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Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Agile/Scrum Soft Skills Training Curriculum January, 2017
Soft Skills Hard Results
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Agile Soft Skills Training Curriculum
By their nature, Agile/Scrum driven projects require a high level of interpersonal communication,
teamwork, problem solving, decision making and other related business and soft skills. Additionally, those
in the key roles of Scrum Master and Product Owner require additional specialized skills including
leadership, negotiation, conflict resolution, influence and more.
This customizable training program is designed to give Agile/Scrum team members, Scrum Masters and
Product Owners the soft skills needed to maximize their effectiveness and enhance project success.
Like a typical college program, this program begins with a core curriculum with topics for all team
members. These topics are:
Primary Core Topics
o Interpersonal Communication (one day)
o Leadership without Authority (one day)
Optional Core Topic (based on team need)
o Problem Solving and Decision Making (one day)
o Working on a Virtual Teams (half day)
o Being an Agent of Change (half day)
o Great Internal Client Service (one day)
Additional topics of value for Scrum Masters and Product Owners are:
Running Effective Meetings (half day)
Conflict Resolution (half day)
Negotiation Skills (one day)
Fostering Innovation (half day)
Additional topics of value for Scrum Masters are:
Leading a Virtual Teams (one day)
Leadership Concepts (half day)
Accelerated Team Building (one day)
Additional topic designed to assist Product Owners work with the business community are:
Strategic Thinking and Planning (half day)
Collaborative Consulting Skills (one day)
Contact us today to enhance your team’s effectiveness tomorrow!
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Class List / Table of Contents
Primary Core Topics
Interpersonal Communication (one day)
Leadership without Authority (one day)
Optional Core Topic (based on team need)
Problem Solving and Decision Making (one day)
Working on a Virtual Teams (half day)
Being an Agent of Change (half day)
Great Internal Client Service (one day)
Scrum Masters and Product Owners
Running Effective Meetings (half day)
Conflict Resolution (half day)
Negotiation Skills (half day)
Fostering Innovation (half day)
Scrum Masters Only
Leading a Virtual Teams (half day)
Leadership Concepts (half day)
Accelerated Team Building (half day)
Product Owners Only
Strategic Thinking and Planning (half day)
Collaborative Consulting Skills (one day)
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Interpersonal Communication
Interpersonal communication skills, ranging from emotional intelligence, to questioning
techniques, to active listening, are essential to effective commination within the Agile team itself
as well as all those associated with the project is some way. These ancillary, but very important
people, are project stakeholders, vendors, and those in other parts of the company supporting
project, like IT.
This class is specifically designed to enhance the ability of Agile team members to by expanding
their knowledge in communication techniques, concepts, and best practices.
Class Topics include:
Emotional intelligence
o Why EQ, not EI?
o Self-Awareness and Self-Management
o Social Awareness and Relationship Management
Question Types
o Closed, Open and High Yield
Question Usages/Purposes
o Accuracy, Clarification, Completeness, Relevance, etc.
Active Listening
o Repeating, Paraphrasing, Reflecting
With Criticism Comes Opportunity
o To Learn, Grow Professionally, Deal with Change, etc.
Passive, Aggressive, and Assertive
o Understanding Basic Communication Styles
Visual, Auditory, and Kinesthetic Communications
o Understanding of Three Basic Types
Building Rapport on the Phone
o First Impressions, Barriers, and Techniques
Listening Framework
o Caller, Topic, Delivery, and Setting
Listening Styles
o Action, Informational, etc.
Key Take-A-Ways:
An understanding Emotional Intelligence concepts
Working knowledge of question types and techniques
General communications techniques needed to maximize the value of personal and
professional interaction
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Leadership without Authority
The ability for Agile team members to influence others is key component of technical
innovation, internal cooperation and the overall success of the project. Additionally, Scrum
Masters must motivate and team members, and individual contributors must often influence
those outside the team to get the resources and information they need to complete their tasks.
This class is ideal for all Agile team members and all others required to give direction and/or
influence others without the specific organizational authority to do so.
