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You can’t find Scrum Masters and urgently need Product Owners who think and act agilely? Are you looking for developers who are familiar with Test-Driven-Development, Continuous-Integration, Craftmanship and deliver self-organised products with high quality?
Would you like to see more progress in your agile transformation? There are individual cells in your company that have already implemented agile principles quite well… but how can the experience be transferred to other parts of the company? Would you like to overcome resistance that often accompanies an agile transformation?
We present….
Grow internally interested employees to become agilists who can contribute to the desired change as multipliers for their ideas in the company.
We support you so that you do not have to permanently fill the gaps in your staff with external employees and build up the self-organised apprentice programme with you, with which you will have a closely networked community in one to two years that can drive the programme internally itself.
We will be happy to present our programme to you… Talk to us!
PARTICIPANTS
Junior ScrumMasters or ProductOwners and career changers are suitable candidates for Agile Living Movement. The important prerequisite is that the participants work in a real product or project team from the beginning. This allows them to immediately try out what they have learned in everyday life and to reflect on and further develop it in the Agile Living Movement community.
For developers, Agile Living Movement can additionally be used as a self-organised onboarding tool. Junior developers can be prepared for the agile way of working and get to know different teams before choosing a place where they can best contribute.
MENTOR
Experienced ScrumMasters, ProductOwners and Agile Developers can be used as mentors for Agile Living Movement. Employees who have gone through the programme as Apprentice can act as mentors for subsequent generations.
DURATION OF AGILE LIVING MOVEMENT
The cycle for a generation in the Agile Living Movement lasts 6 months. After 3 months, participants can take the corresponding certification test with the Scrum Alliance. After that, other frameworks, tools and methods that have proven themselves in the agile context are worked on.
For CSD participants, the duration can be set between two and six months. Experienced newcomers can also participate in order to be introduced to the community at an early stage and to get to know the corporate language and the agile mindset.
THE LEARNING ORGANISATION
In times of faster change, a permanent learning culture is not only necessary for innovation – continuous learning and development is also needed to adapt to the changing market.
With Agile Living Movement, a learning culture is developed and brought into the company. Through the promotion and development of multipliers, knowledge is carried into the company and anchored in various places.
THE MENTORING JOURNEY
Agile Living Movement thrives on the interaction between participants and their mentors. All participants can become mentors for other participants in the following generations.
As a mentor, the focus is on knowledge transfer, coaching and lateral leadership. Self-organisation is an important part of agile working. Mutual, active leadership as needed is a helpful skill here.
The mentoring journey in the Agile Living Movement provides a protected space with reflection, feedback and learning – as a basis for effective leadership in the agile context.
GROWTH
Agile Living Movement develops a strong learning culture and community for future collaboration.
After completing the programme, all participants can be further developed as mentors in the next cycle. This is an effective step from absorbing knowledge to passing on knowledge. Knowledge transfer is an important prerequisite for learning and developing products that constant change makes necessary and possible.
COMMUNITY
is an important pillar for learning and the further development of technology and knowledge in the company.
Agile Living Movement lays a foundation for later community of practice because the participants organise the learning journey themselves with their movement-peers. If a generation is put together from different company departments, this leads to good networking across departmental boundaries.
SELF-ORGANISED AND DEMAND-ORIENTED ONBOARDING
In many companies, developers are recruited and then assigned to a vacant spot in a team. Often there is no way to check how it fits together and there can be a lot of unrest, which can affect the productivity of the team.
Agile Living Movement can serve as a first point of contact for newcomers. Here, employees can settle into the company’s own way of working and domain language. During the programme, the newcomers can get in touch with the different teams and find out where they can have the best impact.
BREAKING THE DEPENDENCY ON EXTERNAL EMPLOYEES
External workers are helpful to solve short-term problems. In the long run, they are usually too expensive. In addition, due to legislation, external employees can only work for the same company for a limited period of time.
This always means losing know-how and spending time and money on new onboarding.
At Agile Living Movement we use the knowledge (also) of external experts to bring their knowledge into the company. It is important to us that the focus is on ensuring that these experts do not work alone – instead, we design the work situations in such a way that the knowledge flows into the company in the best possible way. Pair and mob programming, shadowing, workshops and trainings help here. The focus is on helping people to help themselves instead of letting the experts solve the problems.
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