Duration
2 days
Overview
Agile Mindset, Scrum framework and Kanban process learning objectives delve into key concepts such as adaptive planning, value-driven development, team collaboration and frequent feedback for continuous improvement. Participants come away with a solid understanding of core concepts as they prepare to embark on their Scrum journey. Consequently, participants leave the course more confident in six key areas:
- The intention behind agile practices and success story
- Value driven development using Scrum Framework
- Adaptive planning using transparency, Inspection and Adaption
- Purpose and advantages of Self-organization
- How to put Scrum and Kanban into action
- Adoption of Scrum Framework in Product Development
Learning Objective
- Origin and History of Agile
- Agile Values and Principles
- Clarity about transitioning to the Agile roles
- What is Empirical Process?
- Understanding about various agile frameworks
- Deep dive into Scrum framework - Roles, Artifacts and events
- Definition of Done and Acceptance Criteria
- Product Backlog Management and Release Management
- Relevance of epics, user stories and acceptance criteria
- Setting and achieving strategic product goals
- Release strategies and planning with Scrum
- Estimating and prioritizing requirements
- Tracking and measuring Product success in Scrum
- Essential elements for Agile Way of Working
Teaching techniques
Complete hands-on workshop to deal with organizational challenges and implantation issues. Participants learn by doing and training facilitator focuses on individual and interaction than theory. Participants work in small teams to learn and play all the roles to understand importance of Scrum Team.
Workshop will get facilitated using Scrum Itself by dividing whole agenda in 4 Sprints. Agenda will be flexible enough to incorporate class feedback at the end of every sprint. Facilitator will use relevant sample project to simulate agile product development using Scrum and Kanban.
This training is dedicated for those who:
are looking for improvements in the way they work, want to start using Scrum at work or leveling up their knowledge, have creative work that requires frequent feedback from the client or user.
We invite:
- Team members including developer, tester, business analyst, UI designer etc.
- Beginner Scrum Masters and Product Owners and all those preparing for these roles,
- Organization and team leaders,
- Human Resources and administration departments representatives
- Clients and non-technical collaborators of Scrum teams
Requirement for In-House training
- Big training room with cluster sitting (5-7 people in group) with projector
- 2 Flipcharts with flipchart board
- Post-it (1 big and 1 small), Chisel Markers (1 pack multi-color) and 20 A4 size paper on each table
Detailed Agenda
Origins of Agile
Many people entering the Agile world see the Agile Manifesto as the beginning of the world, where it was really the summing up of much previous work. Anchor the ideas of Agile development in earlier work, giving the learners continuity from the past to the present.
Agile Manifesto
The 2001 Manifesto for Agile Software Development is still the anchor document for all forms of Agile development. Make clear that the Agile Manifesto is a set of values, not a prescription for a particular type of process. Also, learners should be introduced to the fact that the values on the left are preferable to those on the right.
Understanding the Agile Mindset
Many people come to Agile looking for "the Agile process". However, while some processes and methodologies may be more supportive or common in Agile organizations than others, the mindset must come first. Introduce Agile as a mindset and explain that agility is achieved through both "being" and "doing" Agile. The Agile mindset is characterized by things like valuing early failure for learning, collaboration, continuous improvement, continuous discovery, etc.
Establishing the Agile Mindset
Experiencing the Agile mindset is the best way to establish it in a learner Allow the learner to experience situations in which the Agile mindset is likely to be different from their current way of working, so the learner can internalize the difference experientially, not just in concept.
Scrum theory and principles
Why does Scrum work? Which theoretical foundations and principles are there for? How does Scrum differ from traditional product development and why is it better for product development? In this section we experience the difference and benefits of Scrum.
The Scrum Framework
How is the Scrum theory implemented through time-boxes events, roles, rules and artifacts? How can these be used most effectively? We will experience why the Scrum framework is constructed as it is and how you as Scrum Master can effectively use Scrum to control risks and create maximum value.
Scrum Roles – Product Owner, Scrum Master and Development
Who supposed to be a good product owner? What Product Owner does in Scrum? Do they write story or maximize value? Why we need Scrum Master? Who decides Scrum Master for team? What’s the meaning of Self-Organized Development Team? Is Self-organizing team good enough or we need self-managed team? Developers are cross-function or Development Team is cross-functional?
The Definition of Done & Acceptance Criteria
Are you able to deliver truly done product? What “DONE” means in Scrum and why it is important? Workshop focus differentiating DONE and UNDONE but also bring discussion about Technical Debts. Participants has to learn meaning of DONE increment by defining definition in workshop. Why not to have technical debt is critical to growing organization? How Acceptance Criteria is different than Definition of DONE?
Running a Scrum project
Learn by doing is focus here. Participants work in group like real scrum team. They learn by practicing Scrum on live project. Small Scrum team plays all roles, create artifacts to understand transparency and use events for inspection and adaption.
Working with people and teams
Since Scrum is a process framework and to make process works, organization has to work a lot in resolving people and team problem. There will be lot group discussions around certain challenges that majority of organization faces while adopting Scrum.