Class Topics include:
Initial Thoughts and Vocabulary
o Types of Respect
o Barriers to Influence
Leading Influence Concepts and Techniques
o Cialdini's Six Principles of Influence
o Cohen-Bradford Influent Model
Understanding Yourself and Others
o The Johari Window
o Merrill & Reid Social Styles
Maximizing Your Personal Power
o 12 Ways That Position You to Influence Others
Push and Pull Influencers
o Types and effectiveness of Push and Pull Techniques
Influential Communication
o Storytelling
o Use of Purposeful Questions
Influencing Other Corporate Players
o Business Peers and Clients
o Levels of Commitment
o Managing Up
Key Leadership Processes
o Expectations Setting
o Building Trust
Key Take-A-Ways:
Enhanced ability to influence those inside and outside your Agile team
Ways to enhance your professional brand in a way that positions you to influence others
How to use storytelling and purposeful questions to professional advantage
Greater ability to be heard and listened to by senior management and project stakeholders
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Problem Solving and Decision Making
This class discusses the decision making process and many of the challenges Agile team
members face in making timely decisions. It covers the impacts of the human element on
decision making, decision constraints, stakeholders, challenges in problem definition, and other
related topics.
It also includes various structured problem solving tools and exercises such as root cause
analysis, brainstorming, prioritization, alternative selection and nominal group technique.
Class Topics include:
Thoughts on decision making
o The Hidden Choice
o Why make decisions
o Why people don’t make decisions
o Ways to make a decision
o Decisions solve problems
o Decision making vs. Problem solving
Problem definition
o Realizing a decision must be made
o Defining the problem
o Defining desired end state
o Defining stakeholders
Problem solving process
1. Problem definition
2. Decision to act on problem
3. Define problem solving scope
4. Finding root cause
5. Prioritizing root cause correction
6. Defining potential solutions
7. Select a solution
Key Take-A-Ways:
Conceptual insights into problem solving and decision making processes
Problem solving and final state definition techniques
Knowledge of root cause analysis techniques
Working knowledge of various prioritization, selection, and brainstorming techniques
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Working on a Virtual Teams
Working virtually, rather than at the same physical location as your team and/or boss, introduces
specific business, logistical and communication challenges and enhances the challenges of common
business activities.
This class is designed to provide insights into the tactics, techniques, and processes to deal with
these virtual complexities.
Class Topics include:
Virtual team challenges
o Basic challenges for all virtual teams
o Challenges magnified by time zone, cultural differences, and international context
General Team Communication
o Understanding Cross-Location Rules of Engagement
o Understanding Team Member Expectations
o Building Trust and Communication
o Specific Cross-Location Processes
Virtual Meeting Participation
o Being heard
o Things Going Against You
o Helping the Call Run Smoothly
o Maximize Your Personal Energy
Using Virtual Technologies
o Synchronous and Asynchronous Communication Tools
Cultural Intelligence
o Value of Diversity in The Workplace
o Communication and Etiquette Rules
o Local Business Ethic/Practices
o Understanding Global Cultures
o Mitigated Speech
Maximizing Your Participation
o Being Part of the Team
o Task Assignment
o Job Measurement
o Performance Reviews
o Mentoring and Training
o Career Planning
Key Take-A-Ways:
Insights into the true lead challenges and issues then managing virtual teams
Key methodologies, tips and techniques to maximize your virtual team’s effectiveness
Insights into the cultural idiosyncrasies and best practices when leading diverse teams
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Being an Agent of Change
The implementation of enhanced computer applications requires new manual and automated
procedures, changes in business processes modifies task workflows, and the rollout of new
corporate business models changes career paths and trajectories.
This class outlines what can be done, as Agile team members, to minimize the stress on those
receiving these changes, while simultaneously increasing their adoption and acceptance.
Class Topics include:
Changing People and Culture
o Role of an Entrepreneur
o Needed change management skills
o The change management process
o Emotional stages of change
o Agents of change
o Proper communication
Commitment and Buy-In
o Levels of Commitment
o Levels of Required Support
o Level of Support and Opposition
Formal Change Methodologies
o Lewin's Three Stage Model of Change
o Kotter's Eight Step Change Model
o Conditions for effective change
o John Fisher's Personal Transition Curve
o Organizational renewal
Changing the Company
o Process automation
o Platform replacement
Key Take-A-Ways:
An understanding the role of project management in organizational growth and change
Knowledge of key industry change methodologies
Conceptual perspective to induce change within an organization
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Client Service and User Experience
User satisfaction comes from the combination of great client service and user experience. Client
service refers to the ability to provide assistance when asked, properly set user expectations, and
other related activities. User experience refers to the quality of previously implemented systems
and processes.
