IPMA Reference Guide ICB4 in an Agile World

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
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

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