You Will Learn How To
- Plan, manage and close a software development project in reduced time using Agile practices
- Minimise uncertainty and risk by applying Agile principles through the Scrum method
- Ensure your project delivers required functionality and adds value to the business
- Create an environment of self-management for your software development team
- Optimise your team's responsiveness to change through accelerated learning in the workplace
- Scale Agile practices for large projects and integrate them into the wider organisation
Course Benefits
Traditional software development can be a cumbersome process, dominated by uncertainty and risk. Agile and Scrum methods address this problem by promoting open collaboration and adaptability throughout the project life cycle. These methods focus on developing value-added software in short amounts of time. In this course, you learn how to apply Agile and Scrum techniques to manage software development projects.
Who Should Attend
Project and programme managers, software architects, systems analysts, team leaders, developers and anyone interested in applying Scrum and Agile methodologies.
Throughout this course, an evolving case study and experiential activities immerse you in an authentic Agile project management environment. Activities include:
- Simulating a three-iteration project from start to finish
- Meeting with a Product Owner to prioritise requirements
- Estimating product feature size
- Choosing features to implement in an iteration
- Running a Daily Scrum meeting
- Measuring project progress
- Adjusting the project plan based on changed requirements
- Accelerating learning with tools and techniques for retrospection
Course Content
Introduction to Agile Project Management
- What is Agile?
- The myths and realities of Agile software development
- The Agile Manifesto
- How organisational patterns relate to Agile project management
Fundamentals of Scrum for Dealing with Uncertainty and Risk
Identifying the roles and their responsibilities
- Prioritising requirements through the Product Owner
- Differentiating the Scrum Master from a traditional project manager
- Shaping the self-managed development team
- Relating to external stakeholders
Managing releases
- Iterating development through 30-day cycles
- Developing a project vision with Sprints
- Time-boxing with Sprints and daily stand-up meetings
Tools for tracking and monitoring a project
- Capturing requirements as User Stories
- Developing a Product Backlog based on business value
- Creating a Sprint Backlog from a list of requirements
- Plotting the remaining work with a Burn-down Chart
Planning an Agile Project
Establishing the business reasons for the project
- Managing the expectations of sponsors and fund holders
- Estimating expected progress
- Demonstrating the business value of implemented functionality
Clarifying the business vision
- Preparing and prioritising the product requirements
- Establishing the project road map
- Eliciting project information from the Product Owner
Identifying features for development in an iteration
- Estimating feature size and complexity
- Selecting tasks for implementation
Fostering Self-Management within the Development Team
Creating the optimal working environment
- Co-locating the development team
- Designing the project base room
- Protecting the development team from outside interference
- Making project progress visible and open
Transitioning to self-management
- Facilitating team learning to self-organise
- Empowering the team to control their own development process
Running iterations
- Micro-planning through Daily Scrum meetings
- Applying the rules for an iteration
- Identifying administrative responsibilities of the development team
- Measuring a project's velocity
- Controlling an iteration and increasing visibility with a Task Board
Managing Change
Reviewing the iteration through a Sprint Review
- Demonstrating functionality to the customer
- Gaining feedback from stakeholders
- Reprioritising requirements on the basis of experience
Closing the project using a Sprint Retrospective
- Reflecting on lessons learned
- Disseminating acquired knowledge to the organisation
Applying Agile throughout Your Organisation
Dealing with the legacy organisation
- Negotiating the contract between the business and the Agile development team
- Establishing the relationship between the Product Owner and multiple customers or stakeholders
- The Scrum Master as manager-developer liaison
Scaling for large projects
- Scrum roles in the larger context of planning
- Collaborating across Agile development teams
- Comparing hierarchical and self-organising styles
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