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Agile Project Management

Introduction

Objective:
This course begins with developing foundational knowledge of PMI-ACP® based techniques in Agile methodologies with a detailed focus on SCRUM. Students will learn to identify stakeholders and process groups using different methodologies including Kanban, Daily short Stand Up Meetings, the use of Burn Down Charts for tracking and monitoring progress, and the role and ongoing involvement of the Product Owner in the progressive elaboration of the project requirements. Through case studies of Agile implementation, the course will elaborate on how Agile techniques can perform side by side with traditional projects as well as in hierarchical organizational structures. Additionally, participants will learn how and why the implementation of Agile techniques not only require changes in work management methods but also require a mental and cultural shift while covering the management of programs and portfolios in an Agile environment.

Context:
The use of Agile techniques has more than tripled in the past three years (source: http://unex.uci.edu/areas/it/agile/) principally for following reasons:
• Increase customer involvement which can build empathy and avoid rework
• Learn faster which means you can adapt to change
• Improve quality through focus
• Reduce risk through shorter feedback loops and customer interaction
• Simplify by getting rid of overhead and waste
• Reduce cycle time through time boxing and parallel development
• Improve operational awareness through transparency
• Drive process improvement through continuous improvement
• Empower people through less mechanics and more interaction, continuous learning, and adaptation
• Flow more value through more frequent releases and less “big bang”

* Timetable is subject to change during Ramadan.
* Iftar will be provided from Bdjobs Training as Complimentary offer.
* Session will be finished before Tarawih Salat.


Methodology

Presentation, interactive

Contents of Training:

Session 1: Introduction
Introduction & Ice Breaking
Traditional projects
Traditional vs. Agile
Agile Project management
Benefits of Agile: Feedback, time to market, risk, satisfaction, quality, morale.
Limitations of Agile

Session 2: Agile Principles and mindset
4 Agile values (Agile Manifesto)
12 Agile principles
Exercise: Discuss Agile values and principles and identify 3 principles you find as most important.
Agiler Methods:Scrum(will be discussed in next session), Kanban, Lean DSDM, Crystal, eXtream. Lean, FDD,Kanban
Lean Values:Eliminate waste, Empower the team, Deliver fast, Optimize the whole, Build quality in, Defer decisions, Amplify learning

Session 3: Scrum
Scrum Values: Transparency, Inspect, Adapt
Scrum: iteration, values, scrum process framework
Ceremonies: Sprint Planning, Daily Stand Up, Sprint Review
Retrospective Scrum Roles:
Product Owner:
Has relevant business knowledge and responsible for the product.
Defines stories and builds product backlog Determine which features go into the product focuses on delivering business value owns the prioritization of the backlog.
Represents the stakeholders to the team
Accepts or rejects teams work
Ensures the team is building is the right product
Has authority to make decisions on triple constraints (scope, Cost and Schedule)
CRACK product owner:
C-Collaborative
R-Represents stakeholders
A-Authorized to make decision
C-Committed to organizational goals
K-Knowledgeable about the domain and the product
Product Owner team vs. Development team
Scrum Master:
Coach team in agile
Facilitate the scrum ceremonies
Remove impediments
DO NOT assign task to team. Team members volunteer for task
Agile Team: Cross functional, Self Organizing, continuous process improvement through inspection and adaptation.
Self organization vrs. Self managing
Self organization vrs. Command & Control
Tuckman Framework: Forming, Storming, Norming, Performing
Team values: respect, Truth, Transparency, Trust, Commitment

Session 4: Understanding/Chartering (Iteration 0)
Vision: One big thing
Charter: Goals, Objectives, Risks, Constraints, Agreements
Elevator Pitch: 1 or 2 sentence description of the product.
Elevator pitch format
Activity: Elevator Pitch exercise
Project Slider: trade off decisions
Activity: Develop Charter (alignment by collective participation)
Product description

Session 5: Requirement
Story (definitions and attributes)
Type of stories(User, Research, technical debt etc.)
User story purpose (Perspective, Outcome, Benefit)
User story format/Structure
Story details: Description, acceptance criteria, UI
3 Cs of Story: Card, Conversation, Confirmation
INVEST: attribute of a good story
Writing Stories: Guideline
Definition of ready: Story(Clear, Testable, Feasible)
Activity: Story writing workshop

Session 6: Backlog management and prioritization
Grooming
Product Backlog
Story mapping
Personas
Activity: Story mapping
Backlog items: Non functional requirements, Data migration, SOX compliance, Training, Prod support
Interview-Observe-Group filter
Story Generation
Story breakdown
How to split a user story
Prioritizing product backlog (Scope, schedule, cost)
Financial prioritization: NPV, IRR, Payback Period etc.
Value vs. Risk
MoSCoW model
Paired comparison Matrix
Kano model: Perceived customer satisfaction to prioritize backlog
Customer satisfaction vs. expert opinion
Progressive elaboration: Epic, Theme Story
Activity: Backlog Grooming

Session 7: Estimating
Relative sizing; Story Points, decouple size from duration
Derived duration based on velocity
Use a scale that reflects uncertainty: Fibonacci sequence
Sizing Factors: Effort, Complexity, Uncertainty
Collective sizing: Unanimous
Planning Poker: Process and guideline
Why Planning Poker
Activity: Play planning poker
Affinity estimating: effective for large product backlog
Activity: Affinity estimating
Session 8: Planning
Level of Planning: Strategy, Portfolio, Product, Release, Iteration, Daily Inverted Iron triangle
Only scope is variable. Time and cost is not.
Product Road Map: By quarter
Velocity Stories: Complete and potentially releasable
Measure Velocity
Don’ts of Velocity: Compare across teams, Use for performance measurement, Drive velocity
Forecast velocity
Release plan
Activity: Release planning
Sprint planning: Goal, Detailed breakdown of stories, Commitment
Sprint Planning Guideline: Start with team capacity, Take one story at a time, Create tasks, estimate tasks in hours, Repeat with new stories until capacity is exhausted.
80-20 rule for non-functional stories
Activity: Sprint planning

Session 9 Communication, Execution, Monitoring
Information Radiator: Kanban(Board), Burn down/burn up chart. Cumulative flow chart Collocation/ caves and commons
Osmotic communication
Feedback Methods:
Pre-Demo: Within project team
Demo: Working product, Involve stakeholders, capture feedbacks
Adaptive leadership
Collaboration, Negotiation, Conflict resolution
Activity: Demo

Session 10 Process Improvement and Retrospective
Kaizen
5 Whys
Value stream mapping Control limits
Introspective Retrospective: What worked, what didn’t
5 stages of Retro: set stage, gather data, generate insights, and decide what to do, close retrospective
Reporting progress
Activity: Retrospective

Session 11 Organization/Transformation
Emergent Leadership
Servant Leadership
Collective responsibilities: Collaborative, Trustful
Creativity by experimenting
Types of project right for agile: Complex requirement, complex technology.
Key Success Factor: Cross functional team, self organized, customer involvement
What agile is not: Right approach for every project, no documentation, less planning
Organizational changes: Team structure, roles, expectations, work style, physical workspace, interaction
Risk management: inherent in process: short iteration, frequent delivery, continuous customer engagement

Session 12 Review and Mock Exam

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Team members becoming involved in Agile development; Project Managers entering the Agile environment; Managers of teams involved in Agile development.