The document discusses emotional intelligence and its importance for agile project managers. It covers key topics like the five areas of emotional intelligence, collaboration technologies, adaptive leadership tools, agile negotiation and conflict management styles, levels of conflict, servant leadership characteristics, and how servant leadership is valuable for agile projects. The objectives are to describe emotional intelligence, collaboration choices, agile tools, conflict modes, and servant leadership traits.
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
The key to helping your teams transform and be successful in an agile world is to know what skills you need to be effective—and in turn, help your team navigate change. Jennifer Bonine focuses on providing a toolkit for agile leadership. Explore your level of acceptance of change, how adaptive you are, and strategies to help others adapt to change. Jennifer provides exercises that enable you to discover your leadership style and understand your blind spots as a leader. What metrics should you be measuring against as you adopt agile development methodologies and move away from a traditional SDLC? During hands-on activities explore with other participants how to influence and promote ideas and change, as well as how to inspire others to follow and invest in your ideas. Learn how to partner across cross-functional teams and geographies. Leave with ideas of what will work for you and your organization, and with tools to ensure that you are an agile leader that your teams want to follow.
An overview of the Agile Manifesto and the principles and practices that define Agile software development. A comparison of Agile Development methodologies and an organisational culture that supports them
Discover 12 principles for Agile Development created by @liquidconcept.
Liquid Concept is a swiss interactive communications agency. We share the values of our international clients: quality, user-friendliness, clarity and attention to detail
The key to helping your teams transform and be successful in an agile world is to know what skills you need to be effective—and in turn, help your team navigate change. Jennifer Bonine focuses on providing a toolkit for agile leadership. Explore your level of acceptance of change, how adaptive you are, and strategies to help others adapt to change. Jennifer provides exercises that enable you to discover your leadership style and understand your blind spots as a leader. What metrics should you be measuring against as you adopt agile development methodologies and move away from a traditional SDLC? During hands-on activities explore with other participants how to influence and promote ideas and change, as well as how to inspire others to follow and invest in your ideas. Learn how to partner across cross-functional teams and geographies. Leave with ideas of what will work for you and your organization, and with tools to ensure that you are an agile leader that your teams want to follow.
Practex Management Consulting is the first firm focusing on delivering soft skills programs in a simulation format converting the intangible into tangible delivered with the highest quality standards.
Leadership Agility is the ability to rage effective action in complex rapid changing conditions. Team and organizational agility refer to the same set of capacities. Organizational agility is an ability for an organization to renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment. Agility is not incompatible with stability – agility requires stability.
Organizations striving to grow and sustain their success in these dynamic times often try to identify the characteristics in their executives that will propel the enterprise toward its potential. The prevailing thought goes something like this: we want greater organizational agility so what does that look like in our key people? Fair question, but not likely to lead them where they want to go.
The challenge is Organizational Agility is an outcome we can measure organizationally not a personal characteristic. The executives can do a number of things to increase the organization’s agility but they themselves don’t exhibit it.
Let's discuss all of these with Abiodun Osoba (International Lean/Agile Coach & Trainer for Enterprise Transformations)
Maximising teamwork in delivering software products Ryan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement. Some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
About the Report
Our team met with 68 corporates during Dec 2013 – Feb 2014. Based on our indepth interactions with the Corporates and their L&D priorities for the coming year, some of the needs resonated repeatedly. We thought why not share the findings with all of you. Isn’t it what shared learning is all about !
This document is about Top 5 needs which we will share with you . In addition, to these 5 needs, there was an almost common need to make the learning relevant to workplace.
This document is a summation of those needs and also share with you some potential solutions that may help you address these key people development needs.
Billions of dollars are being spent each year on leadership development, an astounding $164.2 billion to be exact (2013). Yet, it has been shown that only 7% of businesses actually believe their programs are successful. In a recent survey of top CEOs, leadership development was a top-three human capital priority for organizations. This paradox presents a puzzling question: Why is such an important priority for businesses so ineffective?
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
Maximising teamwork in delivering software productsRyan Dawson
Maximising teamwork has a big impact on effectiveness but it isn’t easy. Agile alone doesn’t guarantee this. Getting everyone working towards a shared vision requires a level of teamwork beyond just methodology. It requires everyone to challenge themselves, come out of their silos, build trust and be disciplined about improvement.
Specialisation can lead to barriers to teamwork. This talk will use ‘The Five Dysfunctions of a Team’ to see how to build a culture of openness and teamwork. We'll see how some challenges are different for different roles. We’ll see routes to improvement for the team by looking at each role through the lens of its main biases and how to correct for them.
