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Certified Agile Leadership (CAL1)®

The CAL I program is an introductory, education-based program that consists of learning objectives across five categories. The goal of CAL I is to bring awareness of Agile leadership thinking, focus, and behaviors and to start the Agile leader on their learning journey.

Scrum Alliance Certified Agile Leadership (CAL) program is a unique two-part education and practice-based offering to develop Agile leadership competency and maturity. Increase your leadership effectiveness and learn how to be a better leader, no matter what your role.


Jesse Fewell

Founder & Principal Coach @ Fewell Innovation, LLC


Uma formação em parceria com

Certified LeSS Practitioner: Principles to Practices 2 Rumos, Formação e Serviços em Tecnologias da Informação

A Rumos promove esta formação no âmbito do seu apoio ao evento Experience Agile. A formação decorre no EDP Auditorium (Av, 24 de Julho – 12 A 1249-300 Lisboa).

Cursos relacionados


CAL students vary by professional background and work experience. The common thread is their desire to enhance their workplaces (and their clients’ workplaces) with Agile values, practices, and metrics.

  • Coach / Consultant. Your challenge is to help clients through an Agile transformation with a lot of focus on people and mindsets to shift the culture. A CAL certification empowers you, giving you the tools to enact the change. You’ll gain leadership “how to” tools to help transform your organization into Agile/cross-functional teams. You’ll also benefit by standing out with extra credibility.
  • Management. Your challenge includes overcoming internal resistance to organization-wide agility. Certified Agile Leadership training gives you practical tools to bolster your shift from Agile practitioner to Agile leader, and helps you nurture senior management champions to solidify your efforts.
  • Executive. Finding the time to work on your own agility and discovering a meaningful role to play in an Agile transformation is challenging. You desire to be more than just someone who authorizes hiring a consultant or coach. Certified Agile Leadership certification can quickly accelerate your learning curve and show you the real role you could play in an Agile transformation.


  • No prerequisites are required.


  • The Context for Agile
  • Agile Overview
  • Leadership in an Agile Context
  • The Agile Organization
  • Agile Approaches to Change

The Context for Agile

  • Describe at least three economic or market factors that have led to the rise of agile approaches. For example:
    • Technological advances
    • Internet, mobile, and social media connectivity
    • Globalization of the workforce and economy
    • Etc.
  • Illustrate how the complexity and uncertainty of work relates to the fitness of an agile approach.
  • Identify at least two management trends and their historical fit with the business environments of their time. For example:
    • Taylor’s Scientific Management
    • Total Quality Management (TQM)
    • Lean Manufacturing and the Toyota Production System
    • Etc.
  • Explain the long-term effects of an organizational focus on delighting the customer, and how that relates to improved outcomes.
  • Explain at least three factors that increase the level of employee engagement, and how that relates to better outcomes. For example:
    • Clear purpose
    • Autonomy
    • Opportunity to develop mastery
    • Strong social connection
    • Daily small wins
    • Etc.
  • Describe at least two benefits of becoming a more effective agile leader. For example:
    • Increased ability to make good decisions in a complex environment
    • Ability to deliver on personal and organizational purpose with less expended energy
    • Etc.

Agile Overview
Note: Learners can opt out of this section if they hold a Scrum Alliance CSM or CSPO certification that covers the learning objectives in this category.

  • Evaluate the values and principles of the Agile Manifesto for how they relate to an organization’s ability to thrive in complex and rapidly changing conditions.
  • Describe at least three characteristics of a high-performing team and how these characteristics relate to agile thinking. For example:
    • Psychological safety
    • Trust
    • Clear team membership
    • Small
    • High-communication bandwidth
    • Aligned around a clear purpose/mission
    • Etc.
  • Compare and contrast the practices and benefits of at least two common agile frameworks. For example:
    • Scrum
    • eXtreme Programming
    • Kanban
    • Lean Startup
    • Etc.
  • Describe the benefits of an agile approach from the perspective of at least three stakeholder groups with differing needs. For example:
    • Board of Directors
    • Shareholders
    • Employees
    • Customers
    • Etc.

