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BA15 - Planning and Managing Agile Projects

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Duration: 3 Days

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Course Information

Course 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 2012. 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.​

Course Objectives

  • 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.

Course 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.

Course Outline

​Section 1: Introduction

  • Why Agile?

Exercise 1a: Waterfall-Lean-Agile Simulation

  • History & Mindset: Understand how the agile approach arose.
  • The Agile Lifecycle
  • Introducing Agile to the organization
  • Roles and Responsibilities on an Agile project team. Understand the purpose, the concepts, the theory, and some applications around the importance of people as individuals providing value through working in teams.
  • Establishing core hours - How will the team work during a day?
  • How to build end-to-end systems in early iterations

Exercise 1b: How to build end-to-end systems in early iterations

  • Planning and Managing Business Analysis Communication and Performance
  • Agile and CMMI

Exercise 1c: Case Study Project

Section 2: Value Driven Delivery – Identify Stakeholders

  • Value-Driven Development: Understand why agile development focuses so heavily on working products, its more general casting as "value-driven" development, with incremental, iterative and risk-driven approaches. Themes, theory and applications.

Exercise 2a: Identify the “Product Owner”

  • Identify Project Success Criteria
  • Establish your Agile team using RACI

Exercise 2d: Build the Scrum Team

Section 3: Stakeholder Engagement – Envision the Product

  • Setting expectations with stakeholders. Understand the value, the concepts, the theory, and some applications for working with stakeholders, buyers and users to get an optimal result.
  • Envision the Product vision with your product owner and other stakeholders

Exercise 3a: Envision the Product – Define Objectives and Goals

  • Document Business Functionality

Exercise 3b: Brainstorming Business Functionality

  • Document Technical Functionality

Exercise 3c: Brainstorming Technical Functionality

Section 4: Tools and Techniques – Building the Scrum Task board

  • Communications
  • Planning, Monitoring and Adapting

Exercise 4a: Discussion – Tools and Techniques for Scrum

  • Scrum Task Board

Exercise 4b: Create a Scrum Task board

  • Agile Estimating
  • Agile Analysis and Design
  • Burndown Chart
  • Team Velocity
  • Soft Skills Negotiation

 Section 5: Initiate an Agile Project – Planning Releases

  • Envision the Product and Project outcomes

Exercise 5a: Define the PROJECT Vision

  • Project Chartering (Project Planning)
  • Assemble the Agile project team – what are their responsibilities?
  • Compile the Product Backlog (Coarse-Grain Requirements)
  • Discuss how to Plan Sprints and Releases

Exercise 5b: Create a Release Plan

  • Establish the Project “time-box”

Exercise 5c: Establish the Project Time-Box

  • Embrace the High-Level (Coarse-Grain) Plan
  • Managing different types of Personas on an Agile Project
  • Creating and Managing Team Rooms
  • Identifying and managing “Information Radiators”
  • Planning in Agile Projects – Common practices that work
  • Determine how the team will tracking and monitoring activities

Section 6: Estimating ad Prioritizing Effort

  • Planning Releases. Understand the value, the concepts, the theory and some applications for learning and adapting at all levels and on all topics (the product, the process, the team, and the organization).
  • Establishing decision and acceptance criteria for user stories
  • Planning Poker

Exercise 6b: Estimate Effort (Course-Grain)

  • Prioritize themes and releases
  • Prioritize user stories

Exercise 6c: Prioritize User Stories

  • Estimating team velocity
  • Preparing for change – Is the organization ready?

Section 7: Plan the Iteration (Sprint)

  • Sprint Zero activities
  • Elements of a successful Sprint Planning meeting

Exercise 7a: Discussion – Sprint “Zero” Activities

  • Create a Sprint Backlog
  • How to create a task board

Exercise 7b: Review the Sprint Plan

  • Create a Sprint plan – Establishing Sprint success metrics

Exercise 7c: Adapting to a Chang-Driven Project Plan that Works

  • Define the vision and Iteration Requirements
  • Estimating the level of effort (LOE) with the team
  • Creating user Stories for the Product Backlog – Guidelines to consider
  • The art of slicing user stories

Exercise 7d: Confirm the Estimated Effort (Fine Grain)

  • Managing the Solution Scope and Requirements using 2-4 week Sprints

Exercise 7e: Finalize Sprint Goal and Backlog

  • Adapting a change-driven (Agile) Project plan that works – what are the key differences from traditional (waterfall) project plans?
  • Finalize the Iteration Plan and how the team will operate

Section 8: Running the Sprint - from Planning to Review and Retrospective

  • Managing your Scrums and setting expectations with your team

Exercise 8a: Hold a Daily Scrum and update the task board

  • Using Burndown charts to track progress

Exercise 8b: Gain Customer Acceptance

  • Manage changes during the Sprint – What questions to ask
  • Prepare for the Sprint Review

Exercise 8c: Review of roles - Quiz

  • Obtain Customer Acceptance of the Product Increment
  • Hold a Sprint Retrospective - What is working and what needs to be improved upon during the Sprints

Exercise 8d: Understand the Project Status

  • Update the product backlog - Rework the High-Level (Coarse-Grain) Plan
  • Plan and Execute the next Sprint

Exercise 8e: Change the Product Backlog

  • Create an environment for continuous improvement – Product, Process and People

Section 9: Boosting the Team Performance

  • Team Formation – What to look for
  • Team Empowerment
  • Team Collaboration
  • Team Commitment
  • Coaching the Team – How to keep them motivated and moving forward towards the desired outcome

Exercise 9a: Coach the Scrum Team

  • Assist the team to detect and resolve problems
  • Ensuring the integrity of Scrum Practices

Exercise 9b: Ensure the Integrity of Scrum Practices

  • Facilitating communication with stakeholders

Exercise 9c: Facilitate Communication

  • Remove impediments to Progress

Exercise 9d: Remove Impediments to Progress

  • Verifying and validating using an Agile approach

Exercise 9e: Create Test Scenarios from your User Stories

  • What does sign-off really mean?

Exercise 9f: Getting Sign-off

 

Section 10: Additional Information

  • Useful books and links on Agile​​

Course 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 new exam.

Course Schedule
This course is not scheduled yet.