1. Context
  2. Myths and realities: why agile?
  3. Agile approach
  4. Why should we adopt agile?
  5. Agile vs. traditional

  1. Agile principles and values
  2. Disadvantages of the traditional approach
  3. The “traditional” management approach
  4. The “agile” management approach
  5. Agile work process for projects

  1. Framework of methodologies
  2. FDD, DSDM and Lean
  3. Scrum
  4. XP methodology
  5. “5 S” methodology

  1. The definition of Kanban
  2. Examples of the task boards
  3. Designing the Kanban board
  4. Using the Kanban inside the iteration
  5. Sinergy of methodologies

  1. Service management in the digital transformation context
  2. Foundations of service management
  3. Dimensions of service management
  4. Information and technology; partners and suppliers
  5. Value chains, processes, and external factors

  1. Approach to agile service management
  2. Agile principles of service management (I)
  3. Agile principles for service management (II)
  4. Agile principles for service management (III)
  5. Agile principles for service management (IV)

  1. Service value
  2. Service value system
  3. Service value chain
  4. Activities of the service value chain
  5. Improvement

  1. Stakeholders involved in the delivery of services
  2. Agile management of technological services
  3. Service management practices (I)
  4. Service management practices (II)
  5. Service management practices (III)

  1. Global vision of the project life cycle
  2. Project launch
  3. Planning
  4. Project execution
  5. Project control

  1. Project management framework
  2. The role of the project leader
  3. Project life cycle
  4. Stakeholders management
  5. Scope of the project

  1. The current context of innovation and change
  2. Dimensions, critical factors and innovation models
  3. Challenges to achieve agile innovation management
  4. Current challenges for agile innovation management
  5. Creation and capture of value

  1. Innovation strategy
  2. Co-creation of value
  3. Agile approach to co-creation of value
  4. Streamlining and acceleration
  5. Corporate accelerators

  1. Last Planner System
  2. Components of the Last Planner System (I)
  3. Components of the Last Planner System (II)
  4. Components of the Last Planner System (III)
  5. Last Planner System for manufacturing and production

  1. Digital tools
  2. Tools on the market: Redmine and Trello
  3. Tools on the market: Jira and Target Process
  4. Tools for Quality (I)
  5. Tools for Quality (II)

  1. Steps to apply and adjust the Agile approach
  2. Advanced practices
  3. Neccesary practice: Analytics on KPIs
  4. The Agile Organization
  5. Personal case: Lean Management improvement and implementation project

  1. Scaling Scrum
  2. DevOps
  3. Deployment of DevOps
  4. SAFe
  5. Summary “tips” fo the Agile approach

  1. What is Lean Management
  2. Just-in-time, Jidoka and PDCA
  3. Muda or Waste
  4. Toyota Production System and Lean Start Up
  5. Lean for services

  1. Metrics and management maturity
  2. Adequate leadership according to lean management
  3. Work teams in lean environments
  4. Working with virtual (remote) teams
  5. Applicable practices depending on the context

  1. Added value and customer requirements
  2. Value chain
  3. Kaizen
  4. Poka-Yoke
  5. Benchmarking as a lean tool

  1. Lean management for construction and engineering
  2. Construction according to lean management
  3. Operations and competences
  4. Digital lean transformation for engineering and construction
  5. Conclusions about lean management