Getting Agile with Business Change

Applying Lean and Agile in Business Architecture

“Agile is about iterative development and continuous improvement”
“ Lean gives focus on delivering value not on documentation and project

Three Day Course or 10 Personal Mentoring Sessions
The use of agile approaches in making changes in organisations is becoming more common both in the private and public sector. In the public sector, governments are recommending its use as a way of accelerating change to improve services and reduce the cost of public services.

Adapting your change function to use lean and agile approaches is quite a culture shock for organisations, who for years have applied traditional development techniques.
This course explores the principles of agile and gives an overview of some of the approaches used by different organisations that use these techniques for both software development and for non software related business development, in creating new products, research and development or customer service improvements.
It tackles firmly the issues of moving from a staged document driven lifecycle, managed through formal project management methods like Prince and examines the process, cultural and technical changes required to make this transition.

Content Overview:
● Presents a balanced and reasoned assessment of the use of “agile” both for and against in a variety of business and organisational environments.
● Comprehensively presents the principles of “agile” approaches whether or not software is the means to deliver change.
● Examines the principles of lean and applies the principles to the activity of business change.
● Gives an overview of currently used agile approaches:
● How do staged project management methodologies like Prince and waterfall approaches fit in the “agile” world.
● Agile and its relationship with outsourcing and off shoring.
● Demonstrates the use of:
● Time boxes.
● MOSCOW lists
● Iterations.
● Frequent deliveries.
● Integrated testing.
● Incremental delivery
● Devolved decision making
● Assesses the management of risk and project failure in “agile”.
● Looks at roles and responsibilities in an “agile” world and how they will differ with those found in traditional approaches.
● How to address the cultural and organisational changes needed to move to an “agile” way of working.
● How to use “agile” in alignment with strategy and your enterprise/business architecture by: looking at how to get the best balance between de-centralised “agile” incremental change and centralised architectural control.
● Practises agile techniques in a simulation workshop.
On completing the course the delegates will:
● Understand the core differences between traditional “waterfall” life cycles and agile.
● Be able to assess the appropriate choice of agile or traditiooffice1nal techniques against different business or organisational environments.
● Be able to integrate lean principles and apply them to business change and implementation Be able to explain clearly to colleagues what delivering in an “agile” way means on a day to day basis.
● Know how to integrate agile and lean into your business architecture.
● Know how to move towards rapid and consistent delivery of customer value in a world where requirements are rarely static.
● Know how to move forward in delivering things to customers incrementally with rapid feedback and continuous improvement.
● Give focus to things that add value and remove activities that do not.

Who should attend:
● Accountable executives and programme sponsors.
● Project/ Programme managers.
● Business analysts.
● Software developers looking to become analyst programmers.
● Non technical people wanting to use “agile” to develop non software related items e.g., product development; training, process development and distribution channels.
● Operational managers and their key staff.
● Senior Subject matter experts.
What this course is not about:
● The use of particular methodology or approach.
● Evangelising a set of techniques and promotion of jargon and acronyms. -”Jumping on the bandwagon”
● Particular technologies like: Service Orientated Architecture or Cloud computing.
● Technical Software Development.
Expectations of Delegates:
Delegates should expect to engage in group discussions and apply their own business experiences and to contribute to the group as a whole in bringing a new approach to carrying out change into their business.
Expect to be challenged and to develop a different perspective on what you and your organisation does to day both functionally and culturally.

Download PDF Course Getting Agile with Business Change