Leadership in an Agile Context

  • Describe at least three key mindset shifts required to effectively lead in an agile context. For example:
    • From fixed mindset to growth mindset
    • From directing to coaching
    • From telling to collaborating
    • From preventing and hiding failure to learning through it
    • From viewing the organization as a machine to viewing it as a living system
    • From predict and control to inspect and adapt
    • From chess master to gardener
    • From expert to catalyst
    • From reactive to creative
    • Etc.
  • Explain at least one leadership development framework that is aligned with agile thinking. For example:
    • Leadership Agility (Joiner)
    •  The Leadership Circle (Anderson)
    • NeuroLeadership (Rock)
    • The Leadership Gift (Avery)
    • Etc.
  • Apply at least one technique for incorporating feedback that improves your ability to inspect and adapt your own leadership behavior to increase effectiveness.
  • Practice at least one technique that enables a leader to be present, aware, and engaged, while avoiding over-influence and micromanagement. For example:
    •  Gemba
    • Hawthorne effect — paying attention
    • Engaging in the agile delivery and feedback cycle
    • Advice process
    • Etc.
  • Demonstrate a coaching approach that integrates alternative perspectives, engages others,
    and improves outcomes.

The Agile Organization

  • Identify at least three challenges an organization might face when undertaking an agile approach beyond a single team. For example:
    • Building trust between teams
    • Optimizing the whole
    • N-factorial problem as communication scales
    • Large-group collaboration
    • Psychological safety
    • Etc.
  • Apply at least three patterns for increasing trust and collaboration between multiple teams. For example:
    • Information radiators
    • Colocation
    • Radical transparency
    • Job rotations
    • Team liaisons
    • Etc.
  • Describe at least two factors that influence the culture of an organization and how that relates to organizational agility. For example:
    • Power distance index
    • Organizational structures
    • Leadership beliefs and behaviors
    • Risk and change attitudes
    • Industry factors
    • Etc.
  • Evaluate at least two ways to structure an organization to enhance agility. For example:
    • Value-based matrix (e.g., Spotify)
    • Communities of practice
    • Holacracy
    • Sociocracy
    • Self-management
    • Etc.
  • Describe at least three governance policies that enhance organizational agility. For example:
    • Compensation and incentives
    • Career advancement practices
    • Performance appraisals
    • Procurement and budgeting
    • Legal and regulatory
    • Etc.
  • Deconstruct at least one case study of an organization that uses an agile approach. For example:
    • Spotify
    • Morning Star
    • Valve
    • Buurtzorg
    • Zappos
    • Geonetric
    • Etc.

Agile Approaches to Change

  • Describe an agile organization as a human system where change is always present and dynamic leadership is required to catalyze that change for positive growth.
  • Evaluate at least three organizational metrics for their alignment with agile thinking and how they impact behaviors and results. For example:
    • Outcome-based metrics, such as customer satisfaction, employee engagement, time to market, cost, etc.
    • Output-based metrics such as productivity, velocity, features delivered, milestones met, etc.
  • Deconstruct at least one change management approach and evaluate its alignment with organizational agility. For example:
    • Scrum
    • Lewin
    • Satir
    • Kotter
    • McKinsey 7S
    • Etc.
  • Describe at least one agile approach to identify and reduce bottlenecks, impediments, and overall friction in an organization. For example:
    • Systems thinking
    • Human systems dynamics
    • Lean A3
    • Organizational agility team using Scrum
    • Large-group retrospectives
    • Kaizen events
    • Etc.
  • Reflect on at least one case study of an agile transformation and critique how it approached change in an agile way.


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Certified Agile Leadership (CAL1)®

  • Datas
    02 Out a 03 Out 2019
  • Horário
    das 9h00 às 18h00
  • Nº Horas
  • Preço

Certified Agile Leadership (CAL1)®



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Os seus dados pessoais são recolhidos em conformidade com o Regulamento Geral de Proteção de Dados (RGPD).

Consente que os seus dados sejam utilizados, nos termos da nossa Politica de Privacidade, para o contacto/envio de:

Ações de informação, de marketing de produtos e serviços, como campanhas e eventos?

Para mais informações, consulte a Política de Privacidade do Grupo Rumos.
pode retirar o seu consentimento a qualquer momento através do botão Cancelar subscrição ou Unsubscribe que estão presentes em cada comunicação enviada, bem como exercer os direitos descritos na politica de privacidade