- The intention behind agile practices
- Value driven development
- Adaptive planning
- Customer engagement in agile
- Putting lean agile into action
- Origin and History of Agile
- Agile Values and Principles
- Clarity about transitioning to the Agile roles
- What is Empirical Process?
- Deeper understanding about various agile frameworks
- Understanding about where to use Scrum, Kanban or both
- Overview about Scrum framework
- Scrum Roles, Artifacts and events
- Definition of Done and Acceptance Criteria
- Exploring Differences between various frameworks
- Tools for Agile Project Management
- Tracking and measuring project success in agile
- Value delivery vs Fixed Schedule Project
- Essential elements for Agile Way of Working
Complete hands-on workshop to deal with organizational challenges and implantation issues. Participants learn by doing and training facilitator focuses on individual and interaction than theory. Participants work in small teams to learn and play all the roles to understand importance of Scrum Team. Workshop will get facilitated using Scrum Itself by dividing whole agenda in 6 Sprints. Agenda will be flexible enough to incorporate class feedback at the end of every sprint. Workshop will have demonstration on how to manage agile project in Jira and participants will have opportunity to practice in during training. Facilitator will use relevant sample project to simulate agile project execution using Scrum and Kanban.
Origins of Agile
Many people entering the Agile world see the Agile Manifesto as the beginning of the world, where it was really the summing up of much previous work. Anchor the ideas of Agile development in earlier work, giving the learners continuity from the past to the present.
The 2001 Manifesto for Agile Software Development is still the anchor document for all forms of Agile development. Make clear that the Agile Manifesto is a set of values, not a prescription for a particular type of process. Also, learners should be introduced to the fact that the values on the left are preferable to those on the right.
Understanding the Agile Mindset
Many people come to Agile looking for “the Agile process”. However, while some processes and methodologies may be more supportive or common in Agile organizations than others, the mindset must come first. Introduce Agile as a mindset and explain that agility is achieved through both “being” and “doing” Agile. The Agile mindset is characterized by things like valuing early failure for learning, collaboration, continuous improvement, continuous discovery, etc.
Establishing the Agile Mindset
Experiencing the Agile mindset is the best way to establish it in a learner Allow the learner to experience situations in which the Agile mindset is likely to be different from their current way of working, so the learner can internalize the difference experientially, not just in concept.
One anchor of Agile development is incremental development. Introduce the concept and value of incremental development, and how it differs from effort-based or task-based management.
Many people, even understanding the idea of incremental development, can’t see how to break work into small, value-centered work items and track their progress. Develop and practice techniques for breaking problems into value-based parts and tracking progress against them.
It is easy to lose sight of the cost of rework in incremental-iterative development. Introduce and highlight why Agile developers need to keep an eye
The Scrum Framework
How is the Scrum theory implemented through time-boxes events, roles, rules and artifacts? How can these be used most effectively? We will experience why the Scrum framework is constructed as it is and how you as Scrum Master can effectively use Scrum to control risks and create maximum value.
Scrum Roles – Product Owner, Scrum Master and Development
Who supposed to be a good product owner? What Product Owner does in Scrum? Do they write story or maximize value? Why we need Scrum Master? Who decides Scrum Master for team? What’s the meaning of Self-Organized Development Team? Is Self-organizing team good enough or we need self- managed team? Developers are cross-function or Development Team is cross-functional?
The Definition of Done & Acceptance Criteria
Are you able to deliver truly done product? What “DONE” means in Scrum and why it is important? Workshop focus differentiating DONE and UNDONE but also bring discussion about Technical Debts. Participants has to learn meaning of DONE increment by defining definition in workshop. Why not to have technical debt is critical to growing organization? How Acceptance Criteria is different than Definition of DONE?
Working with organizational challenges
Why change is hard and what can be done to make it real? What organizational changes needed to see real benefits of Scrum?
Working with Product Vision
From concept/idea that may be vague, product owners are taken through the steps to turn this into a tangible and valuable artefact: a product vision statement. In a group exercise, the product vision statement is developed using proven techniques such as Elevator Pitch, Lean Canvas and Product Box. From the product vision statement a story map is developed, breaking down the vision into a manageable number of steps or functional areas, depending upon what best suits the product. With this initial outline in place, high-level functional requirements are written, introducing the concept of user stories and epics.
Writing User Stories and Story Mapping
The story map is populated by the group writing user stories to fulfil each of the product features, ensuring the stories remain aligned with the product vision and value drivers. Will have understanding about how to split complex features into manageable stories.
Release planning in Agile
The planning exercise is repeated a number of times using different criteria such as risk, value, complexity, size and marketability.
Identifying and responding to non-functional requirements to ensure they don’t get lost in the process of defining product success and lead to hidden risks.
Using Agile metrics
Using key metrics and visualizing them with cumulative flow diagrams to help see where work is and how to improve the flow from concept to reality. Helping product owners to focus upon the right metrics and avoid those metrics that drive undesirable behaviors in development teams and by stakeholders.
Working with the development team and stakeholders
Understand the role of the product in relation to the development team, how best to support them and what they need from a product owner to be effective in their role. Working with stakeholders, keeping them informed of progress and risks, influencing their decision making and managing expectations.
Tracking and Measuring Project Success in Agile
How to measure success of an agile project in ever evolving requirement? Discussion around key metrics like business values, velocity chart, release burndown and sprint burndown. How to incorporate feedbacks in forecast and how to forecast project completion date.
Essential Elements for Agile Way of Working
Agile way of working has become buzzwords after ING case study and recent adoption at ANZ. Let’s understand pros and cons of agile way of working. Will have discussion around various model for organization agility and way to adopt. Focus will be on owning a roadmap for organization agility vs renting processes.
This training is dedicated for those who:
are looking for improvements in the way they work, want to start using Agile at work or leveling up their knowledge, have creative work that requires frequent feedback from the client or user.
- Team members (especially for freshly created teams),
- Beginner Scrum Masters and Product Owners and all those preparing for these roles,
- Organization and team leaders,
- Human Resources and administration departments representatives
- Clients and non-technical collaborators of Scrum teams
After completion of the workshop, each participant will receive a certificate from ICAgile granted as ICAgile Certified Professional (ICP)
|May 09 - May 10||India||Naveen Kumar Singh||$ 600 - $ 900||
|Jun 01 - Jun 02||APAC||Naveen Kumar Singh||$ 600 - $ 900||