Many of today’s Project Management and Business Analyst Professionals are finding themselves leading, managing and analyzing on Agile development teams - only to find that many of the tools and techniques applied when using a traditional project management approach no longer work as effectively or at all. In order to do more than survive in this iterative development environment, today’s Project Manager and Business Analyst must employ additional project management and business analysis tools and techniques to effectively lead their teams and deliver their projects.
The course will explore how your projects can easily and successfully make the transition to an effective Agile environment.
Agile Scrum is an incremental, iterative framework for project management and software development - where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. This disciplined project management process involves:
A leadership philosophy that encourages teamwork, self-organization and accountability
A set of engineering best practices intended to allow for rapid delivery of high-quality software
A business approach that aligns development with customer needs and company goals.
How to recognize that your organization is heavily regulated,
regimented, micro-managed using the waterfall model of
What Agile SCRUM can do to address this problem
Common obstacles to overcome
The Agile Manifesto
The Agile Lifecycle
Introducing Agile SCRUM to the organization
Roles and Responsibilities on an Agile project team
Establishing core hours - How will the team work during a day?
Planning and Managing Business Analysis Communication and Performance
ACTIVITY – Identify Product Owner, ScrumMaster, Committed and non-committed roles
Section 2: Initiate an Agile Project
Envision the Product and Project outcomes
Assemble the Agile project team – what are their responsibilities?
ACTIVITY – Create a roles and responsibilities matrix (RACI) that are
aligned to the desired outcomes
Setting expectations with stakeholders
Compile the Product Backlog (Coarse-Grain Requirements)
Plan Sprints and Releases
Embrace the High-Level (Coarse-Grain) Plan
Section 3: Plan the Iteration (Sprint)
Sprint Zero activities
Define the vision and Iteration Requirements
ACTIVITY – Define the vision
Creating the Product Backlog – Guidelines for writing User stories
Managing the Solution Scope and Requirements using 2-4 week Sprints
Adapting a change-driven (Agile) Project plan that works – what are the
key differences from traditional (waterfall) project plans?
Finalize the Iteration Plan and how the team will operate
ACTIVITY – Write user stories for the product backlog
Section 4: Planning Releases and Managing Expectations
Establishing decision and acceptance criteria for user stories
ACTIVITY – Estimate User stories using Planning Poker
Prioritize themes and releases
Prioritize user stories
ACTIVITY - Prioritize user stories
Estimating team velocity
Preparing for change – Is the organization ready?
Create a release plan
ACTIVITY – Create a Release plan
Section 5: Planning the Sprint
Elements of a successful Sprint Planning meeting
Create a Sprint Backlog
Create a Sprint plan – Establishing Spring success metrics
How to create a task board
ACTIVITY – Create a Task Board and Sprint Backlog for the first Sprint
Coach the Team – How to keep them motivated and moving forward towards the
Immerse the Team in Status
Section 6: Running the Sprint
Managing your Scrums and setting expectations with your team
Using Burndown charts to track progress
ACTIVITY – Conduct a Scrum, update the task board, and create a Burndown chart
Manage changes during the Sprint – What questions to ask
Prepare for the Sprint Review
Obtain Customer Acceptance of the Product Increment
Hold a Sprint Retrospective - What is working and what needs to be improved upon during the Sprints
Update the product backlog - Rework the High-Level (Coarse-Grain) Plan
Plan and Execute the next Sprint
Section 7: Verifying and Validating Requirements
Creating a master test plan using Agile
Verifying and Validating requirements using an Agile approach
Define Measurable Evaluation Criteria
Determine Business Value
Determine Dependencies for Benefits Realization
Evaluate Alignment with Business Case and Opportunity Cost
ACTIVITY - Create test scenarios and test cases from your User Stories
Defining Transition Requirements
Evaluating Solution Performance
Capstone exercise, a simulated Agile project for participants to apply the skills they have learned
Section 8: Additional Information
Useful books and links on Agile
Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators; anyone who wants to improve their Business Analysis skills.
No prerequisites - This course suitable for both novices and experienced people who need to manage and implement a project. Having an understanding of project management and business processes is helpful and recommended.
College Credit, CEUs, PDUs and CDUs When you take courses with the Babbage Simmel, be sure you get the credit you deserve. Curriculum offered by Babbage Simmel can earn you college credit, CEUs, PDUs or CDUs.
College Credit Select curriculum offered by Babbage Simmel is part of the accredited University of Findlay's undergraduate course catalogs. For questions please E-Mail: email@example.com or call 614-481-4345.
Continuing Education Units (CEUs) Continuing Education Units (CEUs) are nationally recognized standard units of measurement earned for satisfactory completion of qualified programs of continuing education. If you need more information about CEUs, please E-Mail: firstname.lastname@example.org or call 614-481-4345.
Professional Development Units (PDUs) Professional Development Units (PDUs) can be issued by PMI® for formal learning activities related to project management. Project Management Professionals (PMPs®) are required to earn a minimum of 60 PDUs every 3 years to maintain certification. For more information about this program go to the PMI® web site or call 1-855 746 4849.
Continuing Development Units (CDUs) CDUs may be earned by attending professional development (e.g. courses, seminars) offered by organizations endorsed by IIBA® and designated as an EEP vendor. As an IIBA Endorsed Education Provider (EEP) Babbage Simmel's IIBA® endorsed courses qualify for CDU credit. For more information about CDUs go the IIBA® web site or call 1-647-426-3735.
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