This class is designed to help Agile teams maximize their client service knowledge and enhance
their ability to provide world-class client support.
Class Topics include:
Initial Thoughts on Client Service
o Definition, Challenges and Importance
o Value of Defining Your Business Function
Managing Client Expectations
o The “One IT” Concept and Moments of Truth
o Importance of Controlling the Discussion
o DANCE Expectation Management Framework
User Experience
o Definition
o Product Quality
o Services Quality
o Documentation and Training Quality
o Multi-Channel Accessibility
o IT Thought Leadership
o The User Experience / Client Service Connection
Internal Client Service Concepts
o Understanding Your Clients' Characteristics
o Being Proactive vs. Reactive
o Showing Service Ownership
o What Your Internal Clients Want
o Importance of Communicating Project Status
o Communicating with Your Client Leadership
o Importance of Proper Measurement
o Prioritization
Key Take-A-Ways:
Insights into internal client service concepts, politics, and best practices
Leadership attributes/processes needed to create a service-oriented environment
Specific actionable techniques to enhance your user satisfaction
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Running Effective Meetings
The ability for Scrum Masters and Product Owners to run efficient and effective meetings is an
illustration of your leadership ability, organizational skills, political clout, and the opportunity to
dramatically move your business and professional goals forward.
This class discusses meetings from two perspectives: firstly, it provides insights on ways to organize and
run meetings of all types. Secondly, it provides specific direction on ways to lead and enhance the
quality and productivity of departmental staff meetings and other ongoing gatherings over which you
preside.
Class Topics include:
The True Cost of Meetings
Scrum Meetings
o Standing Versus Sitting
o War Room design
o Meeting formats
o Key Tips and Tricks
Traditional Meetings
o Meeting Agendas Strategies
Can Greatly Enhance Your Meeting
Distributing an Agenda Prior to the Meeting
Example Agenda Format
Agenda Item Order
o Staff meeting formats
Writing Great Meeting Minutes
o Advantages of Being the Note Taker
o Design Your Meeting Template
o Tips on the Note Taking Process
Controlling the Room
o Why it’s important
o Useful Tips
o In-Meeting Body Language
Management Time vs. Worker Time
Meeting Times Based on Circadian Rhythms
Key Take-A-Ways:
Proper technique and etiquette to run effective daily Scrum meetings
Knowledge needed to effective plan and execute traditional meetings
Understanding of the techniques and concepts needed to lead meetings of all types
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Conflict Resolution
Knowing how to recognize, understand and intervene effectively in conflict situations with team
members, stakeholders, management and others is a critical career-enhancing and project-saving skill
for both Scrum Masters and Product Owners.
The class outlines the causes of team conflict, strategies to deal with conflict, techniques designed to
defuse tense situations and a formalized conflict resolution process.
Class Topics include:
Initial Thoughts and Vocabulary
o The typology of conflict
o Types of conflict
o The Conflict Spiral
10 Common Causes of Workplace Conflict
Giving Constructive Feedback
Question Restatement
Addressing Difficult Responses
Conflict Strategies
o Accommodating, Avoiding,
o Collaborating, Competing, Compromising
Quick Conflict Resolution Tips
o Interpersonal Ground Rules
o Nice Ways to Say “no”
o Using "How" and "What" questions
o VASE, ERIC, and BEGIN
o Using Emotional Maturity
o Body Language Queues and Concepts
The Conflict Resolution Process
o Seven step process moving from defining the issues at hand, through resolution,
and ending with ways prevent future conflicts
Key Take-A-Ways:
Understanding of team conflict sources and dynamics
Working knowledge of key conflict resolution strategies
How to manage various common types of employee issues
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Negotiation Skills
Scrum Masters and Product Owners negotiate with vendors about price, delivery dates, service
levels, and a myriad of other topics. They also negotiate with their business users on everything
from budget to software application features. As a result, negotiation skills are a key element of
both IT organizational success and individual professional career development.
This class describes negotiation styles, keys to successful negotiation, how to deal with difficult
negotiation tactics, and other related topics.
