Planning and Managing Agile Projects

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Overview

This 3-day course aims at introducing its attendees to the core values, principles, and practices of Agile. This course is a more elaborate version of the Certified Scrum Master training as it discusses how to plan and manage Agile practices, not only those in Scrum.  The course also goes into greater depth about all the roles and responsibilities on the team and not just the ScrumMaster and Product Owner roles.

The use of agile as an approach to managing projects has been increasing dramatically over the last several years. Gartner had predicted that by the end of 2012, agile development methods would be used on 80% of all software development projects. PMI's research had shown that the use of agile had tripled from December 2008 to May 2012. Therefore, PMI had developed a new certification credential called the Agile Certified Practitioner (ACP).  The PMI-ACP is positioned to recognize and validate knowledge of this important approach.

The course outline is aligned with the PMI Agile Certified Practitioner (PMI-ACP) certification credential that we has become a worldwide accepted standard for best practices for Agile PM like the PMBOK Guide and PMP recognition is for PM.

Learn how to apply Agile to current projects: explore how your projects can easily and successfully make the transition to an effective Agile environment.

Many of today's Project Management and Business Analyst Professionals are finding themselves leading, managing and conducting analysis while on Agile development teams.  We have found that many of the tools and techniques applied during a traditional project management approach no longer work as effectively, or at all. In order to do more than survive in this iterative development environment, today's Project Managers and Business Analysts must employ additional project management and business analysis tools and techniques to effectively lead their teams and deliver projects successfully.

This course will explore how your projects can easily and successfully make the transition to an effective Agile environment.

Agile is an incremental, iterative framework for project management and software development - where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. This disciplined project management process involves:

  • A leadership philosophy that encourages teamwork, self-organization and accountability
  • A set of engineering best practices intended to allow for rapid delivery of high-quality software
  • A business approach that aligns development with customer needs and company goals.

 

Using a case study of their choice, participants learn how to plan and manage an Agile framework. Your role in an agile project will look much different as you form and coach a self-directed team, facilitate continuous collaboration with your clients, manage and deliver business value to your clients early and regularly throughout the project. 

Intended Audience

​It is appropriate for Managers, Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators.


At Completion

  • Plan, manage and close requirements for a project in reduced time using Agile practices
  • Minimize project uncertainty and risk by applying Agile principles
  • Ensure your project delivers required functionality and adds value to the business
  • Create an environment of self-management for your team so that they will be able to continuously align the delivered product with desired business needs, easily adapting to changing requirements throughout the process.
  • Learn how to apply Agile by measuring and evaluating status based on the undeniable truth of working, testing software, creating a more accurate visibility into the actual progress of projects.

Prerequisites

​No prerequisites - This course is suitable for both novice and experienced professionals who need to manage and implement a project.  It is recommended that participants have a basic understanding of project management and business processes and business analysis. Those interested in the PMI ACP certification should have at least 1500 hours Agile project experience and preferably be a certified PMP or have an addition 2000 hours general project management experience to qualify for the PMI-ACP exam.


Exams & Certifications


Materials


Course Outline

Section 1 Introduction – Fundamentals of Agility

Section Learning Objectives

Exercise 1a – Waterfall – Lean – Agile Simulation

Simulation 1 - Waterfall

Simulation 2 - Lean

Simulation 3 - Agile

What is Agile?

The Agile Manifesto – Statement of Values

The Agile Way

Agile Principles

Exercise 1b: Review the Scrum terms and Concepts Cheat Sheet

High Level Agile Scrum Framework

Scrum Roles – High Level

Agile Product Life Cycle (Scrum)

  1. Agile Scrum in Less than 100 words

    Waterfall vs. Agile

Exercise 1c: Challenges to Building End-to-end Systems

Introducing Agile Scrum to the Organization

Section Summary and Conclusions

 

Section 2 Value Driven Delivery – Identify Case study and Agile Team

Section Learning Objectives

Value-Driven Development

Agile Scrum Characteristic

Application Lifecycle Management

Exercise 2a: Select the Case Study

Assemble the Agile Team

Committed and Non-Committed

Product Owner

Who is the Product Owner

Identify the Product Owner

Role of the Product Owner

Exercise 2b: Select the Product Owner

Build the Scrum Team

The Scrum Master

The Committed Team

Team Collaboration

Redefine Traditional Roles

Exercise 2c: Agile PM and BA

Exercise 2d: Build the Scrum Team

Contrast with Waterfall

Section Summary and Conclusions

 

Section 3 Stakeholder Engagement – Envision the Product

Section Learning Objectives

Exercise 3a: Review Agile Checklist

Stakeholder Engagement

Stakeholder Needs

Stakeholder Involvement

Stakeholder Expectations

Business Motivation Model

Product Envisioning – An Agile Best Practice

Envision Current Operations

Envision the Product

Product Vision and Scope

Articulate Business Functionality

Articulate Technical Functionality

Exercise 3b: Product Vision – Goals, Strategies, and Stakeholders

Agile Realization

Section Summary and Conclusions

Exercise 3c – Post-Session Activity: Conduct a Review and Retrospective

 

