Training objective
The need for Agility is increasingly felt in business, and no longer just in the IT sphere. It is important to know whether the projects comprising the company's portfolio are, or are not, suited to Agile management. And what exactly does Hybrid management mean, which blends Agile and Traditional approaches? Beyond the fantasies (utopian or alarmist), an executive must be able to decide and communicate about Agility, and forge their own vision of Agility for industrial and hardware R&D environments.
This training will enable you to know when to recommend Agility in your organisation (which project / team / moment), where and how to deploy it in your teams managing complex physical products and engineering projects.
Become an Agile-compatible executive for R&D and industrial portfolios
You will know what Agile project management can bring you, and under what conditions, specifically for hardware, hybrid and non-IT projects.
1) Which projects for which management approach?
Agile project management does not replace traditional management but complements it. Agile and traditional can even follow each other for certain project profiles (Hybrid management). You will learn to identify the right management types for your industrial and R&D projects.
2) What to expect from Agility, at what cost?
Agile sometimes frightens, sometimes inspires. However, Agile is a concrete reality with its rules and structure. Beyond Post-Its and Agile training, what are the elements to see key KPIs improve (speed, punctuality, costs, content quality, customer proximity) in hardware and physical product development?
3) Adapted communication with teams, understanding Agile reporting
Will we still have late Gantt charts? How can Agile management improve punctuality or even the time from idea to product? What about the V-cycle, milestones, WBS, and other approaches? How does a team work in Agile mode, what does it need, and what should no longer be done?
4) Agility in a rigid environment
How to make multiple projects/teams, Agile or not, coexist in an organisation with traditional procedures or Lean? What about scaling or frameworks in an industrial context?
Learning objectives
- Understand the challenges of Agility, the possibilities but also the constraints, and what results to expect in your industrial organisation123
- Know how to manage a portfolio of projects mixing Traditional and Agile management123
- Know how to evaluate and foster Agility across all company departments123
- Know how to evaluate and foster Agility in development and R&D teams123
- Understand and know how to manage Agile teams and departments alongside the rigid environments of the company, clients and suppliers123
- Know and integrate new KPIs related to Agile project management and scaling at enterprise and portfolio level123
Assessment method: 1 - Assessed by the trainer during exercises and questions. 2 - Validated during the end-of-training quiz and its debrief. 3 - Self-assessed with the self-audit document.
(Self-)assessments and debriefs contribute to the acquisition and validation of skills.
Key topics and keywords
Leadership, Portfolio, Agility, Strategy, Governance, R&D, Industry, Executive, Non-IT
Target audience
Executives seeking to lead Agility at the portfolio level in R&D and industrial organisations
Profiles: R&D Director, Programme Director, General Management, VP Engineering, CTO
Prerequisites: No prerequisites related to the training subject
Practical information
Half day (3.5h). In-company training (at your premises) or Open training ( Open training schedule ).
