Upon completion of this course, participants will be able to:

• Understand the core values and principles of the Agile Manifesto and apply them to business decisions.
• Differentiate between popular Agile frameworks (Scrum, Kanban, Lean) and select the appropriate one for specific contexts.
• Lead and participate effectively in core ceremonies like Sprint Planning, Reviews, and Retrospectives.
• Apply major scaling frameworks (e.g., SAFe, LeSS) to coordinate large, complex, multi-team efforts.
• Redesign funding models and portfolio management to support continuous flow rather than fixed, annual budgets.
• Identify and dismantle organizational impediments (silos, bureaucracy) that block business agility.
• Establish effective metrics for measuring the health of an agile system (flow, velocity, quality, outcome).

• Senior Leaders sponsoring Agile efforts
• Program and Portfolio Managers
• Agile Coaches and Scrum Masters
• Business Unit Leaders and functional managers

The methodology uses practical simulation and real-world implementation planning. **Scenarios** involve role-playing a difficult Sprint Review where the Product Owner rejects delivered features. **Case studies** analyze the large-scale Agile transformations of organizations like ING or Spotify and their approach to scaling. **Group activities** focus on a timed simulation of a Scrum project, including planning, execution, and a retrospective. **Individual exercises** require participants to map their team's current processes against the Lean value stream principles. **Syndicate discussions** debate the political challenge of changing annual budget cycles to support continuous, flow-based funding.

UNIT 1: The Strategic Case for Business Agility

• The VUCA World and why traditional operating models fail to adapt
• Deep dive into the Agile Manifesto: Values, Principles, and the cultural shift
• The concept of "Business Agility": Aligning the entire value stream (not just IT)
• Defining the desired business outcomes of an Agile transformation (speed, quality, predictability)

UNIT 2: Core Agile Frameworks and Practices

• Scrum in-depth: Roles (Product Owner, Scrum Master, Team), Artifacts, and Ceremonies
• Kanban for flow and continuous improvement: Limiting Work in Progress (WIP)
• Lean principles: Eliminating waste, optimizing the value stream, and continuous delivery
• Techniques for effective product backlog creation, refinement, and prioritization

UNIT 3: Scaling Agile Across the Enterprise

• Introduction to leading scaling frameworks (SAFe, LeSS, Disciplined Agile) and their trade-offs
• Designing cross-functional, enduring teams aligned to long-lived value streams
• The challenge of coordination: Managing dependencies across multiple teams and programs
• Agile portfolio management: Moving from project budgeting to value stream funding

UNIT 4: Organizational Impediments and Cultural Change

• Identifying the top five organizational impediments to scaling agility (Silos, HR, Finance)
• Leading the cultural shift: Trust, Empowerment, and Psychological Safety
• The role of the leader in removing roadblocks and shifting governance models
• Techniques for effective communication and change management during the transition

UNIT 5: Measuring and Sustaining Agility

• Measuring the delivery system: Velocity, Cycle Time, and Lead Time metrics
• Measuring business outcomes: Linking team output to strategic KPIs and OKRs
• Conducting effective Retrospectives and using metrics to drive continuous improvement
• Sustaining the transformation: Building internal coaching and community of practice (CoP) functions