Management 3.0 for Agile Managers

Who is this course for?

This course aims at leaders/managers who want to become Agile, and people who want to become great team leaders or line managers.

The course typically draws team leaders, development managers, agile coaches, scrum masters, project managers, product owners, developers and testers, and also top-level management.

Prerequisites
No practical experience with Agile methods is necessary, though some familiarity with Agile principles and practices is useful.

Why attend the course?

The delegates will understand and appreciate a set of tools and practices that may be used to aid the people management of individuals working in an Agile environment.

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Course Description

Several studies indicate that “old-style” managers are the biggest obstacle in transitions to Agile software development. Development managers and team leaders need to learn what their new role is in Agile software development organizations. This course is designed to help them and to learn and use different Agile leadership practices.

This two-day course will show how an Agile organisation can be scaled, covers the areas of self organisation and leads you through the challenges of empowerment through games and exercises and question and answer sessions. The course is held in German with English material.

Course Content

Mgmt-3-0-Day-1_1People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree meetings.
Mgmt-3-0-Day-1_2Complexity science and systems thinking are the cornerstones of an Agile mindset. You will learn about causal loop diagrams, what complexity theory is, how to think in terms of systems, about Black Swans and Jokers, about the difference between complex and complicated, and about the 7 fallacies we often recognize in traditional linear thinking.
Mgmt-3-0-Day-1_3People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams, such as one-on-one meetings, personal assessments, the 12 most important questions, and 360 degree meetings.
Mgmt-3-0-Day-1_4Teams are able to self-organize, and this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards.
Mgmt-3-0-Day-2_1Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organization.
Mgmt-3-0-Day-2_2Teams aren’t able to achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. You will learn about skill levels and discipline levels, how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics.
Mgmt-3-0-Day-2_3Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network.
Mgmt-3-0-Day-2_4People, teams, and organizations need to improve continuously, in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system.

You are unsure how Agile can help you or if at all? Or you have a specific question on any Agile? Matthew and Claudia are happy to give you advice and answer your questions. The first 15 minutes are free – after that you decide if you still want or need our help!