Agile Change Management Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Change Managers, Project Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-CM-114

Before you join: Participants should have experience contributing to a project, business improvement initiative, technology rollout or organisational change effort.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Agile change management helps organisations introduce change in short, testable increments while maintaining clear direction, stakeholder commitment and operational control. It is particularly useful where requirements are uncertain, user feedback is essential, or a programme must adapt to policy changes, technology releases, customer demand or delivery risks. Traditional linear change plans can struggle when teams need to revise priorities quickly without losing sight of benefits, adoption and accountability.

This course equips participants to plan and lead change using iterative delivery, frequent feedback and evidence-based decisions. Participants work with Agile principles alongside established change approaches, including ADKAR and Kotter’s 8-Step Process. They learn to define a change vision, assess impacts, segment stakeholders, build a change backlog, plan communications, prepare managers, monitor adoption and respond to resistance. The course also addresses governance, risk, benefits tracking and coordination between change teams, project teams and operational leaders.

Instruction combines short expert briefings with case work, group analysis, simulations and structured planning activities. Cases reflect realistic initiatives such as a core banking system release, a public-service policy implementation, an enterprise technology rollout and a revised operating model. Participants leave with an Agile Change Management toolkit containing practical templates and a tailored change application plan for a live or forthcoming initiative.

The course is designed for managers and specialists who already contribute to organisational change and need a more adaptive way to organise adoption work. It suits participants working in regulated, complex or multi-stakeholder settings where change must be delivered at pace without weakening governance, employee engagement or service continuity.

What you will be able to do

  • Apply Agile principles to structure iterative organisational change initiatives
  • Assess change impacts using stakeholder, role and process analysis
  • Build a prioritised change backlog linked to adoption outcomes
  • Develop communication and engagement plans for distinct stakeholder groups
  • Use ADKAR to diagnose adoption barriers and target interventions
  • Facilitate feedback loops, retrospectives and change review meetings
  • Track adoption, readiness and benefits using practical change measures
  • Produce an Agile Change Management plan for a workplace initiative

Benefits of attending

For you

  • Plan change work in manageable increments rather than fixed one-off campaigns
  • Diagnose resistance through observable adoption barriers and stakeholder feedback
  • Build credibility with delivery teams by aligning change activities to release cycles
  • Use measurable readiness and adoption evidence in leadership discussions
  • Leave with a practical plan applicable to an active workplace change

For your organisation

  • Earlier detection of adoption risks through regular stakeholder feedback loops
  • Better alignment between project releases, communications, training and operational readiness
  • Reduced rework from testing change interventions before wider rollout
  • Clearer accountability for adoption outcomes, resistance actions and benefit measures
  • More responsive governance when priorities, impacts or stakeholder needs change

Course modules

10 modules over 5 days

Participants can explain how Agile delivery principles improve the planning and control of organisational change.

  • Agile values translated into people-side change management decisions
  • Iterative change cycles compared with linear implementation plans
  • Minimum viable change interventions tested before wider deployment
  • Change outcomes, delivery outputs and adoption measures distinguished
  • Scrum roles adapted for sponsors, managers and change teams
  • Kanban boards used to visualise change work and constraints

Participants can frame a change initiative with a clear case, vision and adaptive delivery strategy.

  • Change case built from business drivers, risks and intended benefits
  • Vision statements linked to observable future-state behaviours
  • Strategic assumptions recorded and reviewed through regular feedback
  • Change scope separated from project scope and business-as-usual activities
  • Incremental release strategy matched to operational readiness constraints
  • Sponsor expectations clarified through decision rights and escalation routes

Participants can identify affected groups and assess the practical impacts of a proposed change.

  • Stakeholder mapping based on influence, impact, attitude and proximity
  • Persona profiles capture needs, concerns, motivations and communication preferences
  • Impact assessments examine process, role, system, policy and capability changes
  • Heat maps prioritise groups facing high disruption or resistance
  • Frontline feedback identifies unrecorded impacts before release decisions
  • Manager impact statements define local responsibilities during transition

Participants can create and prioritise a change backlog that supports staged adoption.

  • Change backlog items written as stakeholder adoption needs
  • User stories express behavioural outcomes and acceptance criteria
  • Prioritisation considers impact, urgency, dependency, risk and readiness
  • Backlog refinement incorporates feedback from pilots and operational teams
  • Sprint planning sequences communications, training and manager interventions
  • Definition of done confirms completed change activities and evidence

Participants can design targeted engagement and communication actions for change stakeholders.

  • Stakeholder communication plans match messages, channels, timing and ownership
  • Sponsor coalitions build visible commitment across affected leadership groups
  • Two-way communication methods capture questions, concerns and improvement ideas
  • Message testing checks clarity, relevance and likely behavioural response
  • Manager briefings prepare local leaders for consistent conversations
  • Communication calendars align engagement activity with release milestones

Participants can use ADKAR to assess readiness and select interventions for adoption barriers.

  • ADKAR diagnoses awareness, desire, knowledge, ability and reinforcement gaps
  • Readiness assessments combine survey data, interviews and manager observations
  • Training needs distinguish knowledge gaps from process or system barriers
  • Manager coaching strengthens local ability to support behaviour change
  • Reinforcement mechanisms include recognition, performance measures and follow-up support
  • Targeted interventions address distinct readiness profiles across stakeholder segments

Participants can manage resistance and maintain proportionate governance during iterative change delivery.

