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HCMBOK® to AGILE – Change Management for Agile Projects

The HCMBOK® to AGILE was developed with a holistic view, applicable to any agile framework or method used in your project / organization.

Our goal with this training is to present a model for integrating good practices, tools and change management method integrated with projects conducted with agile approaches.

Additionally, we present the concept of Agile Change Management, which, in summary, is a model for introducing organizational changes in iterative and incremental cycles that respects the human time of assimilation of changes, reducing the impact of a major disruption at once.

WHO SHOULD ATTEND

  • Agile Professionals
  • Agile Coaches
  • Project Managers
  • Change Managers
  • Scrum Masters
  • IT Professionals
  • HR Professionals
  • PMOs Members
  • Change Leaders
  • Continuous Improvement Professionals
  • Department Heads


Conteúdo do Programa:

1. Demystifying the Concept of Agile

2. Brief History About the Agile Universe - from Lean to the Present Day

3. Cynefin: The Right Solution, in the Wrong Context, is the Wrong Solution

  • 3.1. Clear Contexts - the Domain of Best Practices
  • 3.2. Complicated Contexts - the Domain of Good Practices
  • 3.3. Complex Contexts - the Domain of Emerging Practices
  • 3.4. Chaotic Contexts - the Domain of Novel Practices

4. Myths About Agile

  • 4.1. Agile is New
  • 4.2. Agile has no Documentation
  • 4.3. Agile does not Require Planning
  • 4.4. Agile is the Solution to All Problems in Projects
  • 4.5. Agile does not Need to Prove Benefits
  • 4.6. Agile Only Applies to Small Projects
  • 4.7. Agile is Exclusive for Product Development

5. Truths About Agile

  • 5.1. Agile is People-centered
  • 5.2. Agile has Solid Values and Principles
  • 5.3. Agile Requires Collaboration and Self-organization
  • 5.4. Agile is Adaptation, and this Requires Deep Technical Knowledge

6. Challenges for Implementing Agile

  • 6.1. Dealing with Organizational Culture
  • 6.2. Neglecting Complexity
  • 6.3. Performance Indicators and Metrics

7. Agile Organizations, a Challenging Journey

8. Do Startups Need Change Management?

9. What Changes in the Role of the Change Manager in Projects with Agile Approaches?

10. Change Management or Organizational Transformation?

11. Influence of the Agile Concept on HCMBOK®

12. Change Management and the Agile Universe

13. Applying HCMBOK® to Projects with Agile Approaches

14. Project Planning

15. Static Macro-Activities of Strategic Change Management Plan (SCMP)

  • 15.1. Define and Prepare the Sponsor of the Project
  • 15.2. Hold a Working Session to Align and Mobilize Leaders
  • 15.3. Define the Project’s Purpose and Identity
  • 15.4. Assess Characteristics of the Organizational Culture and Its Effects on the Change Efforts
  • 15.5. Define the Roles and Responsibilities of the Project Team
  • 15.6. Adjust the Physical Environment to the Project Needs
  • 15.7. Assess the Predisposition to Changes and Their Impacts
  • 15.8. Plan and Carry Out the Project Kick-Off

16. Release and Iteration Planning

17. Dynamic Macro-Activities of Strategic Change Management Plan (SCMP)

  • 17.1. Review Lessons Learned
  • 17.2. Identify and Align Stakeholder Expectations
  • 17.3. Plan the Team’s Assignment and Development
  • 17.4. Establish the Change Management Action Plan

18. Hybrid Macro-Activities of Strategic Change Management Plan (SCMP)

  • 18.1. Mapping and Classifying Stakeholders
  • 18.2. Identify and Plan Actions to Handle Antagonism and Engagement Factors
  • 18.3. Identify Alternatives and Perform Knowledge Management
  • 18.4. Develop the Strategic Change Management Plan (SCMP)
  • 18.5. Activities Related to the Acquisition of Products or Services

19. Development Cycles of a Project Performed with an Agile Approach

  • 19.1. Assess and Address Organizational Impacts
  • 19.2. Plan and Execute Learning and Acquired Knowledge Management
  • 19.3. Manage Risks Inherent to the Human Factor
  • 19.4. Confirm the Stakeholders’ Future in the Post-Project Phase, Plan, and Perform the Demobilization of the Project Team
  • 19.5. Assess and Communicate Stakeholders’ Readiness and Confidence to Implement the Project
  • 19.6. Define Roles and Responsibilities for the Production Phase
  • 19.7. Ensure All Leaders’ Commitment to the Implementation, Hold the Implementation Decision Meeting, and Communicate its Result

20. Implementation

21. Sustaining change

22. Closing

23. Recurring Macro-Activities

  • 23.1. Plan and Manage Communication
  • 23.2. Create Team Spirit and Carry Out Reinforcement Dynamics
  • 23.3. Encourage Participatory Processes
  • 23.4. Manage the Environment—Conflicts, Motivation, Stress, and Behaviors
  • 23.5. Encourage Creativity and Innovation
  • 23.6. Manage Stakeholder Engagement

24. Agile Change Management

  • 24.1. Agile Change Management and Agile Manifesto
  • 24.2. Agile Change Management Beliefs
  • 24.3. The Agile Change Management Process
  • 24.4. Participatory Definition of Change Priorities
  • 24.5. Development, Validation, Implementation, and Agility of Changes


Certification: HCMBOK® to Agile Practitioner issued by Human Change Management Institute at no additional cost and expiration date.

Training language: English

Training Schedule and Certification

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HUCMI is present in more than 30 countries, with all its didactic material, books, tools and certification tests in English, Spanish and Portuguese.

                    

Our public or in-company training courses are offered in 3 modes: On-site, Live Virtual and Recorded E-Learning.

                    

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