Class Topics include:
Important concepts
o Win-Win, Win-Lose, and Lose-Win
o Distributive vs. Integrative negotiation
o Competitive vs. Cooperative negotiation
o Needs vs. Wants
o and more …
Negotiation preparations
o Understand what you’re negotiating
o Know your objectives
o Know your bottom line
o Know your ability to walk away
o and many more …
Negotiation strategies
o Look for mutual gain
o Invent creative options
o Negotiate the problem not the person
o Trade effectively
o and more …
Handling difficult tactics and advantages/disadvantages of. . .
o Threats, withdrawal, pressure, etc.
Key Take-A-Ways:
Understanding of key negotiation strategies and tactics
Insights into proper negotiation preparation
A life skill you can use at work and home
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Fostering Innovation and Creative Thinking
Innovation is the successful creation, implementation, enhancement and/or improvement of a
technical process, business process, software product, hardware product, or cultural factor that
reduces costs, enhances productivity, increases company competitiveness, or provides other
business value. Creative thinking is the mental process, applied by an individual or the Agile
team as a whole that considers ways to enhance the value of the organization it serves.
This class is designed to provide Scrum Masters and Product Owners with the information,
insights, and tools needed to foster innovation and enhance creative thinking within their Agile
team.
Class Topics include:
Thoughts on Innovation and Creativity
o What is Business Innovation?
o Sustaining and Disruptive Innovation
o Innovation is Part of the Job
o Business Uses of Innovation
o Lateral Thinking vs. Programmed Thinking
o The Inspiration Paradox
o Barriers to Innovation
Expanding Your Thinking
o Look and Learn on the Road and in the Office
o Widened Thinking in Motion
Enablers of IT Innovation
o Understanding Business Goals and Objectives
o Collaboration Between IT and Business
o Commitment to Quality Improvement
o Willingness to Seek and Accept Feedback
o Ability to Think Outside-The-Box
o Culture of Innovation
Drivers of IT Innovation
o Constrained resources, competition, survival, greed
Six step Innovation Process
Innovation facilitation tools
o Brainstorming, Design Thinking, Mind Mapping
Key Take-A-Ways:
An understanding of successful innovation within an Agile team context
Insights into the advantages, drivers, uses, and pitfalls of innovation
Specific ways to create a culture of innovation
Conceptual understanding of the creative thinking process
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Leading a Virtual Teams
Leading people within a single location certainly has its challenges. These challenges are
magnified when your team is remote--physically dispersed across town, across the country,
and/or across the world.
This class is designed to provide insights into the tactics, techniques, and processes needed to
effectively lead virtual Agile team.
Class Topics include:
Virtual Team Efficiency
o Management Style
o Team Communication
o Team Building
o Business Process
o Team Stakeholders
Virtual Team Profile
o Required Team Interdependency
o Team Status
o Team Composition
Virtual Meeting Best Practices
o Key Concept: Don’t Just Participate, Observe
o For New-be Virtual Meeting Leaders
o Things Going Against You
o Ideas to Help the Call Run Smoothly
o Maximize Your Personal Energy
Virtual Talent Management
o Hiring
o Delegation and Job Assignment
o Measurement
o Performance Reviews
o Mentoring and Career Planning
Virtual Team Building Activities
Appendix 1: Home Office Productivity Tips
Appendix 2: Home Office Design Tips
Appendix 3: Video Cam Tips and Tricks
Appendix 4: Virtual Body Language
Key Take-A-Ways:
Insights into the true lead challenges and issues then managing virtual teams
Key methodologies, tips and techniques to maximize your virtual team’s effectiveness
Insights into the cultural idiosyncrasies and best practices when leading diverse teams
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Leadership Concepts
Leadership is a required skill for both Scrum Masters and Product Owners. Scrum Masters lead
their teams and Product Owners indirectly lead those outside of the team including the business
community and project stakeholders.
This class discusses various leadership concepts, leadership styles and servant leadership, which
is key to leading an Agile team.
Class Topics include:
Thoughts on Leadership
o Leadership Versus Management
o Managers Lead by Example
o Building Trust
o Delegating Without Control
o Expectations Setting
o Relationship Building
o Role of the Manager Leader
o Advocating Employee Ideas
o 10 Types of Leadership Styles
Servant Leadership
o Description
o Key Characteristics
o Advantages and Disadvantages
o Consistency with the Scrum Master Role
Leadership and Management Concepts
o U.S. Army Four Factors of Leadership
o The Oz Principle
o Situational Leadership Concept
o Managerial Grid Model
o Monkey Management
Key Take-A-Ways:
A general understanding of leadership concepts
Actionable leadership techniques directly applicable to Agile type projects
Strong understanding of Servant leadership and its uses for Scrum Masters
Leadership techniques Product Owners can use when working with stakeholders
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Accelerated Team Building
Congratulations! A new team at your company is being created to start work on an exciting new
project and you have been selected as the team’s leader. While this is a great opportunity, your
new position is also highly visible and you are expecting to immediately start getting results.