  • Resistance logs capture source, impact, owner and response actions
  • Root-cause questioning separates valid operational concerns from misinformation
  • Change risk registers track adoption, capacity, compliance and service risks
  • Escalation thresholds define when sponsors must make timely decisions
  • Kotter’s 8-Step Process strengthens urgency and sustained coalition support
  • Governance reviews assess evidence without delaying necessary adaptation

Participants can gather feedback, interpret evidence and adjust change actions through structured review cycles.

  • Feedback loops collect signals from users, managers and support teams
  • Pulse surveys measure confidence, understanding and willingness to adopt
  • Retrospectives identify what worked, what failed and corrective actions
  • Qualitative feedback coded into recurring themes and decision priorities
  • Pilot results inform scaling, redesign, pause or retirement decisions
  • Learning logs preserve decisions, assumptions and validated change insights

Participants can define and use measures that show whether change is being adopted and producing value.

  • Adoption metrics measure usage, compliance, proficiency and behavioural consistency
  • Leading indicators identify readiness problems before benefit shortfalls emerge
  • Benefits maps connect change actions to operational and strategic outcomes
  • Baseline measures establish pre-change performance and service conditions
  • Dashboards combine quantitative indicators with stakeholder feedback evidence
  • Review cadences trigger corrective action when adoption trends decline

Participants can assemble an actionable Agile Change Management plan for a workplace initiative.

  • Change vision, impacts and stakeholder priorities consolidated into one plan
  • Backlog items sequenced against releases, dependencies and readiness milestones
  • Communication, capability and sponsorship actions assigned accountable owners
  • Risk responses linked to measurable triggers and escalation decisions
  • Adoption dashboard defines measures, sources, review dates and thresholds
  • Ninety-day application plan sets immediate actions and review points

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Agile Change Management canvas
  2. Stakeholder impact assessment template
  3. Prioritised change backlog template
  4. ADKAR readiness diagnostic
  5. Adoption and benefits dashboard
  6. Ninety-day change application plan

Who should attend

  • Change Managers — need iterative methods for planning adoption and responding to feedback
  • Project Managers — coordinate delivery milestones with people-side change activities
  • Transformation Managers — manage shifting priorities across complex change portfolios
  • Programme Managers — govern interdependent releases, stakeholder impacts and benefit realisation
  • HR and People Leaders — support workforce transitions, manager capability and employee engagement
  • Operational Leaders — prepare teams for new processes, systems and service expectations

Skills and tools covered

Adaptive change planningStakeholder engagementChange impact assessmentAdoption measurementResistance managementChange governance

Tools and standards

ADKAR Model, Kotter's 8-Step Process, Scrum, Kanban

How the course runs

Training methodology

The course uses short instructor briefings to introduce models, followed by case analysis, facilitated group work, simulations and structured planning. Participants assess realistic change scenarios, prioritise adoption work, practise stakeholder conversations and review evidence from change dashboards. Agile ceremonies are adapted for organisational change rather than software delivery alone. Throughout the programme, participants apply templates to a relevant initiative and receive peer and instructor feedback. The final sessions focus on converting course outputs into a practical application plan.

Requirements and prerequisites

Participants should have experience contributing to a project, business improvement initiative, technology rollout or organisational change effort. They should understand basic project language such as scope, stakeholders, risks, milestones and deliverables, and be comfortable discussing a workplace initiative in a group setting. Prior formal change management training is not required. Experience with Scrum, Kanban, ADKAR or Kotter’s 8-Step Process is also not required; the course introduces these methods in a change management context. No specialist software, coding, data analysis or formal project management certification is needed.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have participated in a project, business improvement effort, technology rollout or organisational change initiative. Formal change management or Agile certification is not required.

Bring details of a current or expected change initiative, if you can share them appropriately. Useful information includes stakeholder groups, intended outcomes, timing, known concerns and delivery milestones.

It is suited to change managers, project and programme managers, transformation professionals, HR leaders and operational managers. Participants should have responsibility for helping people adopt new ways of working.

General change management courses often focus on planned, sequential implementation. This course concentrates on short planning cycles, feedback, backlog prioritisation, testing interventions and adapting actions as evidence emerges.

You can use the templates to assess impacts, organise change work in a backlog, target communications and monitor adoption. The final application plan gives you a structured starting point for a live initiative.

The five days run from 08:30 to 16:30 and provide about 6.5 contact hours daily. Time is divided between instructor input, case analysis, group activities, simulations, planning work and review of practical outputs.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

More courses in Change Management

Change Management Agile Transformation Leadership Training Course 5 days · from USD 1,100 · next 16 Nov Change Management Business Analysis for Organisational Change Training Course 5 days · from USD 1,100 · next 16 Nov Change Management Business Process Change Management Training Course 10 days · from USD 2,200 · next 16 Nov Change Management Certificate Course in Leading Change 10 days · from USD 2,200 · next 16 Nov Change Management Leading Successful Change Training Course 10 days · from USD 2,200 · next 16 Nov Change Management Leading Through Disruptive Change Training Course 10 days · from USD 2,200 · next 16 Nov Change Management Strategic Change Leadership Masterclass Training Course 5 days · from USD 1,100 · next 16 Nov Change Management Strategic Change Management Training Course 5 days · from USD 1,100 · next 16 Nov