“Some readers have found it curious that The Mythical Man Month devotes most of the essays to the managerial aspects of software engineering, rather than the many technical issues. This bias … sprang from [my] conviction that the quality of the people on a project, and their organization and management, are much more important factors in the success than are the tools they use or the technical approaches they take.” Frederick P. Brooks, The Mythical Man Month – Anniversary Edition
Leading and Managing Agile work and organizations has never been easy, and agile and digital don’t make it any easier. This twelve week programme is designed to help those who currently have management responsibilities and those who will soon gain them.
Leading & Managing Agile Software Development
A 12 week programme of learning and self-improvement: six half-day sessions every other week.
In the digital economy those leading and managing agile software development need a wide breath of knowledge. They need to know not just about technology and Agile but how to get the most from teams and maximise value delivered; they must know how to grow and scale teams; plus they need to understand business strategy and how to execute strategy.
And in a world of self-organizing teams and devolved authority every team member needs such skills and knowledge. Paraodically haing fewer dedicated managers means more people need to learn about management and business.
Leaders and managers make hundreds of decisions each day without even thinking about them. Getting the best from a team requires ensuring these decisions all line up and that requires a clear mindset, a philosophy event.
This programme both teaches leaders key topics in software development and improves their mastery of management. Particular attention is given to helping individuals improve themselves.
This programme is for current leaders and managers, and aspiring leaders and managers, of Agile software development. Each session examines a different topic, participants engage in active discussion of the topic and how it relates to leading and managing real teams.
- Development Managers, Project Managers, Team Leaders, Architects and Scrum Masters will find the programme of immediate value in daily work.
- Experienced Programmers, Testers, Business Analysts and Product Managers will find this programme provides them with the insight needed to advance their career.
- All members of self-organizing teams.
Participants are encouraged to discuss real life situations and problems they face so the group may offer solutions. Appropriate respect is paid to commercial confidentiality.
Why enrol your staff?
Because better management produces better results – whether you want greater innovation, predictability or just greater efficiency the decisions and actions of leaders effect many people.
Because even on a self-organizing team everyone needs to have management skills and may have a leadership role to play.
Because too few companies invest in the managers and leaders of tomorrow those who do gain a competitive advantage.
Why should you enrol?
Because delivering advanced technology requires a prepared mind.
Because there is so much more to creating software than programming, testing and even requirements.
Because you want to be the best leader you can be.
Throughout the programme individuals are challenged to apply lessons to their own work environment – individuals need to do more than just learn words on a slide!
Participants will be asked to reflect overtime on what they are learning and how the lessons in the can be applied their regular work. In addition participants are encouraged to bring real-life problems with development to the class to discuss in the group.
- Leadership and management
- Planning, Forecasting and Scheduling: Planning Horizons and approaches for different horizons
- Estimating value and managing for value
- Inverted planning: using cost of delay to guide planning
- Teams, organizational structure and higher purpose
- Customers and Products: B2B, B2C, Segmentation, Disruptive innovation and Crossing the Chasm.
- Common business strategies: Lean Start-Up, Disruption, Chasm Crossing, emergent strategy and customer segmentation.
Throughout the programme individuals are challenged to apply lessons to their own work environment; this course is about more than words on slides.
Participants will reflect overtime on what they are learning and how the lessons in the get applied their regular work and bring real-life problems with development to the class to discuss in the group.
Public and in-house
When delivered as a public programme, with participants from different organizations, the Chatham House Rule applies: participants agree not to attribute information from other attendees outside the room.
When run for in-house with participants from a single client a number of additional options are available. The course topics can be modified to meet specific client needs, e.g. introduction to agile. Additional 1-on-1 mentoring is also available as part of the programme.
Allan Kelly, BSc, MBA is a leading consultant in Agile adoption and management. He is the originator of Retrospective Dialogue Sheets, Time-Value Profiles and the author of five books including: Business Patterns for Software Developers and Continuous Digital.
Booking and to find out more
For more details please call +44 (0) 20 3286 4292 or use the contact form.
Learning Connexions are offering this course for open (public) attendance in Autumn 2017, please contact Learning Connexions to book a place on Leading and Managing Agile.