Most of your new team members have never met before and those who have, never worked
together. Your fear, as the Scrum Master, is that the more time your team needs to become a
functional Agile group, the longer it will take to begin doing meaningful work.
This class, based on the LEAPFROG Teambuilding Accelerator© methodology by Manager
Mechanics, is designed to get your team up and running quickly.
Class Topics include:
Key Team Building Essentials
o Assessing team dynamics
o Team building
o Tuckman's Stages of Group Development
o Accelerating Tuckman's Stages
The LEAPFROG Teambuilding Accelerator© methodology
o L - Layout organizational structure and staff roles
o E - Establish relationships and trust among teammates
o A - Assemble goals, objectives and values
o P - Provide Individual and team Critical Success Factors
o F - Form a culture of teamwork and camaraderie
o R - Render efficient internal department processes
o O - Outline specific process measurements
o G - Get going
Ending Thoughts and Action Items
Key Take-A-Ways:
How to get new teams up and running quickly in a way that facilitates short-term
wins and long-term success
An understanding of how to form, build and lead a successful team
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Strategic Thinking and Planning
Strategic thinking is the mental process, applied by an individual or by the organization as a whole, that considers and organization’s future direction, new products and services, new markets, new internal processes or other similar objectives. Strategic planning is the systematic process used to defining the steps, deliverables and milestones needed to meet this future vision. This class discusses these two interrelated topics from a conceptual, step-by-step and how-to
perspective.
Class Topics include:
Organizational Thinking
o Planning and Positioning
o Organizational Learning
o Constructive Transformation
Vision, Objectives and Values
o Vision Statement
o Objectives Definition
o Values Statement
Thoughts on Strategic Thinking
o Vision Effectiveness
o Making Time to Think a Priority
o Move Out of Your Comfort Zone
o Focusing on Results vs. Methods and Means
o Using Forward Thinking
6 Step Strategic Thinking Process
Thoughts on Strategic Planning
o Definition of Strategic Planning
o Strategic Thinking vs. Strategic Planning
9 Step Strategic Planning Process
Key Take-A-Ways:
Conceptual understanding of the strategic thinking process
Critical Success factors of the strategic thinking process
Insights in various formal strategic thinking methodologies
How to structure for vision, mission, and value statement
Insights into common IT strategic planning issues
Nine step strategic planning process
Helping Today’s Technologists Become Tomorrow’s Leaders
________________________________________________________________________________________________
Phone: 855-286-1110 www.ManagerMechanics.com
(c) Manager Mechanics LLC, All Rights Reserved [email protected]
Collaborative Consulting Skills
For Agile teams to deliver superior consulting-level results to the stakeholders it servers, the
Product Owner must understand how to effectively blend technical and business expertise with
superior communication and collaborative skills.
This class is specifically designed to provide Product Owner, and other Agile team members
working directly with stakeholders, with the tools needed to provide this high level of business
acumen and proactive business participation.
Class Topics include:
Consulting as a Conceptual Profession Discipline
o What is In-house Consulting?
o Staff augmentation, Subject Matter Experts and Business partners
o Consulting Versus Technical Support
o Six Personal Imperatives for Consultants
Five Step Consulting Model
o Setting up a Relationship
Warm-up and Rapport
Understanding the Customer
Understanding Communication
o Establishing Needs
Use of Client Type Information
Question Types and Purposeful Questions
Moving Towards Closure
o Recommending Solutions
Problem Definition
Desired End State
Suggested Tool Set
Customer Centric Vision
o Valuing Objections
Define Stakeholders
Assess Stakeholder Agreement
Noteworthy Points
Watch Out For . . .
o Executing - Next Steps
Summarizing, Reporting and Staying Connected
Key Take-A-Ways:
Understanding the for SERVE consulting methodology
Techniques for building client trust and long term relationships
Ways to build your professional reputation
Novel approaches to communicating with internal clients and others