utilize key concepts of the AgileSHIFT® framework
Describe the AgileSHIFT® delivery approach
Getting Started
A changing context
Enterprise agility
The Purpose of AgileSHIFT®
The AgileSHIFT® Framework
AgileSHIFT® principles
AgileSHIFT® practices
AgileSHIFT® roles
AgileSHIFT® workflow
Benefits of AXELOS.com
Summary and Next Steps

AgileSHIFT: In-House Training

<h2>Agile Release Plans: In-House Training</h2>
 <p>While many Agile frameworks provide guidance on a focus on value and iterative development, many do not explain how that value is delivered to the customer. Release Plans have become an accepted and common practice to bridge the gap between the Product Vision and the Product Backlog (Agile requirements).</p>
 <p>In this course, you will be provided with an introduction to Agile and to Scrum, the most utilized Agile framework. You will also learn how the Vision, Roadmap, and Charter help to establish the Release Plan.</p>
 <p>The goal of this course is to equip you with the necessary knowledge, skills, and techniques to build Release Plans to ensure you deliver the most value to your customers.</p><h3>What you will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Recall the Scrum framework elements (roles, events, and artifacts)</li>
 <li>Examine the benefits of Agile</li>
 <li>Develop a Product Vision and Roadmap</li>
 <li>Create an Agile Project Charter</li>
 <li>Prepare a Release Plan</li>
 <li>Write user stories to support a Product Backlog</li>
 </ul><section>
                    <h3>Foundation Concepts</h3> <ul> <li>Introduction to Scrum</li> <li>Scrum Overview</li> <li>Agile Benefits</li> </ul> <h3>Product Definition</h3> <ul> <li>Business Goals</li> <li>Product Vision</li> <li>Product Roadmap</li> </ul> <h3>Agile Project Charter</h3> <ul> <li>Product Scope</li> <li>Project Risks</li> <li>Release Deadlines</li> <li>Sprint Durations</li> <li>Team Norms</li> </ul> <h3>Release Planning</h3> <ul> <li>Release Plan Process</li> <li>Select Stories and a Release Date</li> </ul> <h3>Product Backlog</h3> <ul> <li>User stories</li> <li>Building the product backlog</li> <li>Product Backlog Refinement</li> <li>Transitioning to the Scrum Team</li> </ul>


                </section>

Agile Release Plans: In-House Training
While many Agile frameworks provide guidance on a focus on value and iterative development, many do not explain how that value is delivered to the customer. Release Plans have become an accepted and common practice to bridge the gap between the Product Vision and the Product Backlog (Agile requirements).
In this course, you will be provided with an introduction to Agile and to Scrum, the most utilized Agile framework. You will also learn how the Vision, Roadmap, and Charter help to establish the Release Plan.
The goal of this course is to equip you with the necessary knowledge, skills, and techniques to build Release Plans to ensure you deliver the most value to your customers.
What you will Learn
At the end of this program, you will be able to:
Recall the Scrum framework elements (roles, events, and artifacts)
Examine the benefits of Agile
Develop a Product Vision and Roadmap
Create an Agile Project Charter
Prepare a Release Plan
Write user stories to support a Product Backlog
Foundation Concepts
Introduction to Scrum
Scrum Overview
Agile Benefits
Product Definition
Business Goals
Product Vision
Product Roadmap
Agile Project Charter
Product Scope
Project Risks
Release Deadlines
Sprint Durations
Team Norms
Release Planning
Release Plan Process
Select Stories and a Release Date
Product Backlog
User stories
Building the product backlog
Product Backlog Refinement
Transitioning to the Scrum Team