Section 4 the Agile Product Development Life Cycle – Release Planning

Section Learning Objectives

Exercise 4a: Adapting to a Change-Driven Project Plan

Initiate an Agile Project

Planning in the Agile Product Development Life Cycle

Initial Release Plan

Planning Releases – Levels of Planning

Product-Level Planning

Prioritize Releases

Group Initial Product Backlog Items

Exercise 4b: Create Release Plan

Section Summary and Conclusions

 

Section 5 – Coarse-Grain and Time-Boxed Iterations

Section Learning Objectives

Embrace high-Level Vision and Release Plan

Develop the Product Backlog

Guidelines for the Product Backlog

Establish Decision and Acceptance Criteria for User Stories

Exercise 5a: Decompose Business Functionality

Estimate Complexity Using Story Points

Coarse-Grain Estimates

Planning Poker (Also Scrum Poker)

Exercise 5b: Estimate Complexity (Coarse-Grain)

Agile (Scrum) is Time-Boxed

Project Time-Boxed Considerations

Establish Core Hours

Team Velocity

Project Time-Box

Exercise 5c: Establish Project Time-Box

Section Summary and Conclusions

 

Section 6 – Plan the Iteration (Part 1)

Section Learning Objectives

Sprint Planning

Sequential vs. Iterative Development

Iteration planning in context of Agile Unified Process

Iteration Planning in Context of Business Analysis

Exercise 6a: Sprint 'Zero' Activities

Spikes

Master Test

Backlog Accuracy

1st Half of Sprint Planning Meeting

Sprint Goal and Scope

Sprint Goal Statements

Identify PBIs (Product Backlog Items) for the Sprint

Prioritize User Stories

User Stories - Start Dialog with Committed Team

Story Size and Sprint Capacity

Exercise 6b: Confirm and Refine high-Priority Product Backlog Items

Section Summary and Conclusions

 

Section 7 – Plan the Iteration (Part II)

Section Learning Objectives

2nd Half of Sprint Planning Meeting

Example of Detail Sprint Planning

Story Size and Task Size

Estimate Relative Effort (Fine Grain)

Planning Poker with Ideal Days

Sprint Backlog Example

Exercise 7a: Identify and Estimate Sprint Backlog Tasks

Commit Backlog Items to the Sprint

Committing to the Sprint Backlog Alternate Approach

Finalize the Sprint Plan

Exercise 7b: Commit to Sprint Plan

Section Summary and Conclusions

Exercise 7c: Post-Session Activity: Conduct a Review and Retrospective

 

Section 8 – Tools and Techniques for Managing Scrums

Section Learning Objectives

Manage the Scrum

Information Radiators

Manage the Sprint Backlog – Key Points

Communicate Project Status

Daily Scrum Meeting

Scrum Task Board

Example #2 – Scrum Task Board

Examples of Task Board Applications

Burndown Chart

Sprint Burndown Chart Example

Product/Release Burndown Chart

Exercise 8b: Create Information Radiators

Section Summary and Conclusions

 

Section 9 – Running the Sprint – Discovering and Satisfying Requirements

Section Learning Objectives

Paradigm Shift in Requirements

Select 'Next Priority' Task

Elaborate Requirements Details

Facilitate Team Activities

Validate Agile Requirements

Agile Non-Functional Requirements

Create Test Scenarios and Test Cases from User Stories

Gaining Customer Acceptance

Challenges and Opportunities in a Distributed Environment

Managing Scrums with Daily Stand-Up

Daily Scrum Rules

Review: Committed vs. Non-Committed

Removing Impediments to Progress

No outside Changes during a Sprint

Authority to Change Sprint Backlog

Techniques to Manage Change during Sprint

Exercise 9b: Hold Daily Scrum and Update Task Board

Section Summary and Conclusions

 

Section 10 – Sprint Review and Retrospective

Section Learning Objectives

Traditional Acceptance and Sign-Off

Exercise 10a: Discuss Iteration Review Checklist

Sprint Review: Working Product is Showing Progress

Prepare for Sprint Review

Verify vs. Validate

Organizational Readiness

Definition of Done (DoD)

Update the Product Backlog

Input for the Next Sprint

Exercise 10b: Conduct a Sprint Review

Sprint Retrospective

Key Process Indicators

Continuous Improvement

Measuring PDLC (Program Development Life Cycle) Maturity

Sprint Retrospective Guidelines

Exercise 10c: Conduct a Sprint Retrospective

Exercise 10d: Pop Quiz!

Section Summary and Conclusions

 

Section 11 – Issues with Introducing Agile, Scaling Projects and Boosting Performance

Section Learning Objectives

Waterfall Cultural Roots

Agile Value Proposition

Is the Organization Ready for Agile? Preconditions

Scaling with Larger Teams

The Dangers of Agile Scrum

Begin with Stakeholder Engagement

Agile Certified Professional

Exercise 11a: Review Transitioning Issues

Section Summary and Conclusions

Exercise 11b: Conduct a Review and Retrospective

 

Module 12 – Wrap Up and Additional Information

Course Learning Objectives Summary

Agile Product Life Cycle (Scrum)

Daily Agendas

Daily Agendas

Agile Reading List

Useful Books on Agile

Useful Books on Agile (Continued)

Sites

Questions

Case Study #1 - Proposed Project: Competition to create a universal Apple Application for the iPad, iPod, and iPhone

Project Background

Project Goals and Objectives

Project Critical Success Factor

Roles and Responsibilities

 

 

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