Vanligvis vil CTRL + + tastene kunne brukes for å øke størrelsen, og CTRL + - for å redusere den.
Har du hjul på musen, kan du bruke CTRL sammen med hjulet for å justere størrelsen. På Mac kan du bruke CMD + + og CMD + -.
Dette kurset har ikke oppført noen dato for studiestart. Bruk skjemaet under for å kontakte leverandør for nærmere informasjon.
Kursinstruktør Kurt Nielsen
Kurt har lang erfaring med ledelse og coaching. Kurt har ledet software selskaper og jobbet som prosjektleder og Scrum master i store prosjekter. Han kombinerer den kommersielle, tekniske og menneskelige vinkling for å oppnå en maksimal forretningsverdi for prosjektene.
Kurt holder de fleste av våre kurs i Scrum og han får alltid gode tilbakemeldinger fra deltakerne. Han har vært den drivende kraften bak ALL-kursene, som er utviklet av Agile Lean House i Danmark i samarbeid med et nettverk av nordiske smidig-coacher.
Kurt holder de fleste av våre kurs i Scrum og han får alltid gode tilbakemeldinger fra deltakerne. Noe av de gode tilbakemeldingene går også på at Kurt er flink til å ta eksempler fra det nordiske marked og prosjekter. Kurt kommer fra Danmark og kurset kan enten kjøres på dansk/norsk eller engelsk.
Agile Lean Context
The main difference in leadership in practice
- Highlighting the implications of the Neo-Taylorist approach versus ALL
- Describe in own words the differences and how to spot the status of the organization in practice.
Produce an ALL Canvas for the situation at hand, the proposal for action with the proper arguments alligened.
Leadership
The specific challenges to leadership in the ever changing Agile Lean environment
- Concrete tools for the leader to use to make sense of his world
Using Cynefin to understand your disposition better
- Where can you contribute and be fulfilled?
- Does the complexity disposition of the Team fit the situation at hand
The case of the Leadership as a service, towards the outside world and towards staff members
- The ethical dilemma of exploitation of people, time, resources etc.
- The ethical dilemma of wicked problems
Conflict resolution, based on Snowden’s perspective
Impact estimation, how to prioritize initiatives, making the best estimate of value
Organization
Tools that are helpful in describing and agreeing on situations and solutions
- Organizational canvas and Relationship diagram
- Team and Circle manifest.
- Value generation follow up
Linking the external world into an Agile Lean Organization
- Customers, clients & beneficiaries
- Deliverables and Suppliers
- Governments, regulators and such
How to use the 4 values, the 16 principles and the patterns of practices effectively on areas not normally covered by Agile and Lean methodology
- Handling of crisis or opportunity, sudden drops into chaos
- Handling of managed innovation, shallow dives into chaos
- Handling conflict within or between Teams or individuals
- Handling employment and compensation the Agile Lean way
When we cannot have the perfect work conditions for Agile and Lean
- A mix between planned and event driven work
- Team Members are needed for other work than what happens in the Team
When we cannot have the perfect Team with all resources
- Dependencies to outside experts, internal to the organization or not
- Dependencies on other shared resources (test equipment for example)
- Immature or demotivated Team members
Change
Change in behavior, driven by the tools to actually do it
Change in behavior, driven by submitting to accountability, this is a communal thing
Reinventing and -introducing purpose in the workplace, people need to want to contribute
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