Helping leaders at all levels to become more agile, from team members to executives. Agile Kata complements what you already have.
The Agile Kata is versatile and can provide answers to these common questions and challenges. It combines a proven practice, which has been applied for decades in lean manufacturing, with a clear alignment to agile values and principles.
See how scientific thinking and practical hands-on application work well together in 8 learning hours. Walk away with an understanding that the Agile Kata is not an off-the-shelf process product but a pattern that helps you create your own process specific to your organizational needs and goals.
The course also includes a free attempt at the Agile Kata Practitioner Level I (AKP I) certification exam.
AKP 1 - Course Overview
Being an agile organization requires leaders, management, and agile team members to change the way that they organize their work, manage that work, and measure the results of their work.
Agile teams cannot do this independently; they need the entire organization's help. Changes in the way that people think and work are required to drive improved results by having everyone’s goals aligned.
In 8 learning hours, attendees develop a deep understanding of Agile Kata's role in creating the conditions for a successful agile environment.
This workshop uses a combination of instruction and group-based exercises to help participants learn how to improve agility in a direction.
Course Learning Objectives
The “Core” of the Agile Kata
Agile “Shell” of the Agile Kata
Agile Kata for agile adoptions
Agile Kata for teams
Business Agility with the Agile Kata
Differences between Agile Kata and existing approaches (Scrum, Kanban, etc.)
* Understand and practice the basic pattern of the Agile Kata.
* Learn techniques that inject agility into the Agile Kata.
* Recognize how the Agile Kata can be a power-tool for agile adoption.
* Apply the Agile Kata in common agile adoption scenarios.
* Learn how the Agile Kata can benefit existing Scrum/Kanban teams.
* Perform the Agile Kata for product and process improvements using a case study.
* Understand the role of an agility coach in the Agile Kata.
* Define a first step to increase organizational agility using the Agile Kata.
The case for Agile Kata
The “being doing gap”
You don’t need to be Agile, but Agile is mainstream. Other options include DevOps, Lean, Product Management, Modern Agile, and Shape Up.
Whatever the path, what’s needed is a behavior set that demonstrates agility in action – perception, sense, results, and improvement in a direction.
Whatever kind of agility you pursue, agility is not a team sport (Klaus Leopold). Telling a flower to grow has little utility (Pia-Maria Thorén). Yet management over-fills the hopper with work and refuses to prioritize within capacity while asking for more velocity without cultivating an environment where performance can improve. Even worse, honoring commitments is given more respect than doing the next right thing.
Agility cannot be bought in a box. Sustainable growth of authentic organization agility is often missing in action. Executive, senior, and mid-senior management must truly empower teams or be proactive to declutter workflows, processes, systems, and impediments.
But where to start from here?
If you look for travel directions when you get lost, some unhelpful locals might tell you, “well, I wouldn’t start from here.” “Yes, thanks a million for that,” we might think:). Do we really have to “throw out the baby with the bathwater”?
Enter Agile Kata:).
The more things change, the more they stay the same. The current track record of agile adoptions is not very promising. Most of all Agile transformations fail to achieve their goals and therefore miss out on the huge positive impact it has on employee engagement, customer satisfaction, operational performance, and time-to-market. Is it because companies see Agile as an organization process update and not as a cultural shift?
Is “agile” another buzzword or fad in your organization which is difficult to break down into digestible pieces?
But where to start from here? Do we really have to “throw out the baby with the bathwater”?
Enter Agile Kata:).
Are your existing teams looking for new ways of triggering organizational change or looking for a new way of working? The list of challenges can be long.
The most popular options are beneficial, but they often get broken or just don’t feel right. We have to be careful; evidence-based data-informed thinking is needed to deal with complexity.
Teams become apathetic due to feelings of lack of agency and a lack of agile management behaviors. Queues build up between teams.
So where to start from here? Do we really have to “throw out the baby with the bathwater”?
Enter Agile Kata:).
- Active agility chef, executive agility guide, and product manager
- #2 Agile Thinkers360
- Leadershum Top 50 Agile Leaders 2022
- Flight Levels Coach, ProKanban Professional Kanban Trainer, Scrum.org Professional Scrum Trainer including Nexus, LeSS Friendly Scrum Trainer
- Creator of Kanplexity™ & Xagility™
- Co-author of Kanban Guide
- Host of Xagility™ & Agility Island podcasts
- See linktr.ee/johncolemanxagility for social and podcast links
- See https://linkpop.com/orderlydisruption for John’s other classes
- InfoQ article June 2022 – why you might need an island of agility
- InfoQ article August 2022 – talking about sizing & forecasting in Scrum
What John Coleman’s Students Say
It’s not just about reviews & ratings.
Reviews & ratings are limited by nature. John needs to understand if the learning made a real difference back in the office. So, John likes to check in 12-18 months later. He sees a pattern of improvement and regularly gets pleasant vibes from successful agility inspired by ideas from the training. For example, see this experience report.
John is grateful to be part of Marshall Goldsmith’s #payitforward campaign and, in so doing, offers free coaching/mentoring/co-training to a selection of potential agility chefs. Marshall Goldsmith taught John in Salt Lake City in February 2018. All of John’s workshops #payitforward Marshall Goldsmith content, including Marshall’s advice to John himself.
John’s client list (directly or indirectly) includes Japanese Tobacco International, TUI, Lilbit, digital2DNA, Shell, BP, Barclaycard, Vocalink Mastercard, Centrica, the Musgrave Group, RR Donnelley, DELL, Nordic Aviation Services, 84.51, Intralinks, PaySafe, Vodafone, Ericsson, NASA, and Sky.
