Working Example
Agility Practice
Either by choice or through the diagnostic review, all three modules of the Agile Lens are chosen by a group of practitioners to help impact on Talent Management and Organisational Design.
The priority is speed of response and decision making. The organisations are mostly in growth and capacity-building mode, and have a lot of projects necessary to recast internal processes, talent deployment and performance focus without something new.
So all three of the Agile modules are relevant and the dates are set.
16 HR leaders and practitioners are enrolled and the call ups sent and the 3 x 3 hour online learning environments are set.
The Reshaping for the Future Luminary for this is Perry Timms of PTHR and one of HR’s most influential thinkers for the past four years.
Module 01
Agile Readiness
How Agile are we?
Current practices and project approaches within HR and across the organisation and experiences with, or future plans for, adopting more Agile tools, techniques and approaches.
Specific areas of need where workstacks are overflowing and bureaucracy needs containing.
Shifts required – considerations on
Culture
Management practice
Organisation design
Governance and resource allocation
Performance and performance reporting
Learning and talent development
Agility & Agile – overview and supporting models of psychological, operational and management theory
Psychological Contract and Safety
Autonomous working and self-management
Leadership, coaching and adaptive planning
Module 02
Applied Agile
Agile Practice – at the heart of work. Understand the Agile approach to Sprint-based operation in an HR, OD & Learning context
Products and solution building
Ownership, accountability and cadence
Sprints, work-sizing and planning
Deployment, decision making and delivery
Value creation and Impact assessment
Agile Projects & Agile Operations
What transformation, change and improvement projects do you have that could benefit from an Agile application?
What business-as-usual could be delivered more swiftly, creatively and inclusively using Agile tools and techniques?
Prime: Into Operation
Set up Agile Project(s)
Agree in-module support
Module 03
Scaled Agile
Overview of larger-scale adoption of Agile approaches – gains and risks that need addressing in a strategy
Leadership Agility – impact on decisions, leading roles, projects and programmes
Creating an Agile Centre of Excellence/Practice within your organisation
Sustainable application of skills and methodology for wider utilisation of Agile techniques.
Adapting existing Project approaches so there is an Agile fit and continuous improvement to adopting Agile.
Agile & Organisation Design & Transformation
Leadership, spans of control,
decision makingResponsive planning
Performance and reporting
Resource allocation
Agile into Strategies and Business Plans
Learning Outcomes
In attending this programme of learning, participants will be able to:
Describe the psychological and organisational elements that influence the need and application of more agility and Agile approaches to working.
Describe the core elements of an Agile Project/Working approach that includes specific linguistics and frames of reference, tools and techniques and practices that allow Agile approaches to depart from more bureaucratic and orthodox project management methods.
Apply the Agile Project/Working approach in
their organisation is a contained experimental venture that helps them solve a business
problem, capitalise on an opportunity and
reveal an appropriate fit for Agile ways within
their organisation.Consider and plan for the impacts of introducing more agility and Agile approaches to projects and work and their impact on management, governance, culture, resourcing, performance and learning.