Transition to Management: The Other Side of the DeskCynthia Clay
60-minute webinar introducing five leadership guidelines that help new managers stay focused and balanced. Discover your leadership type and how you can be more successful.
an introduction to agile development & scrum as presented and discussed with students @ Aristotle University of Thessalonki, School of Informatics, February 2014
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
In today's work environment, the ongoing challenges of creating the magical bond between team members can be elusive. Moreover, it has become increasingly challenging, since we have been moving from the emphasis on social skills to technical and managerial skills. And as a result, the body of traditions and knowledge concerning the magic of teams have been lost.
Good teamwork is the ability to effectively collaborate with teammates, with the work, and with a common goal or purpose.
Based on world-renowned Patrick Lencioni's and Bruce Tuckman's work on team management, this uniquely blended team building PPT training presentation provides you with the much needed practical guidance on how to identify dysfunctional teams and put in place a process to build effective and collaborative teams in your organization.
LEARNING OBJECTIVES
1. Recognize the characteristics of high performing teams
2. Understand the five dysfunctions of a team
3. Describe the stages of building an effective team
4. Identify the qualities of good team leaders
5. Define the role of the team leader
6. Identify ways to sustain and improve team performance
CONTENTS
1. Introduction and Overview
2. The Five Dysfunctions of Teams
3. Stages of Team Development
4. Choosing a Good Team Leader
5. Role of the Team Leader
6. Sustaining & Improving Team Performance
1. Why are Customers adopting a Serverless-first Strategy?
AXA >> Rearchitecting with Serverless to accelerate innovation
2. Thinking Serverless >> from Business Problem to Serverless Solution ⚡
3. Getting started with Serverless for Developers
The fundamentals of AWS Cloud Security 🛠⛅️🚀Thanh Nguyen
1. Control your Cloud Infrastructure: AWS IAM
✍️ Identities that can make AWS calls
✍️ How to read and write IAM policy
2. Control your Data: AWS KMS
✍️ How AWS KMS integrates with AWS services
✍️ How to authorize access to AWS KMS keys
3. Control your Network: Amazon VPC ⛅️
✍️ How to get least-privilege connectivity
✍️ How to use your network as a security perimeter
https://datalake.aws.job4u.io/en/
You are a Data Analytics Team at Unicorn-Taxi Startup. You’ve been asked to help with the following tasks:
* Create a Dataset for Reporting and Visualization: Cleanse, Transform, Optimize for Reporting Queries
* Help solve a Machine Learning problem: Unicorn-Taxi’s Data Scientists need to understand Passenger tipping behavior
Introduction to Ethereum Blockchain & Smart ContractThanh Nguyen
The Harvard Business Review (HBR) thinks that Blockchain Technology has to power to keep data safe for consumers and businesses alike; because Blockchain provides a secure and immutable ledger, HBR says it represents the key to taking back privacy of data.
“You can keep certified copies of identity documents, biometric test results, health data, or academic and training certificates online, available at all times, yet safe unless you give away your key. At a whole system level, the database is very secure.”
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Copyright 2014, Simplilearn, All rights reserved.1
PMI® & ACP are the registered marks of Project Management Institute, Inc. Copyright 2014, Simplilearn, All rights reserved.
Soft Skills Negotiation
PMI®—Agile Certified Practitioner (PMI-ACP)®
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● Describe the importance of Emotional Intelligence for Agile managers
● List the collaboration technology choices
● Identify the ‘doing agile’ tools
● Identify five conflict modes
● Describe the characteristics of Agile servant leadership
After completing
this lesson, you will
be able to:
Objectives
3. Copyright 2014, Simplilearn, All rights reserved.3
Agile Emotional Intelligence
Emotional Intelligence (EI), often measured as an Emotional Intelligence Quotient (EQ), is a measure
that describes the ability to identify, assess, and manage the emotions of one's self, of others, and of
groups.
Agile Emotional Intelligence is a soft skill which every project manager should possess while
handling projects in unpredictable environment.
● This skill is applied by project managers to promote collaboration in agile teams.
● It encourages leadership of the projects that are flexible and can be adapted to a customer’s
requirements.
4. Copyright 2014, Simplilearn, All rights reserved.4
Emotional Intelligence is an important skill for the agile project mangers for various reasons. Agile
project managers:
● need to build relationships and understand how to get the best from others in a matrix
environment.
