IPMA Reference Guide ICB4 in an Agile World E-Book

IPMA

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 92

Veröffentlichungsjahr: 2019

Beschreibung

The Agile Leader is more of a phenomenon than a role. As a responsible decision-maker, how do you know that you are working with a good Agile Leader? How does someone demonstrate good leadership? Learn about the agile competences in our IPMA reference Guide ICB4® in an Agile World Table of Contents 3 A changing world needs a new kind of leadership 5 Working both lean and agile 5 The need for Agile leaders 6 How one demonstrates good leadership 6 Perspective 7 Perspective 1: Strategy 7 Perspective 2: Governance, Structures and Processes 9 Perspective 3: Compliance, Standards and Regulations 12 Perspective 4: Power and Interest 14 Perspective 5: Culture and Values 15 People 17 People 1: Self-reflection and self-management 17 People 2: Personal Integrity and Reliability 19 People 3: Personal Communication 20 People 4: Relations and Engagement 22 People 5: Leadership 24 People 6: Teamwork 26 People 7: Conflict and Crisis 28 People 8: Resourcefulness 29 People 9: Negotiation 31 People 10: Results Orientation 33 Practice 35 Practice 1: Design 35 Practice 2: Business Goals, Requirements and Value 37 Practice 3: Scope 39 Practice 4: Time 40 Practice 5: Organisation and Information 42 Practice 6: Quality 44 Practice 7: Finance 46 Practice 8: Resources 47 Practice 9: Procurement 49 Practice 10: Plan, Adapt and Control 51 Practice 11: Risk and Opportunity 53 Practice 12: Stakeholders 54 Practice 13: Change and transformation 56 Practice 14. Select and balance 58 Annex A: Competence table 61 Annex B: Key Competence Indicator table 63

Leseprobe

IPMA Reference guide ICB4 in an Agile World

Owner and author of this document:

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International Project Management Association (IPMA)

c/o Advokaturbüro Maurer & Stäger, Fraumünsterstrasse 17

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©2018 International Project Management Association (IPMA®)

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No part of this document may be reproduced in any form - by photo print,

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IPMA, IPMA ICB, IPMA Level A, IPMA Level B, IPMA Level C, IPMA Level Dand IPMA Delta are registered trademarks protected by law in most countries.

IPMA Reference Guide ICB4 in an Agile World Version 2.3

ISBN Hardcopy:

9789401812092

ISBN eBook:

9789401812108

ISBN ePub:

9789401812115

Publisher:

Van Haren Publishing, ’s-Hertogenbosch - The Netherlands

Editorial team (in alphabetical order):

Dr. Sandra Bartsch-Beuerlein (Germany)

Dr. Joel Carboni (United States)

Peter Coesmans (The Netherlands)

Gill Hancock (United Kingdom)

John Hermarij (The Netherlands) – the leading editor

Tayyab Jamil (United Kingdom)

Kaaja Jouko (Finland)

Tuomo Koskenvaara (Finland)

Hrvoje Meštrović (Croatia)

Peter Milsom (Canada)

Sandra Mišić (Croatia)

Dietmar Prudix (Germany)

Carlos Reis (Portugal)

Hansjürg Rhyner (Switzerland)

Olof Rosengren (Sweden)

Teemu Toivonen (Finland)

Graphical Design:

Dana Kowal (Poland)

Table of Contents

Introduction

A changing world needs a new kind of leadership

Working both lean and agile

The need for Agile leaders

How one demonstrates good leadership

Perspective

Perspective 1: Strategy

Perspective 2: Governance, Structures and Processes

Perspective 3: Compliance, Standards and Regulations

Perspective 4: Power and Interest

Perspective 5: Culture and Values

People

People 1: Self-reflection and self-management

People 2: Personal Integrity and Reliability

People 3: Personal Communication

People 4: Relations and Engagement

People 5: Leadership

People 6: Teamwork

People 7: Conflict and Crisis

People 8: Resourcefulness

People 9: Negotiation

People 10: Results Orientation

Practice

Practice 1: Design

Practice 2: Business Goals, Requirements and Value

Practice 3: Scope

Practice 4: Time

Practice 5: Organisation and Information

Practice 6: Quality

Practice 7: Finance

Practice 8: Resources

Practice 9: Procurement

Practice 10: Plan, Adapt and Control

Practice 11: Risk and Opportunity

Practice 12: Stakeholders

Practice 13: Change and transformation

Practice 14. Select and balance

Annex A: Competence table

Annex B: Key Competence Indicator table

Introduction

A changing world needs a new kind of leadership

The world is rapidly transforming and a new breed of leader is required to meet its needs. The world needs individuals that are competent in many emerging new areas so that they can respond swiftly to technological innovation, changing social relations, new divisions of labour and new approaches of working.

The challenges humanity faces are more complex than the those that previous generations had to endure. Adaptation to climate change, large scale conflict, inequality, poverty, food and water scarcity are just a few examples and all of them impact the way we work. In order to succeed in this age of disruption and rapid change, organisations must assess, react, and adapt to change faster than ever. There is a perspective that the tried and tested application of what we in the project management world see as “best practices” are losing significance and a more agile approach to change is viewed as the way forward. Agility, however, is not the goal in and of itself, but rather as a means to an end. Agility is about focusing on what is valuable to customers using an iterative approach to planning and guiding project processes.

The complexity and uncertainty the world is facing also calls for a different form of control. Greater responsibilities will now be held across all levels within the organisation. Decision-makers will increasingly entrust responsibility to those with expertise and the authors see a shift from pure management towards greater levels of leadership embedded vertically and horizontally across all levels of the organisation.

