Build a register of the risks attaching to enterprise agile transformation and keep it current.
Leading Agile Transformation Across the Entire Organisation
Move enterprise agile transformation from general awareness to a repeatable, reviewable practice.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A schedule for enterprise agile transformation without a critical path is a wish list with dates. The estimate for the practice within project and portfolio delivery that nobody challenged is usually the one that fails. Teams frequently over-invest in documenting the project and portfolio delivery capability and under-invest in testing it. They leave able to brief senior management on enterprise agile transformation in terms that support a decision. The course covers this area of project and portfolio delivery at the level of detail needed to act, and stops there. Exercises escalate in difficulty, ending with the ambiguous situations that make the practice within project and portfolio delivery hard in practice. Across sectors, teams that rehearse enterprise agile transformation outperform teams that only plan it. The programme suits teams tackling this strand of project and portfolio delivery together as readily as individuals attending alone. It closes by agreeing the smallest change to the project and portfolio delivery discipline that would make a visible difference.
Expected Learning Outcomes
Adapt recognised practice on enterprise agile transformation to local constraints without hollowing it out.
Establish quality acceptance criteria for the deliverables of enterprise agile transformation.
Manage stakeholders of enterprise agile transformation according to influence and interest.
Define the scope of enterprise agile transformation precisely, including what is explicitly excluded.
Recognise early indicators that enterprise agile transformation is drifting away from its intended design.
Manage dependencies between enterprise agile transformation and other initiatives.
Who Should Attend
Team members preparing to take on project responsibility for enterprise agile transformation.
Technical leads delivering work packages within enterprise agile transformation.
Quality staff verifying that enterprise agile transformation performs as designed.
Consultants and advisers supporting clients on enterprise agile transformation.
Project management office staff assuring enterprise agile transformation.
Planners and schedulers building the timeline for enterprise agile transformation.
Course Modules
Enterprise agile transformation: change control and variation
2 sessions · 8 pointsSession 1Managing suppliers delivering part of enterprise agile transformation
- Build the internal briefing that explains enterprise agile transformation to those affected.
- Assign responsibility for keeping documentation of enterprise agile transformation current.
- Identify single points of dependency in enterprise agile transformation and reduce them.
- Define how the benefit from enterprise agile transformation will be measured after closure.
Session 2Keeping enterprise agile transformation alive after the initial push
- Hold a lessons session on enterprise agile transformation while memory is accurate.
- Compare resource demand from enterprise agile transformation against other commitments.
- Estimate the resource enterprise agile transformation requires to run as designed.
- Map stakeholders of enterprise agile transformation by influence and current level of support.
Enterprise agile transformation: progress measurement and early warning
2 sessions · 8 pointsSession 1Closing enterprise agile transformation and capturing what was learned
- Define the decision gates for enterprise agile transformation and what evidence each requires.
- Plan the sequence in which improvements to enterprise agile transformation will be introduced.
- Build the competence framework that supports enterprise agile transformation.
- Agree what will be standardised in enterprise agile transformation and what will not.
Session 2Decision gates on enterprise agile transformation that can actually stop it
- Draft the minimum viable delivery plan for enterprise agile transformation.
- Establish what evidence demonstrates enterprise agile transformation is under control.
- Map the handovers in enterprise agile transformation between functions and secure them.
- Register the risks to enterprise agile transformation with owner, probability and impact.
Enterprise agile transformation: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Building the method for enterprise agile transformation step by step
- Set the change control process for enterprise agile transformation and require cost and time impact.
- Review at each gate whether enterprise agile transformation should continue at all.
- Agree the escalation threshold for enterprise agile transformation in advance.
- Establish the boundary of enterprise agile transformation and record what sits outside it.
Session 2The decisions in enterprise agile transformation that cannot be delegated
- Anticipate the objections enterprise agile transformation will raise and prepare the answers.
- Prepare the recovery plan for enterprise agile transformation before it is needed.
- Measure progress on enterprise agile transformation by value earned, not tasks ticked.
- Plan handover of enterprise agile transformation to the team that will operate it.
Enterprise agile transformation: stakeholders, communication and support
2 sessions · 8 pointsSession 1The risks to enterprise agile transformation nobody wants to raise
- Establish who is informed, consulted and accountable in enterprise agile transformation.
- Write the scope statement for enterprise agile transformation including explicit exclusions.
- Build reporting on enterprise agile transformation that surfaces problems while they are small.
- Write down the assumptions underpinning the approach to enterprise agile transformation.
Session 2Building a schedule for enterprise agile transformation with a real critical path
- Prepare the summary of enterprise agile transformation that senior management will read.
- Manage supplier performance on enterprise agile transformation against contract, not goodwill.
- Agree the smallest change to enterprise agile transformation that would be visibly useful.
- Estimate enterprise agile transformation using two independent methods and reconcile the difference.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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