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Agile teams don't work in a vacuum
Product development happens in organizations and organizations need to be managed.

Comments from prior course evaluations:

"Very professional and oriented to our problems."

"A comprehensive overview of changed expectations of me as a manager."

"The course nicely combined theories with practical real life experiences."

"More realistic view on Scrum, not only focusing on the team."

"Compared to other Agile training not so much process-oriented. Common sense more often applied."

"This was the first time management role and purpose in Agile was discussed. I really liked that after previous consultants' lessons."

"10x more beneficial than other courses I've attended."

Then why would you expect success with agile teams using old management ideas?

Join Jurgen Appelo, author of Management 3.0, as he delivers his acclaimed 2-day course in Kitchener-Waterloo on May 28-29, 2012.

We can't direct collaboration
Using industrial age management techniquies in a fluid, collaborative environment doesn't work to the advantage of either approach.

Understanding why things work helps
Grasping the reasoning behind succesful practices allows us to adapt approaches to our own contexts.

What is Agile management ?

Agile management is an often overlooked part of Agile adoption.

There's lots of information available for Agile developers, testers, and project managers adopting these new practices, but very little for development managers and team leaders.

But when organizations adopt agile software development, it's not only developers, testers, and project managers who need to learn new practices. Development managers and team leaders must also learn a new approach to leading and managing agile organizations.