Working both lean and agile

A solution to these challenges is lean-agile working, this approach is an essential part of the way teams organise work. This approach makes use of an iterative development process, quick feedback loops, and disciplined management processes for review and adaptation. Using this approach, organisations learn to make distinctions between what is valuable and what is irrelevant. There are already a number of organisations that have taken the first, sometimes bold, step toward a lean-agile transition in order to become more adaptive to their changing environments. Organisations that have experience working with agile know that it takes more than just sending people to a training course to learn a particular framework. They undoubtedly have realised that agile working is easier to understand than it is to implement and use. In order to implement and maximise the benefits of agile, individuals are needed that can lead the way using a common learning process that inspires other employees within the organisation to adopt an agile mindset. An agile mindset can best be described as the harmonisation of the following attributes: respect, collaboration, making use of improvement and learning cycles, pride in ownership, a focus on delivering value, and the ability to adapt to rapid change.

The need for Agile leaders

In the last section, we defined what the agile mindset entails. In light of this, there is a great need for competent Agile Leaders. This does not necessarily require a new formal role. Someone can be a release train engineer, tribe lead, agile coach, scrum master, product owner, or agile pm, but one is only a true Agile Leader when they are able to inspire others to put the agile mindset into practice. This can enable the organisation to deliver valuable results to both their customers and stakeholders. The Agile Leader, therefore, can have a huge impact on the organisation’s agility and responsiveness to change.

Leaders that make an impact by bridging the gap between aspiration and reality are true Agile Leaders. The role of an Agile Leader is more of a phenomenon than a defined job specification.

How one demonstrates good leadership

IPMA’s Individual Competence Baseline (version 4) describes competences (not roles) required by individuals working in the field of project/programme/portfolio management. This reference guide, ICB4 in an Agile world, describes how the different competence elements can be interpreted in an agile environment.

There are three areas of competence: perspective, people and practice. Each area has a number of competence elements, in total there are 29. Each competence element (CE) contains lists of the knowledge and skill required to master the CE. Key Competence Indicators (KCIs) provide the indicators of successful Agile Leadership. Measures exist that describe highly detailed performance points within each KCI, those that are essential for Agile Leaders are marked (A).

Perspective

Perspective 1: Strategy

Description

Leaders within Agile organisations embrace rapid change which has consequences on the way they create and execute their strategy to achieve the organisation’s vision. By adopting an agile strategy, the organisation can seize opportunities and respond quickly to threats. Agile leaders must understand that strategy is emergent and not set in stone. Those that create and ultimately adapt the strategy do so as part of a learning process, which is an instrument for giving additional meaning to the work the organisation does.

Knowledge

Affordable loss; Agile performance management; Business model canvas; Core values; Economic viewpoint; Impediments; Lightweight business case; Mission; Strategy; SWOT; Vision.

Skills and Abilities

Contextual awareness; Entrepreneurship; Mission and vision; Reflection on organisational goals; Strategical thinking.

Key Competence Indicators / Measures

Perspective 1.1 Align agile teams with the organisational mission and vision

• Reflects the mission and vision of the organisation.

• Interacts with the environment to align the agile work with mission, vision and strategy. (A)

• Facilitates that the agile work’s objectives and benefits are in sync with the mission, vision and strategy. (A)

• Develops and implements measures to make the strategic alignment of the agile teams transparent. (A)

• Checks whether the agile work is delivering benefits to the organisation and value to its customers. (A)

Perspective 1.2 Identify and exploit opportunities to influence organisational strategy

• Knows and understands the strategy development process.

• Identifies new opportunities and threats which could alter the strategy. (A)

• Uses insights from the community to enrich the organisational strategy. (A)

• Influences the strategy development process by suggesting improvements to strategy.

Perspective 1.3 Develop and ensure the ongoing validity of the business / organisational justification

• Reflects and defines the business and/or organisational justification.

• Identifies objectives needed in agile working to generate the planned benefits.

• Validates and champions the justification to the sponsors and/or owners of the agile work.

• Re-assesses and validates the justification within a strategic and holistic perspective.

• Defines and manages the prerequisites in order to fulfil customer needs. (A)

• Facilitates quick deliveries to check whether the work is generating customer value. (A)

• Determines whether there is a need to stop the agile work because of redundancy or obsolete strategic importance.

Perspective 1.4 Determine, assess and review critical success factors

• Derives and/or develops a set of critical success factors (CSFs) for the strategic objectives.

• Uses formal CSFs for strategic alignment, but also identifies their informal context.

• Involves team members to enrich the organisation strategy while developing CSFs. (A)

• Makes CSFs transparent for strategic alignment of the agile work. (A)

• Uses the CSFs for managing stakeholders.

• Uses the CSFs for developing incentives/rewards and a motivating culture.

• Re-assesses CSF realisation within the long-term strategic context.

Perspective 1.5 Determine, assess and review key performance indicators

• Develops information systems, including channels and formats, for each critical success factor. (A)

• Decides on the use of value based KPI development. (A)

• Uses information systems for strategic performance. (A)

• Uses information systems to influence stakeholders. (A)

• Uses information systems for developing development plans. (A)

• Uses information systems for developing reward systems. (A)

• Re-assesses outcomes by employing KPIs and empowering benefits realisation management. (A)

Perspective 2: Governance, Structures and Processes

Description

An increasingly complex and uncertain world presents organisations with immense challenges. On the one hand they must reduce waste as much as possible (lean philosophy), and at the same time they need agility. The latter is only possible if the individuals within organisations are also versatile.

There are new ways of working whereby decision-making takes place as close as possible to the people involved in execution, and as late as possible where justifiable. The focus of control is oriented to creating customer value through an iterative approach instead of the traditional plan being developed at the start. In an agile approach, work is carried out in short cycles in favour of a linear approach, and there is continuous attention paid to feature development and quality in each cycle.