● need to be able to motivate staff, build teams from disparate sources, and manage conflict.
● need to understand and manage the impact of a technical solution on a user population.
● need to provide leadership decisions based on the analysis of the situation and understanding of
the impact of that decision.
● must be able to deliver results by understanding one’s emotions, the emotions of others, and
how those can be most effectively managed.
EI and Scrum Masters/Agile Project Managers
5. Copyright 2014, Simplilearn, All rights reserved.5
Emotional Intelligence Skills Assessment Framework
Emotional Intelligence Skills
Assessment (EISA) framework is
based on “Reuven Bar-On’s
Emotional Quotient Inventory
(EQ-i)” model. It identifies:
● five areas for understanding
EI-based behaviors
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If Agile project managers take efforts to improve on the emotional quotient, they can be better
prepared for performing their role in the following ways:
● Improved leadership
● More effective handling and resolution of disputes
● More effective development of team working
● Improved negotiations
● More cost-effective decision making
● Better quality problem solving and decision making
Benefits of Emotional Intelligence
7. Copyright 2014, Simplilearn, All rights reserved.7
Collaboration is the basis for bringing together the knowledge, experience, and skills of multiple team
members to contribute to the development of a new product. It requires some level of interaction.
The following are some guidelines on how to use interaction modes to foster greater collaboration:
● Use a wide variety of interaction modes
● Match interaction needs with collaboration practices
● Use lower-cost modes to the extent possible
● Use higher effectiveness modes on critical, higher-risk activities
Collaboration and coordination are both required for a project:
● Collaboration is working together collectively as a team.
● Coordination is simply the act of sharing information among the team members.
Collaboration and Coordination
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Collaboration Technology
Collaboration can happen in two ways:
Asynchronously where participants view
information and provide feedback at
different points in time.
For example:
● Email, exchange of drawings, project
information, and models
● Workflow and groupware software.
Synchronously where all participants view
information and/or meet at the same time.
For example:
● Teleconferencing and videoconferencing
● Web-hosted meetings
● CAD collaboration sessions
9. Copyright 2014, Simplilearn, All rights reserved.9
Adaptive Leadership
Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt
and thrive in challenging environments. Inspect and Adapt are two common themes in Agile project
management. It can accelerate and sustain the organizational agility.
Adaptive leadership has two aspects:
● Doing Agile: This requires leaders to understand strategic agility from a business perspective
as well as specific principles and practices to help build Agile organizations that can weather
business turbulence.
● Being Agile: This requires leaders to be adaptive; inclusive leaders; exploring; and adopting a
facilitative leadership style.
10. Copyright 2014, Simplilearn, All rights reserved.10
Agile leaders should use the following execution levers to achieve business goals of responsiveness,
agility, profitability, market share, and customer satisfaction.
Adaptive leadership—‘Doing Agile’ Tools
Quality
Managing the
technical debt
which, if not
addressed correctly,
would lead to high
cost and high risk.
Doing Less
The project teams
should do the
simplest thing
possible that delights
the customer.
Engage/Inspire
Agile leadership
should encourage and
promote the concept
of self organizing
teams that have
autonomy, mastery,
and purpose.
Speed-to-Value
The three
components of Agile
triangle need to be
managed properly to
realize the value.
11. Copyright 2014, Simplilearn, All rights reserved.11
Negotiation is a process in which two or more entities in conflict may embark on a process to
discover a mutually acceptable resolution to the conflict.
Agile Negotiation
Agile Negotiation
Separate People
from the Problem
Focus on Interests,
not Positions
Invent Options for
Mutual Gain
Use Objective
Criteria
12. Copyright 2014, Simplilearn, All rights reserved.12
Kenneth Thomas and Ralph Kilmann identified five conflict modes:
Agile Negotiation and Conflict Management
Agile focuses on the Collaborating Mode as the preferred conflict mode instrument.!
Competing
High assertiveness and
low cooperativeness.
The goal is to “win.”
Avoiding
Low assertiveness and
low cooperativeness.
The goal is to “delay.”
Compromising
Moderate assertiveness and
cooperativeness. The goal is
to “find a middle ground.”
Accommodating
Low assertiveness and high
cooperativeness. The goal is to
“yield.”
Collaborating
High assertiveness and high
cooperativeness. The goal is to
“find a win-win solution.”
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Conflicts are inevitable
and even desirable in any
team.
Five levels of conflict are
identified by Speed Leas
depending on the
intensity of the conflict:
Five Levels of Conflict by Speed Leas
1
2
3
4
5
Problem to Solve
The team remains focused on
determining what’s awry and how to fix
it.