Free assessment readiness call(s)
Assessment preparation tends not to be covered in the workshop. The workshop focuses on attendees getting ready to apply new skills back at work immediately after the workshop. There is an expectation that attendees will attend some free post-workshop Zoom calls and watch recordings of their own group (or previous groups) doing tough practice tests, sometimes including John Coleman’s own practice tests, which address the same learning outcomes, albeit from a different angle. John expects attendees to attend the calls, as assessment preparation does not scale on a 1:1 basis. Signing up for this workshop is effectively signing up to attend these calls.
Sometimes, John Coleman will have a trusted co-trainer to give a helping hand, someone already qualified or building up experience.
Who should attend?
The Certified Agile Kata Practitioner course is designed for managers and those in leadership roles responsible for introducing and establishing Agile methods and techniques in an organization.
management at all levels, including executive & board level
agility coaches at all levels
leaders at all levels without leadership being a position
change agents at all levels
- the entire team
AKP 1 Certification
All participants completing the Certified Agile Kata Practitioner Level 1 course will receive a password to attempt the Certified Agile Kata Practitioner Level 1 assessment (which is not available for purchase without attending this training course). The AKP I certification requires a minimum passing score of 85%. AKP I class participants who attempt the AKP I I assessment within 14 days of receiving their free password and do not score at least 85% will be granted a second attempt at no additional cost.
What people are saying about Agile Kata...
“If I did return to Tesla, I would recommend Agile Kata” – Joe Justice (Agile@Tesla Transformation Lead)
“Agile Kata – More Agile than Agile!” – Chris Lennon (Spark Telecom)
“What I have seen is that organizations declare they want to be agile, start a significant (and often expensive) transformation effort, and it typically fails to take hold and the only result is a new vocabulary for the same old processes. There is no substantive change in behavior. What is needed is a different mindset and behaviors. The Agile Kata approach of deliberate practice is truly the only way to get there. “ – Richard Sheridan (CEO of Menlo and Author of Joy Inc.)
If Live Virtual
- Each segment is 60-75 mins long with 15-30 min breaks.
- No recording of the workshop to improve openness. The workshop size is limited to 20 attendees.
- Workshop attendees will use Zoom/Teams, Mural, Miro, and John's physical flipcharts.
Rules to follow:
- cameras on
- mics on - let's avoid delayed interventions
- be on time for every segment
- no meetings/phone calls/emails during the active segments
- be self-aware and conscious of the needs of others to have their say
- no hijacking of the agenda; there is time after the official end of each session for additional questions.
Classes are usually small, and even if not, John Coleman uses techniques that make a large class run very well, to a limit. John Coleman does not train class sizes over his operational limit, so attendees can rightly get the full benefit of his classes.
If you have specific requirements, e.g., a free place for an assistant, wheelchair-accessible venue/room set-up, etc., please let John Coleman know in advance via firstname.lastname@example.org.
The delivery content is a combination of slides, flip charts, and exercises. The focus is more on flip charts and exercises. The approach is a combination of experiential training and Training From The Back of The Room, regardless of the training course, while sticking to the Scrum.org learning objectives.
Some topics could be completely outside the scope of the training class. To that end, some topics may need to be "parked." Best efforts are made to address "parked" topics during the workshop and/or subsequent video conference calls.Location
The location is not 100% confirmed; it is an approximate location. The location cannot be finally booked until the final numbers are known.
Please only book travel one week in advance and use low-commitment accommodation bookings that allow cancellation 24 hours in advance without charges. Most accommodation booking websites allow 24-hour cancellation in advance; please select that option. Please book travel at the last responsible moment (one week to go, confirming with John Coleman at email@example.com).
Payment, fees & cancellation
- Payment in advance is required; there are no exceptions. For example, all documentation requirements for invoice payment by the training date must be declared at the outset.
- No responsibility is taken for costs resulting from cancellation/postponement.
- Normally a minimum quorum is recommended for this class to proceed, but we always proceed once people book. We find ways to make it work well.
- It's highly unusual for courses to get canceled. Some classes require a minimum number of attendees. No responsibility is taken for costs resulting from cancellation/postponement.
- You may cancel up to the specified online ticketing deadline, and if so, depending on the payment engine/approach, the refund could have deductions for bank transfer fees.
- You may postpone your ticket with a minimum of three business days' notice. Thereafter, your lack of attendance at the booked date will be treated as a cancellation with zero refund (due to planning & venue costs for class numbers). Best efforts will be made to fit you into a later workshop. A postponement rescinds your notice period for a refund.
- Electronic manuals and Scrum.org assessment fees are included. Physical manuals are not provided.
Ways to pay
Currency exchange and sales tax (or VAT, GST)
Tax treatment for local sales tax, VAT, or GST determination will be applied after the billing address is entered. When a non-UK address is confirmed, sales tax / VAT / GST will be removed. If you disagree with the currency exchange or tax treatment, please try an alternative booking website also run by Orderly Disruption here or email firstname.lastname@example.org.
To request a manual invoice, simply email email@example.com with the subject "manual invoice" -- payment would then be made via an electronic transfer, a Paypal transaction, or an over-the-phone card payment.
Data protection, data privacy
- Attendees may be asked to optionally consent to receive communications, e.g., follow-up email newsletters.
- A booking is not a guarantee of attendance.
- In order to get an assessment code from Scrum.org, the trainer must submit your name and email address to Scrum.org.
- Attendees will be invited to a community for continued learning.
- It's possible that photograph or video permission will be requested in class for follow-up marketing purposes and social media.
- Reviews, testimonials, and feedback for improvement will be requested. Attendees may also be asked to provide feedback to Scrum.org.
- See the privacy statement at orderlydisruption.com.