Course : Implementing Agile Methods Within an Operational Unit, Crossthink CertificationRS7266
Practical course - 3d
- 21h00 - Ref. MA0
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 | Analyze a unit's capacity to adopt agility: resources, processes, stakeholders, and feasibility. |
| Develop an agile deployment plan that incorporates objectives, KPIs, collaborative tools, Lean principles, and environmental sustainability. |
| Lead the implementation of an agile, multi-team approach by managing dependencies, synchronization, and value metrics. |
| Supporting Teams Through Transformation: Support Plan, Managing Resistance, and Inclusion of People with Disabilities. |
| Assess the impacts of the rollout and propose areas for continuous improvement. |
Intended audience
Project managers (MOA/MOE), technical staff, managers, Product Owners, Scrum Masters, consultants, and project teams looking to adopt or strengthen agility at scale.
Prerequisites
At least two years of experience in project management.
Certification
The CROSSTHINK certification is a professional certification listed in the Specific Directory (RS 7266). It is designed to certify a professional’s ability to implement, manage, and promote agile methods within an operational unit. It is based on competencies recognized in agile frameworks (Scrum, SAFe, Lean) and on a systemic approach to agile deployment. It also certifies proficiency in multi-team agile management: dependency management, coordination, and defining a framework. The assessment is based on a case study (70%) and an immersive oral simulation (30%).
Practical details
Group discussion
Practice-centered teaching: assessments, mapping workshops, development of implementation plans, use of collaborative tools, multi-team simulations, and analysis of metrics to embed sustainable continuous improvement.
Course schedule
1 Understanding the fundamentals of agility and the unit’s positioning
- Identify agile values and principles, and distinguish between team agility and agility at scale.
- Identify organizational signals that are conducive to or detrimental to an agile approach.
- Analyze the unit's role within its ecosystem.
- Clarify the challenges associated with agile transformation.
Group discussion
A quiz on agile values and principles, an analysis of organizational signals related to agile transformation, and the creation of a visual map of the ecosystem to situate the unit within its internal and external environment.
2 Assess Internal Resources and Capabilities
- Assess the teams' skills and availability.
- Review existing IT tools and environments.
- Identify structural barriers.
- Identify the levers that can be utilized to support the agile transition.
Case study
Case study to analyze skills, availability, and barriers to agility. Self-assessment to identify internal drivers. .
3 Mapping Processes and Measuring Maturity
- Analyze operational workflows to understand the flow of information and work.
- Observe existing routines and management practices, and assess their compatibility with an agile approach.
- Assess agile maturity and identify friction points that could hinder the transformation.
Group discussion
Workshop on mapping workflows to identify bottlenecks and inefficiencies. Agile maturity assessment based on a framework. Group debrief to analyze discrepancies between current routines and agile practices.
4 Identify stakeholders and assess feasibility
- Conduct an agile SWOT analysis to identify strengths, weaknesses, opportunities, and threats.
- Map out the stakeholders to understand their roles, expectations, and levels of influence.
- Analyze potential resistance and the dynamics of support or opposition.
- Prepare a feasibility summary to determine whether to proceed (Go), proceed with conditions (Go with conditions), or not proceed (No Go).
Group discussion
Agile SWOT analysis to identify opportunities, risks, and constraints. Go/No-Go decision-making simulation to produce a summary and determine the feasibility of an agile deployment.
5 Define Objectives and Key Performance Indicators
- Set SMART or OKR goals to define the expected progress.
- Develop KPIs for throughput, quality, satisfaction, and conversion to effectively manage performance.
- Align each objective with the corresponding indicators to ensure consistency in monitoring and decision-making.
Group discussion
SMART/OKR exercise to reformulate measurable, value-driven goals. Collaborative development of KPIs for workflow, quality, and satisfaction.
6 Developing the Agile Rollout Plan
- Define the scope of the deployment and establish the roles, processes, and tools necessary for implementation.
- Ensure that teams are coordinated to guarantee consistency and smooth operations in a multi-team environment.
- Develop an iterative roadmap.
- Choose between agile, hybrid, or predictive approaches based on operational constraints and objectives.
Group discussion
Iterative roadmap workshop incorporating roles, rituals, and artifacts. Comparative analysis of agile, hybrid, and predictive approaches to select the most suitable one.
7 Choose collaborative tools and incorporate inclusion, Lean, and simplicity
- Select collaborative tools that are tailored to the teams' operational needs and usage patterns.
- Integrate accessibility and Lean principles to optimize workflows and streamline processes.
- Reduce waste.
- Adopt digital moderation practices to limit the environmental footprint of digital tools and usage.
Group discussion
Benchmarking of collaborative tools based on usage, accessibility, and simplicity. Lean workshop to identify waste and opportunities for optimization. Collective discussion on accessibility to adapt practices and ensure inclusion.
8 Design the dashboard and monitoring procedures
- Create a dashboard that consolidates the key metrics for agile deployment.
- Define readability rules.
- Make data actionable to facilitate decision-making.
- Establish a schedule for analyzing KPIs to ensure regular and meaningful performance monitoring.
- Integrate the dashboard into operational management to support decision-making and continuous improvement.
Group discussion
Development of a dashboard that consolidates key KPIs. . Steering committee role-playing exercise simulating a performance review based on metrics and trade-offs.
9 Scaling Up: Dependencies, Synchronization, and Value
- Manage dependencies to streamline coordination between teams and ensure consistent operations.
- Facilitate cross-team rituals to ensure alignment and remove collective obstacles.
- Monitor the workflow using visual tools (CFD, WIP) to assess the stability and capacity of teams.
- Analyze the value delivered.
- Prioritize based on expected impacts and necessary adjustments.
Group discussion
Dependency management simulation to resolve a multi-team scenario. Flow analysis (CFD/WIP) to measure stability and capacity.
10 Leading the support process and assessing the impacts
- Develop a support plan tailored to the teams and the context of the transformation.
- Use foundational change models to guide transitions (ADKAR, Bridges, etc.).
- Manage resistance by identifying roadblocks and leveraging engagement strategies.
- Incorporate the principles of disability inclusion to ensure that practices and tools are accessible.
- Analyze KPIs to objectively assess the impact of agile deployment.
- Develop a continuous improvement plan to adjust and optimize practices over the long term.
Group discussion
Role-playing exercise on managing resistance to identify drivers of engagement. Continuous improvement workshop to develop an action plan based on KPI analysis.
PARTICIPANTS
Project managers (MOA/MOE), technical staff, managers, Product Owners, Scrum Masters, consultants, and project teams looking to adopt or strengthen agility at scale.
PREREQUISITES
At least two years of experience in project management.
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
Project managers (MOA/MOE), technical staff, managers, Product Owners, Scrum Masters, consultants, and project teams looking to adopt or strengthen agility at scale.
PREREQUISITES
At least two years of experience in project management.
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TEACHING AIDS AND TECHNICAL RESOURCES
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
This programme is an original creation, developed by the teaching teams at ORSYS Formation. Any reproduction, representation, adaptation or use, in whole or in part, without the prior written authorisation of ORSYS, is strictly prohibited. ORSYS reserves the right to take any action necessary to protect its intellectual property rights.
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This programme is an original creation, developed by the teaching teams at ORSYS Formation. Any reproduction, representation, adaptation or use, in whole or in part, without the prior written authorisation of ORSYS, is strictly prohibited. ORSYS reserves the right to take any action necessary to protect its intellectual property rights.