Disagreement
Team members distance themselves
from one another to establish a position
for compromise that might come.
Contest
A compounding effect occurs as prior
conflicts remain unresolved. People
begin to align themselves with one side
or the other.
Crusade
Team members believe the people on the
other side of the issues will not change.
The attitude is righteous and punitive.
World War
At this level, it is not enough that one
wins; others must lose. No constructive
outcome can be had.
14. Copyright 2014, Simplilearn, All rights reserved.14
Following are some techniques that can be used for conflict resolution at every level:
Agile Conflict Resolution
Conflict Level Successful response options
Level 1: Problem to
solve
● Collaboration: Seeking a win-win situation.
● Consensus: Learning where every team stands with regard to the issue and, arriving at a
decision everyone can back.
Level 2: Disagreement ● Support: Empowering the other to resolve the problem.
Level 3: Contest ● Accommodate: Yielding to the other’s view when the relationship is more important than
the issue.
● Negotiate: This will not work when the issue revolves around people’s values.
● Get factual: Gather data to establish facts.
Level 4: Crusade ● Use “shuttle” diplomacy: Carrying thoughts from one group to the other until they are
able to deescalate.
Level 5: World War ● Do all that is necessary to prevent people from hurting one another.
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The concept of servant leadership was defined by Robert Greenleaf. This leadership style lends itself
readily to the participatory style of management that is encouraged in self-organized and Agile teams.
Servant leadership positions the leader as the enabler. A servant leader:
● helps the team;
● removes obstacles that the team is facing; and
● gives them the tools and skills they need and protects them from unnecessary disturbances.
Servant Leadership
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Some of the characteristics of a servant leader are as follows:
Characteristics of a Servant Leader
Listening Empathy
Healing
Awareness
PersuasionConceptualizationForesight
Stewardship
Commitment to
the growth of
people
Building
Community
17. Copyright 2014, Simplilearn, All rights reserved.17
Servant leadership is valuable on all projects, regardless of methodology, but it is nearly indispensable
in Agile. The reasons are as follows:
● Agile believes in self-managing teams, which needs no help with task management, but needs help
in forming, building, and nurturing the team.
● Agile leaders adapt their behavior to meet the needs of the team and are willing to go to the
distance in trying to help the team achieve its goals.
● Values that will be cherished in such a team would be trust, empathy, collaboration, and ethical
use of power.
Agile Servant Leadership
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QUIZ
a.
b.
c.
d.
Which of the following correctly states the 5 basic EI factors?
1
Perceiving, Decision making, Achieving, Influencing, Monitoring
Perceiving, Managing, Achieving, Influencing, Servant Leadership
Preparing, Managing, Decision making, Achieving, Influencing
Perceiving, Managing, Decision making, Achieving, Influencing
20. Copyright 2014, Simplilearn, All rights reserved.20
QUIZ
a.
b.
c.
d.
Which of the following correctly states the 5 basic EI factors?
1
Answer: a.
Explanation: The 5 basic EI factors are perceiving, managing, decision making, achieving,
and influencing.
Perceiving, Decision making, Achieving, Influencing, Monitoring
Perceiving, Managing, Achieving, Influencing, Servant Leadership
Preparing, Managing, Decision making, Achieving, Influencing
Perceiving, Managing, Decision making, Achieving, Influencing
21. Copyright 2014, Simplilearn, All rights reserved.21
QUIZ
a.
b.
c.
d.
Which response strategy will you apply at the level 2–Disagreement?
2
Collaboration
Negotiate
Accommodate
Support
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QUIZ
a.
b.
c.
d.
Which response strategy will you apply at the level 2–Disagreement?
2
Answer: a.
Explanation: At Level 2, the conflict resolution strategy is support.
Collaboration
Negotiate
Accommodate
Support
23. Copyright 2014, Simplilearn, All rights reserved.23
QUIZ
a.
b.
c.
d.
Which of the following is not a characteristic of a servant leader?
3
Happiness
Foresight
Stewardship
Listening
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QUIZ
a.
b.
c.
d.
Which of the following is not a characteristic of a servant leader?
3
Answer: b.
Explanation: Happiness is not a characteristic of a servant leader.
Happiness
Foresight
Stewardship
Listening
25. Copyright 2014, Simplilearn, All rights reserved.25
QUIZ
a.
b.
c.
d.