Scrum

Agile Release Plans: In-House Training

<h2>The Agile Project Manager</h2>
 <p>Change isn't coming, it's already here. The project environment is becoming more volatile, uncertain, complex, and ambiguous. Project management and project managers must transform and evolve in order to keep up with these changes.</p>
 <p>Agile has been a disruptor in the field of project management, having over 20 years of successes and benefits to organizations that have adopted their frameworks. The Agile frameworks have proven themselves to be more adept in dealing with this uncertainty. But Agile isn't just about following a different way of working.</p>
 <p>What do you need to learn, do, and become in order to continue in the current and future environment? It is a powerful combination of knowledge, competencies, and mindset.</p>
 <p>In an increasingly complicated project environment, this course provides participants with the knowledge needed to not only survive but thrive.</p><h3>What you will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Evaluate the changing project environment and the needed knowledge, skills, and behaviors</li>
 <li>Demonstrate innovative project manager competencies of leading change, servant leadership, and focus on value</li>
 <li>Utilize Lean and Agile principles to maximize value and improve project performance</li>
 <li>Construct a hybrid Agile model that is unique to your project</li>
 <li>Assess your role in Business Agility as an Agile Project Manager</li>
 </ul><section>
                    <h3>Getting Started</h3> <ul> <li>Introductions</li> <li>Workshop orientation</li> <li>Expectations</li> </ul> <h3>Foundations</h3> <ul> <li>Recap: What is Agile?</li> <li>A changed project environment</li> <li>The future project manager</li> </ul> <h3>Agile Project Management Competencies</h3> <ul> <li>Focusing on value</li> <li>Championing change</li> <li>Servant leadership</li> <li>Coaching / mentorship</li> <li>Facilitation</li> </ul> <h3>Lean and Agile Principles</h3> <ul> <li>Optimizing flow</li> <li>Making things small</li> <li>Continuous planning</li> <li>Just-In-Time requirements</li> <li>Visualizing work</li> </ul> <h3>Hybrid Agile Considerations</h3> <ul> <li>Considering a Hybrid Approach</li> <li>Examining Strengths and Weaknesses of Each Approach</li> <li>Selecting Waterfall / Agile Roles, Practices, and Techniques</li> <li>Reviewing Three Hybrid Scenarios</li> <li>Constructing the Hybrid Project</li> </ul> <h3>Implementing Agile</h3> <ul> <li>Pitfalls and Concerns</li> <li>Agile in the Organization</li> <li>Business Agility</li> </ul>


                </section>

The Agile Project Manager
Change isn't coming, it's already here. The project environment is becoming more volatile, uncertain, complex, and ambiguous. Project management and project managers must transform and evolve in order to keep up with these changes.
Agile has been a disruptor in the field of project management, having over 20 years of successes and benefits to organizations that have adopted their frameworks. The Agile frameworks have proven themselves to be more adept in dealing with this uncertainty. But Agile isn't just about following a different way of working.
What do you need to learn, do, and become in order to continue in the current and future environment? It is a powerful combination of knowledge, competencies, and mindset.
In an increasingly complicated project environment, this course provides participants with the knowledge needed to not only survive but thrive.
What you will Learn
At the end of this program, you will be able to:
Evaluate the changing project environment and the needed knowledge, skills, and behaviors
Demonstrate innovative project manager competencies of leading change, servant leadership, and focus on value
Utilize Lean and Agile principles to maximize value and improve project performance
Construct a hybrid Agile model that is unique to your project
Assess your role in Business Agility as an Agile Project Manager
Getting Started
Introductions
Workshop orientation
Expectations
Foundations
Recap: What is Agile?
A changed project environment
The future project manager
Agile Project Management Competencies
Focusing on value
Championing change
Servant leadership
Coaching / mentorship
Facilitation
Lean and Agile Principles
Optimizing flow
Making things small
Continuous planning
Just-In-Time requirements
Visualizing work
Hybrid Agile Considerations
Considering a Hybrid Approach
Examining Strengths and Weaknesses of Each Approach
Selecting Waterfall / Agile Roles, Practices, and Techniques
Reviewing Three Hybrid Scenarios
Constructing the Hybrid Project
Implementing Agile
Pitfalls and Concerns
Agile in the Organization
Business Agility

