"Charting the Course to Your Success!" Planning and Managing Agile Projects Course Summary

Transcription

1 Course Summary Description 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 predicts that by the end of 2012, agile development methods will be used on 80% of all software development projects. PMI s research has shown that the use of agile has tripled from December 2008 to May Therefore, PMI has developed a new certificate 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 new PMI Agile Certified Practitioner (PMI-ACP) certification credential that we anticipate will 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. Objectives By the end of this briefing, participants will: 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. Topics Introduction Fundamentals of Agility Value Driven Delivery Identify Case Study and Agile Team Stakeholder Engagement Envision the Product The Agile Product Development Life Cycle Release Planning Coarse-Grain and Time-Boxed Iterations Plan the Iteration (Part I) Plan the Iteration (Part II) Tools and Techniques for Managing Scrums Running The Sprint Discovering and Satisfying Requirements Sprint Review and Retrospective Issues with Introducing Agile, Scaling Projects and Boosting Performance Wrap Up and Additional Information Case Study #1 - Proposed Project: Competition to Create a Universal Apple Application for the Ipad, Ipod, and Iphone

2 Course Summary (cont d) 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. 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 2000 hours Agile project experience and preferably be a certified PMP to qualify for the PMI-ACP exam Duration 3 Days 21 PDUs

3 Course Outline I. Introduction Fundamentals Of Agility 1. Exercise 1a Waterfall Lean Agile Simulation 2. Simulation 1 - Waterfall 3. Simulation 2 - Lean 4. Simulation 3 - Agile B. What is agile? C. The agile manifesto statement of values D. The agile way E. Agile principles 1. Review the Scrum terms and Concepts Cheat Sheet F. High level agile scrum framework G. Scrum roles high level H. Agile product life cycle (scrum) 1. Agile scrum in less than 100 words I. Waterfall vs. Agile 1. Challenges to Building End-to-end Systems J. Introducing agile scrum to the organization II. III. Value Driven Delivery Identify Case Study And Agile Team B. Value-driven development C. Agile scrum characteristic D. Application lifecycle management 1. Select the Case Study E. Assemble the agile team F. Committed and non-committed G. Product owner H. Who is the product owner I. Identify the product owner J. Role of the product owner 1. Select the Product Owner K. Build the scrum team L. The scrum master M. The committed team N. Team collaboration O. Redefine traditional roles 1. Agile PM and BA 2. Build the Scrum Team P. Contrast with waterfall Q. Section summary and conclusions Stakeholder Engagement Envision The Product 1. Review Agile Checklist B. Stakeholder engagement C. Stakeholder needs D. Stakeholder involvement E. Stakeholder expectations F. Business motivation model G. Product envisioning an agile best practice H. Envision current operations I. Envision the product J. Product vision and scope K. Articulate business functionality L. Articulate technical functionality 1. Product Vision Goals, Strategies, and Stakeholders M. Agile realization N. Section summary and conclusions 1. Post-Session Activity: Conduct a Review and Retrospective IV. The Agile Product Development Life Cycle Release Planning 1. Adapting to a Change-Driven Project Plan B. Initiate an agile project C. Planning in the agile product development life cycle D. Initial release plan E. Planning releases levels of planning F. Product-level planning G. Prioritize releases H. Group initial product backlog items 1. Create Release Plan I. Section summary and conclusions V. Coarse-Grain And Time-Boxed Iterations B. Embrace high-level vision and release plan C. Develop the product backlog D. Guidelines for the product backlog E. Establish decision and acceptance criteria for user stories 1. Decompose Business Functionality F. Estimate complexity using story points G. Coarse-grain estimates H. Planning poker (also scrum poker) 1. Estimate Complexity (Coarse-Grain) I. Agile (scrum) is time-boxed J. Project time-boxed considerations K. Establish core hours L. Team velocity

4 Course Outline (cont d) M. Project time-box 1. Establish Project Time-Box N. Section summary and conclusions VI. Plan The Iteration (Part I) B. Sprint planning C. Sequential vs. Iterative development D. Iteration planning in context of agile unified process E. Iteration planning in context of business analysis 1. Sprint Zero Activities F. Spikes G. Master test H. Backlog accuracy I. 1st half of sprint planning meeting J. Sprint goal and scope K. Sprint goal statements L. Identify pbis (product backlog items) for the sprint M. Prioritize user stories N. User stories - start dialog with committed team O. Story size and sprint capacity 1. Confirm and Refine high-priority Product Backlog Items P. Section summary and conclusions VII. VIII. Plan The Iteration (Part II) B. 2nd half of sprint planning meeting C. Example of detail sprint planning D. Story size and task size E. Estimate relative effort (fine grain) F. Planning poker with ideal days G. Sprint backlog example 1. Identify and Estimate Sprint Backlog Tasks H. Commit backlog items to the sprint I. Committing to the sprint backlog alternate approach J. Finalize the sprint plan 1. Commit to Sprint Plan 1. Post-Session Activity: Conduct a Review and Retrospective Tools And Techniques For Managing Scrums B. Manage the scrum C. Information radiators IX. D. Manage the sprint backlog key points E. Communicate project status F. Daily scrum meeting G. Scrum task board 1. Example #2 Scrum Task Board 2. Examples of Task Board Applications H. Burndown chart I. Sprint burndown chart example J. Product/release burndown chart 1. Create Information Radiators Running The Sprint Discovering And Satisfying Requirements B. Paradigm shift in requirements C. Select next priority task D. Elaborate requirements details E. Facilitate team activities F. Validate agile requirements G. Agile non-functional requirements H. Create test scenarios and test cases from user stories I. Gaining customer acceptance J. Challenges and opportunities in a distributed environment K. Managing scrums with daily stand-up L. Daily scrum rules M. Review: committed vs. Non-committed N. Removing impediments to progress O. No outside changes during a sprint P. Authority to change sprint backlog Q. Techniques to manage change during sprint 1. Hold Daily Scrum and Update Task Board R. Section summary and conclusions X. Sprint Review And Retrospective B. Traditional acceptance and sign-off 1. Discuss Iteration Review Checklist C. Sprint review: working product is showing progress D. Prepare for sprint review E. Verify vs. Validate F. Organizational readiness G. Definition of done (dod) H. Update the product backlog I. Input for the next sprint 1. Conduct a Sprint Review J. Sprint retrospective

5 Course Outline (cont d) XI. K. Key process indicators L. Continuous improvement M. Measuring pdlc (program development life cycle) maturity N. Sprint retrospective guidelines 1. Conduct a Sprint Retrospective 2. Pop Quiz! O. Section summary and conclusions Issues With Introducing Agile, Scaling Projects And Boosting Performance B. Waterfall cultural roots C. Agile value proposition D. Is the organization ready for agile? Preconditions E. Scaling with larger teams F. The dangers of agile scrum G. Begin with stakeholder engagement H. Agile certified professional 1. Review Transitioning Issues I. Section summary and conclusions 1. Conduct a Review and Retrospective XII. XIII. Wrap up and additional information A. Course learning objectives summary B. Agile product life cycle (scrum) C. Daily agendas D. Daily agendas E. Agile reading list F. Useful books on agile G. Useful books on agile (continued) H. Sites I. Questions Case Study #1 - Proposed Project: Competition to Create A Universal Apple Application for the Ipad, Ipod, And Iphone A. Project background 1. Project Goals and Objectives 2. Project Critical Success Factor 3. Roles and Responsibilities