Introduction to Agile Project Management

• Articulating Agile values and principles
• Comparing Agile with traditional, masterplan methods
• The myths and realities of Agile software development
• Locating Scrum in empirical process theory

Fundamentals of Scrum for Dealing with Uncertainty and Risk

Identifying the roles and their responsibilities

• Prioritising requirements and driving the project through the Product Owner
• Establishing the ScrumMaster as a fundamentally new management role
• Shaping the self-managed Feature Team
• Relating to external stakeholders

Managing product delivery

• Creating a product backlog as a list of requirements and technical issues
• Iterating development through cycles of one month or less
• Time boxing to establish a regular rhythm of energized work

Tools for tracking and monitoring a project

• Capturing requirements as user stories
• Establishing performance targets using a team's velocity
• Plotting remaining work with burn down charts and parking lot diagrams
• Managing development tasks with task boards

Planning an Agile Project

Focusing on business value

• Delivering business-valued functionality with Release Planning and Sprint Planning
• Collaborating with customers to manage risk and uncertainty
• Demonstrating implemented features as "potentially shippable increments"

Identifying features for development in an iteration

• Breaking large requirements into testable, estimatable features
• Concretising a Sprint Goal through feature selection
• Identifying development tasks in the Sprint Backlog

Fostering Self-Management within the Development Team

Creating the optimal working environment

• Staffing the Feature Team
• Protecting the team from outside interference
• Making project progress visible and open

Transitioning to self-management

• Facilitating cross-functionality and team learning
• Empowering the team to control their own development process
• Adapting management roles external to the development effort

Running iterations

• Microplanning through Daily Scrum meetings
• Producing a quality-assured, business-valued product
• Determining what it means to be "done"

Managing Change

Generating rapid feedback through Sprint Reviews

• Demonstrating completed functionality to the customer
• Fostering collaboration with stakeholders through discussion of "done" increments
• Revising estimates on the basis of experience

Reviewing iterations through Sprint Retrospectives

• Reflecting on lessons learned
• Embedding new knowledge to maintain continuous improvement

Applying Agile throughout Your Organisation

Scaling for large projects

• Working with large Product Backlogs
• Scaling the Product Owner role
• Coordinating Feature Teams and Component Teams

Managing distributed development

• Release and Sprint Planning for distributed teams
• Ensuring effective communication across time zones
• Holding distributed Sprint Reviews and Sprint Retrospectives

Establishing momentum for successful adoption of Agile methods

• Assessing the organisation's readiness for Agile adoption
• Creating an Improvement Backlog for ongoing improvement