The Agile Project Manager: In-House Training

<h2>Virtual Agile Teams: In-House Training</h2>
 <p>Agile teams are a must in this world of intense competition, marketing demands, and changing expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed, with suppliers and clients actively engaged in joint projects. Agile Teams now work across geographical, organizational, and cultural boundaries to deliver solutions and services to global users. Distance and differences may amplify the effect of issues and factors that are relatively straightforward for co-located Agile teams.</p>
 <p>This workshop delivers practical concepts and techniques that participants will start using immediately with their virtual Agile teams. The goal of the course is to enable you to successfully execute your preferred Agile or Scrum methods in a virtual project team environment.</p><h3>What you will Learn</h3>
 <p>At the end of this program, you will be able to:</p>
 <ul>
 <li>Explain the characteristics of a virtual team and how they differ from a co-located team</li>
 <li>Build an effective virtual Agile team using a Team Charter approach</li>
 <li>Develop Release Plans, including prioritizing user stories, with a virtual Agile Team</li>
 <li>Construct a Sprint plan, including effective user story estimates, virtually</li>
 <li>Execute a Sprint, including essential Agile or Scrum ceremonies, virtually</li>
 <li>Conduct effective virtual meetings in an environment supportive of Agile and Scrum methods</li>
 </ul><section>
                    <h3>Foundation Concepts</h3> <ul> <li>Agile Mindset and Values</li> <li>Agile Benefits and Methods</li> <li>Scrum Overview</li> <li>Co-located vs. Virtual Teams</li> </ul> <h3>Forming Virtual Agile Teams</h3> <ul> <li>Exploring Virtual Leadership</li> <li>Focusing on Virtual Agile Leaders</li> <li>Developing a Virtual Agile Team Charter</li> <li>Meeting Team Challenges in a Virtual Environment</li> </ul> <h3>Planning Releases with a Virtual Agile Team</h3> <ul> <li>Planning releases overview</li> <li>Estimating user stories</li> <li>Prioritizing user stories</li> <li>Setting release parameters</li> <li>Getting consensus on the release plan</li> </ul> <h3>Planning a Sprint for a Virtual Project</h3> <ul> <li>Sprint Planning Overview</li> <li>Confirming Sprint Scope with Virtual Agile Teams</li> <li>Developing a Sprint Delivery Plan for Virtual Agile Teams</li> </ul> <h3>Running a Sprint in a Virtual Environment</h3> <ul> <li>Self-organizing a Sprint for a Virtual Agile Team</li> <li>Using Scrum tools in a Virtual Environment</li> <li>Conducting End of Sprint Meetings in a Virtual Environment</li> <li>Iterating as a Virtual Agile Team</li> </ul> <h3>Creating an Environment for Success</h3> <ul> <li>Piloting a virtual Agile team</li> <li>Creating an Agile-friendly virtual environment</li> </ul>


                </section>

Virtual Agile Teams: In-House Training
Agile teams are a must in this world of intense competition, marketing demands, and changing expectations. Global virtual teaming has become a necessity as organizations become increasingly distributed, with suppliers and clients actively engaged in joint projects. Agile Teams now work across geographical, organizational, and cultural boundaries to deliver solutions and services to global users. Distance and differences may amplify the effect of issues and factors that are relatively straightforward for co-located Agile teams.
This workshop delivers practical concepts and techniques that participants will start using immediately with their virtual Agile teams. The goal of the course is to enable you to successfully execute your preferred Agile or Scrum methods in a virtual project team environment.
What you will Learn
At the end of this program, you will be able to:
Explain the characteristics of a virtual team and how they differ from a co-located team
Build an effective virtual Agile team using a Team Charter approach
Develop Release Plans, including prioritizing user stories, with a virtual Agile Team
Construct a Sprint plan, including effective user story estimates, virtually
Execute a Sprint, including essential Agile or Scrum ceremonies, virtually
Conduct effective virtual meetings in an environment supportive of Agile and Scrum methods
Foundation Concepts
Agile Mindset and Values
Agile Benefits and Methods
Scrum Overview
Co-located vs. Virtual Teams
Forming Virtual Agile Teams
Exploring Virtual Leadership
Focusing on Virtual Agile Leaders
Developing a Virtual Agile Team Charter
Meeting Team Challenges in a Virtual Environment
Planning Releases with a Virtual Agile Team
Planning releases overview
Estimating user stories
Prioritizing user stories
Setting release parameters
Getting consensus on the release plan
Planning a Sprint for a Virtual Project
Sprint Planning Overview
Confirming Sprint Scope with Virtual Agile Teams
Developing a Sprint Delivery Plan for Virtual Agile Teams
Running a Sprint in a Virtual Environment
Self-organizing a Sprint for a Virtual Agile Team
Using Scrum tools in a Virtual Environment
Conducting End of Sprint Meetings in a Virtual Environment
Iterating as a Virtual Agile Team
Creating an Environment for Success
Piloting a virtual Agile team
Creating an Agile-friendly virtual environment

Educators providing Professional Agile Leadership (PAL) courses in Shotton

Search By Location