During which strategy do we practice deep listening, self-awareness, and commitment
to others?4
Negotiation
Conflict resolution
Emotional Intelligence
Servant leadership
26. Copyright 2014, Simplilearn, All rights reserved.26
QUIZ
a.
b.
c.
d.
During which strategy do we practice deep listening, self awareness, and commitment
to others?4
Answer: a.
Explanation: Servant leadership is the strategy during which we practice deep listening, self-
awareness, and commitment to others.
Negotiation
Conflict resolution
Emotional Intelligence
Servant leadership
27. Copyright 2014, Simplilearn, All rights reserved.27
QUIZ
a.
b.
c.
d.
What are the four components of Doing Agile in Adaptive leadership?
5
Delivering Value, Continuous Improvement, Servant Leadership, Speed-to-Value
Quality, Continuous Improvement, Engage/Inspire, Speed-to-Value
Delivering Value, Doing Less, Engage/Inspire, Speed-to-Value
Quality, Doing Less, Engage/Inspire, Speed-to-Value
28. Copyright 2014, Simplilearn, All rights reserved.28
QUIZ
a.
b.
c.
d.
What are the four components of Doing Agile in Adaptive leadership?
5
Answer: a.
Explanation: Adaptive leadership identifies Quality, Doing Less, Engage/Inspire, Speed-to-
Value as its four elements of Doing Agile.
Delivering Value, Continuous Improvement, Servant Leadership, Speed-to-Value
Quality, Continuous Improvement, Engage/Inspire, Speed-to-Value
Delivering Value, Doing Less, Engage/Inspire, Speed-to-Value
Quality, Doing Less, Engage/Inspire, Speed-to-Value
29. Copyright 2014, Simplilearn, All rights reserved.29
QUIZ
a.
b.
c.
d.
Which of the following leaders best reflect a servant leader?
6
Mahatma Gandhi
Jack Welch
Bill Gates
General George S Patton
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QUIZ
a.
b.
c.
d.
Which of the following leaders best reflect a servant leader?
6
Answer: b.
Explanation: Mahatma Gandhi is recognized as one of the most effective servant leaders.
Mahatma Gandhi
Jack Welch
Bill Gates
General George S Patton
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QUIZ
a.
b.
c.
d.
According to the Thomas-Kilmann conflict mode model, which conflict mode has a goal
of ‘yielding’?7
Avoiding
Compromising
Accommodating
Competing
32. Copyright 2014, Simplilearn, All rights reserved.32
QUIZ
a.
b.
c.
d.
According to the Thomas-Kilmann conflict mode model, which conflict mode has a goal
of ‘yielding’?7
Answer: d.
Explanation: Accommodating: Low assertiveness and high cooperativeness. The goal is to
“yield.”
Avoiding
Compromising
Accommodating
Competing
33. Copyright 2014, Simplilearn, All rights reserved.33
QUIZ
a.
b.
c.
d.
Which of the following is not a technique of Agile Negotiation?
8
Focus on Interests, not Positions
Perceptions are reality
Invent Options for Mutual Gain
Separate People from the Problem
34. Copyright 2014, Simplilearn, All rights reserved.34
QUIZ
a.
b.
c.
d.
Which of the following is not a technique of Agile Negotiation?
8
Answer: c.
Explanation: Agile Negotiation emphasizes “Use Objective Criteria” not perceptions.
Focus on Interests, not Positions
Perceptions are reality
Invent Options for Mutual Gain
Separate People from the Problem
35. Copyright 2014, Simplilearn, All rights reserved.35
Summary
Here is a quick
recap of what was
covered in this
lesson:
● Agile Emotional Intelligence is a technique of soft-skill negotiation. This skill
is applied by project managers to promote collaboration in agile team.
● EISA framework identifies five areas for understanding EI-based behaviors -
Perceiving, Managing, Decision making, Achieving, and Influencing.
● Collaboration is the basis for bringing together the knowledge, experience,
and skills of multiple team members to contribute to the development of a
new product. It can happen synchronously or asynchronously.
● Adaptive leadership is a practical leadership framework that helps
individuals and organizations adapt and thrive in challenging environments.
● Understanding five levels of conflicts and managing these conflicts in a
positive way are important skills for Agile leaders.
● Servant leadership is valuable on all projects, regardless of methodology,
but it is nearly indispensable in Agile.
36. Copyright 2014, Simplilearn, All rights reserved.36
Copyright 2014, Simplilearn, All rights reserved.PMI® & ACP are the registered marks of Project Management Institute, Inc.
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