Scrum in your organization
It is more like assessment to understand what organizations do good or not so good while practicing Scrum. People identify areas that need further improvement to gain from Scrum.
The role of the Scrum Master
Good and empowered Scrum Master can bring positive change but change become difficult when change agent is not pragmatic. Workshop focus on empowering change agent with knowledge to facilitate change. Workshop covers topic such as Coaching skills of Scrum Masters, Change Agent to facilitate change, Facilitator to help in getting rid of impediments, Servant Leader for organization, Process Owner to maintain Scrum practices.
Working with organizational challenges
Why change is hard and what can be done to make it real? What organizational changes needed to see real benefits of Scrum?
Visualizing Product Vision
From concept/idea that may be vague, product owners are taken through the steps to turn this into a tangible and valuable artefact: a product vision statement. In a group exercise, the product vision statement is developed using proven techniques such as Elevator Pitch, Lean Canvas and Product Box. From the product vision statement a story map is developed, breaking down the vision into a manageable number of steps or functional areas, depending upon what best suits the product. With this initial outline in place, high-level functional requirements are written, introducing the concept of user stories and epics.
Writing user stories and Story Mapping
The story map is populated by the group writing user stories to fulfil each of the product features, ensuring the stories remain aligned with the product vision and value drivers. Will have understanding about how to split complex features into manageable stories.
Release planning
The planning exercise is repeated a number of times using different criteria such as risk, value, complexity, size and marketability.
Getting into development
With a well-formed product backlog, it is now important to get items, as user stories, ready for development. Using behavior driven development and writing scenarios for each of the stories, the product owners will learn how to support effective communication with their development team and to introduce efficiencies into product assurance.
Non-functional requirements
Identifying and responding to non-functional requirements to ensure they don’t get lost in the process of defining product success and lead to hidden risks.
Using metrics
Using key metrics and visualizing them with cumulative flow diagrams to help see where work is and how to improve the flow from concept to reality. Helping product owners to focus upon the right metrics and avoid those metrics that drive undesirable behaviors in development teams and by stakeholders.
Working with the development team and stakeholders
Understand the role of the product in relation to the development team, how best to support them and what they need from a product owner to be effective in their role. Working with stakeholders, keeping them informed of progress and risks, influencing their decision making and managing expectations.
Day-wise agenda
Complete hands-on workshop to deal with organizational challenges and implantation issues. Participants learn by doing and training facilitator focuses on individual and interaction than theory. Participants work in small teams to learn and play all the roles to understand importance of Scrum Team.
Workshop will get facilitated using Scrum Itself by dividing whole agenda in 4 Sprints. Agenda will be flexible enough to incorporate class feedback at the end of every sprint.
Day -1 (Workshop focus on why we need to care about agile, empiricism, scrum and what is available)
9:00 to 10:30 – Various Agile Flavors, Why and When to use which Framework using Stacey chart. Scrum Frameworks in Brief by drawing complete Scrum Picture and going through all elements of Scrum (3 Roles, 3 Artifacts, 5 Events, Agreement and Activity) using activity in class
10:30 to 11:00 – Coffee Break
11:00 to 12:30 – Preparing product/project vision by drawing it, coming up with product backlog using Impact Mapping, story writing and splitting techniques by doing, story mapping to design release plan based on urgency, risk, value and size etc.
12:30 to 13:30 – Lunch
13:30 to 15:00 – Getting deeper in Scrum by understanding Scrum Roles. Product Owner vs Project Manager, Scrum Master as facilitator, coach & process owner and responsibilities of Development team in self-organizing. How to decide Sprint Length and what will be Definition of DONE for sprint.
15:00 to 15:30 – Coffee Break
15:30 to 17:00 – Estimation in agile to forecast schedule and cost, advantages of value-based delivery, dealing with fixed schedule, cost and deliverables in agile. Various tracking tools and metrics for project success.
Day -2 (Workshop focus on how to adopt agility, practice Scrum and Kanban. Learn by doing)
9:00 to 10:30 – Going through all inspect and adapt events in Scrum by choosing right artifacts to create transparency in Inspect and Adopt. Activity around Input and Output for all events to understand how to facilitate these events.
10:30 to 11:00 – Coffee Break
11:00 to 12:30 – Simulation of Scrum, Preparing Scrum Board Vs Kanban Board during planning. Simulation of Scrum for 60 minutes where team will execute sample project using tools (provided by facilitator) and tracking/managing project using artifacts.
12:30 to 13:30 – Lunch
13:30 to 15:00 – Sense Making Framework for Scrum Master, Discussion around Scrum + Kanban and Scrum + XP. Drawing Kanban Board, learning WIP Limit, Visualization and Pull-Based system. How to calculate Cycle Time and Lead with sample project.
15:00 to 15:30 – Coffee Break
15:30 to 17:00 – What is Agile Way of Working? How to design team and organization structure for better result? What are the frameworks available and how to come up our own design based on organization constraints.
Programme scope, delivery arrangements and suitability are confirmed during enquiry.