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In order for your projects to be successful, you need executive buy in. To buy in, people need to understand. In most organizations, the introduction or expansion of agile methodologies is met with inertia and resistance. To help mollify these forces and to overcome additional political obstacles, education and communication are key, and it starts at the top. Your top executives need to be aware of what agile means, how it works, and how the organization will benefit from it's adoption and widespread use. The 3-hour Executive Briefing will provide your C-level managers with a grounding in agile philosophy, it’s principles and practices, and its benefits.
| Executive Briefing Agenda Duration: 3 hrs. | ||
| Topic | Duration (min.) | Brief Description |
| The Software Crisis | 15 | Reasons why most software projects are late, overbudget or are cancelled. |
| Flaws of Traditional Development Methods | 15 | Flaws and false assumptions made by most traditional methodologies and teams. |
| Overview of Agile Principles | 30 | Underpinnings of agile methods and why they work. |
| Organizational Benefits of Agile | 30 | How agile methods provide value to your organization. |
| Costs & Risks of Agile | 30 | Costs and common risks associated with "going agile." |
| Specific Challenges | 30 | A discussion of your organization's specific development challenges. |
| Next Steps | 30 | Discussion of next steps and Q & A. |
Adopting agile in your organization means more than following a methodology. It means new ways of interacting with your peers, colleagues, and customers. By “going agile,” you will start using new term and lingo, planning differently, reporting up, down and out in a different way, and engaging the business like never before. As with any change, your new methods will tend to raise some eyebrows and introduce skepticsm. This seminar will help dispel misconceptions about agile, and will introduce it in a friendly, cross-functional atmosphere of mutual benefit. We recommend this training session for those in marketing, sales, operations, finance, human resources and other non-engineering functions.
| Agile Training for Non-Engineers Agenda Duration: Half-Day | ||
| Topic | Duration (min.) | Brief Description |
| The Software Crisis | 60 | Reasons why most software projects are late, overbudet or are cancelled. |
| Software Development Vocabulary | 30 | The lingo of software development. |
| Functional Cultures | 30 | Why silos build up between your function and Engineering. |
| Overview of Agile Principles | 60 | Underpinnings of agile methods and why they work. |
| Organizational Benefits of Agile | 60 | How agile methods provide value to your organization. |
| A Day in the Life | 60 |
What to expect in your organization when Engineering adopts agile. What to expect if your organization adopts agile as well. |
| Specific Challenges | 30 | A discussion of your organization's specific development challenges. |
This training course explores the heart and soul of agile development. In this multi-day training course, we explore core agile principles and proceed to learn specific practices that bring these principles to life.
This course is a mixture of lecture and hands-on labs, and assumes a working knowledge of Java, C# and/or C++.
| Agile Training for Engineers Duration: 2.5 Days | ||
| Day | Topic | Brief Description |
| Day I Full Day | Agile Philosophy |
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| Habits of an Agile Developer |
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| Introduction to Test-Driven Development (TDD) |
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| Lunch |
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| Practical TDD |
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| Wrap Up & Review |
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| Day II Full Day |
Refactoring |
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| Taming Legacy Code |
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| Lunch |
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| Database Testing & Refactoring |
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| Wrap Up & Review |
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| Day III Half Day |
Putting it All Together |
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| Tools of the Trade |
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| Agile Planning & Estimation |
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| Agile Hygeine |
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When planning for and subsequently managing a software project, there are so many things that can go wrong. People fail to see the big picture, fail to anticipate risks, estimate poorly, overestimate their own abilities, fail to factor in meetings and downtime, etc. etc. We've all been there. Even though you are adopting agile methods, these inherent problems do not go away. Nor do the problems you'll face trying to reconcile traditional "PMI" style management with those of agile.
Consider having one of our experienced Certified Scrum Masters or XP Project Managers help you navigate the waters of agile. Having an experienced Scrum/XP practitioner working with the team will help your organization leverage agile to maximum effect, and avoid the common traps into which many teams fall prey.
In addition to guiding and mentoring the team, the professional agilist will help you to advocate the benefits of Scrum or XP within your organization, inspire the group, ensure adherence to the Agile Manifesto, and help you to ensure a successful outcome.
In agile, the team is an extremely powerful concept - even more so than in traditional methodologies. With Scrum and XP, the team is at the center of the ecosystem; other roles exist to support it and its objectives. Given the criticality of the team, you need to ensure it is made up of the right mix of people, with a proven track record of success.
Enter Master Developers. Master Developers are seasoned engineers, who have real world experience developing commercial systems via Scrum and XP. These accomplished engineers helps mentor and lead the team from within, ensuring adherence to agile principles and coding practices, using TDD, understanding how best to refactor, and how to effectively apply good agile hygeine such as leveraging continuous integration.
To ensure your success, consider augmenting your development staff with agilemania Master Developers. Our MDs are experienced with Scrum and XP, and have delivered industrial strength systems via agile methods, and are fluent in contemporary development languages such as Java, .NET (C#, VB.NET) and C++.