Project Managers need to reset their thinking and approaches to work within an Agile development environment by focusing on collaboration over command and control, frequent delivery over the one big release, and risk management that is embedded within the process rather than a separate activity.
This boot camp introduces the concepts and practices that enable teams to work more effectively to deliver great products to satisfied customers. Intended for project managers and managers who work with Agile teams, this is a highly-interactive workshop which blends lectures and experiential learning activities to provide participants with a deep understanding of the fundamentals of an Agile software delivery lifecycle from a PMs perspective.
There is a popular misconception that Agile work involves little or no planning; the reality is that successful Agile organizations constantly engage in disciplined planning activities and regularly validate plans against what they’ve learned in the course of delivering work incrementally.
Agile planning practices impel organizations and project teams to create alignment on the vision and goals of the work to be done, clearly define how teams will work together to foster collaboration, and identifies the factors in the environment that will help or hinder the team’s success.
In this course, participants will learn about Agile planning principles and practices as they apply to release and portfolio planning. Rolling-wave planning and estimating techniques enable teams to make useful estimates and get moving on high-value work while anticipating emergent changes. Building and maintaining backlogs at the release, product and portfolio level creates visibility into future objectives and supports adaptive planning with minimal overhead. Project chartering activities help set the stage for high performance by getting the team on the same page as to the purpose, value and constraints of the work at hand.
Professional Development Units (PDUs) – 35
- Lectures, discussions and hands-on activities
- Project Managers, Team Leads, Business Analysts, Product Owners, Product Managers, Developers & Architects, UI & UX designers, Testers & QA
- Agile Business Analysts, Agile Project Managers, Agile Practitioners, Agile Product Owners
- CxO, VPs, Directors, Managers, Business Analysts, Project Managers, Software Developers, HR, Finance, Marketing
- The facet of the traditional SDLC and why it became problematic
Foundations of Agile
- The history, values and principles underlying Agile work
Agile framework overview
- A survey of the most popular Agile frameworks (Scrum, XP, Lean/Kanban) and where/how they are applicable
Agile True or False
- Myths and facts about Agile practices and outcomes, including what types of projects are suited to Agile approaches
Initiating a Project
- The Portfolio View
- Project Charters
- Things we need to do before we start a project
Building Agile Teams
- Creating great self-organizing teams
- Roles and team dynamics on a cross-functional collaborative team
- Having Meetings that work
- The 4 fundamental meetings that propel a team to get things done iteratively and incrementally
- Creating an Agile Work Environment and Selecting Tools
- Supporting the Team
Agile Planning and Estimation
- Adaptive planning techniques to help teams make useful predictions about when things will be done
- User stories versus use cases
- Prioritization, Envisioning and Requirements
- Epics, Themes, Story Mapping, and Backlogs
- Release and Iteration Planning
- Just enough design and design documentation
- Types of testing practices and when they are applicable
Agile Risk Management
- How risk management is often a by-product of an Agile project and the Agile techniques for identifying and managing risk
- Agile Risk Management techniques and practices
Agile Project Management
- Status reporting and recovery when things go wrong
- Scaling Agile projects and Distributed teams
- Metrics for PMS
Getting started on an Agile Release Plan
- The value and role of Project Chartering in Agile planning
- Designing and facilitating an effective Project Chartering workshop
- Different planning techniques (e.g. Rolling Wave planning)
- Creating team Working Agreements to support collaboration
Roles and responsibilities in Agile Release Planning
- Product Owner
- The team
- Customers and Stakeholders
- Team leads, Scrum Masters, and Agile PMs
Creating, maintaining and grooming backlogs
- Building an effective Product Backlog using Story Mapping techniques to support Release
- Planning and creation of a Product Roadmap based on the backlog
- How to make the backlog visible at the Product, Release, and Iteration level
- Maintaining a useful Product Backlog and Release Plan through Story Telling and regular Backlog Grooming
Planning and Executing Release Plans
- Using Agile Release Planning techniques to create meaningful Product and Portfolio Roadmaps
- Estimating an initial Release Plan
- Release types
- Defining the quality criteria for a Release – how will you know when you are “Done” and who’s involved in the decision
- The role of Architecture in Roadmaps
- Planning ahead while remaining Agile
- How to manage dependencies across multiple teams and time scales
Transitioning to Agile Release Management
- Embedding Time-to-Market concepts
- Common obstacles, challenges and how to overcome them
This session introduces the basic concepts of Value Management as an Agile specialization by answering the following questions:
- Why do traditional organizations continue to fail at delivering projects?
- Why do organizations spend?
- What is Value for Management and why is it needed?
- What are the different types of Value and how we define them?
- What are Outcomes and how do they relate to Value Management?
- How does Value Management drive Portfolio Management?
- What are ten postulates that you can use to drive true Value Management?
- What is the Executives Paradox with regards to projects and how does Value Management overcome the paradox?
- What are the different roles in Value Management?
- How do we design for Value?
- How do we maintain a focus on Value throughout an organization?
- Why do value-driven organizations focus on discovery over knowing?
- How are the basic principles of Agile related to Value Management?