Agile Project Management

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Agile Project Management"

Transcription

1 Agile Project Management Summary Certification Abbreviation Prerequisite(s) Classroom Duration Number of CECs Number of Subjects Number of Themes Status ICAgile Certified Expert Agile Project Management ICE-PM ICP (ICAgile Certified Professional) or equivalent TBD 2 (optional) TBD TBD In Progress. ICP-PM is currently available for accreditation. Table of Contents Agile Project Management... 1 Summary... 1 Table of Contents... 1 Purpose... 2 Context... 2 Subjects... 2 Track Development... 3 Certifications... 3 Credit-Only Classes... 4 Learning Objectives... 5 Guidance for Course Designers Curriculum guidance Acceptance criteria Track Structure Track components Track component relationships Roadmap The ICAgile Roadmap ICAgile Study Tracks Certifications Agile Project Management Track ICAgile In Progress 3/10/2013

2 Purpose The purpose of the Agile Project Management track is to: Explore project management tools and techniques in Agile environments Introduce knowledge needed to apply those skills in real-world situations Provide an understanding of the mindset, role & responsibilities of a leader of Agile projects Context Large, complex organizations with numerous teams that interact in complex ways with the business and the product are increasingly the norm for Agile projects. Project management as a discipline becomes increasingly important, requiring more advanced skills and experience, when the following exist in an organization: Co-located or distributed teams Large or complex projects or initiatives Interconnected teams encountering difficulty in coordination Complex business environment Complex product design Subjects Introduction. Understand that knowledge work tends to be non-linear the stakeholders understanding of the problem, the potential solution design, and the performers capabilities all inform each other as the effort progresses. Understand key aspects of the Agile project and the role of the project manager. Understand facilitation techniques. Initiating. Understand the importance aligning organizational structure and portfolio, program, and project outcomes with organizational strategy and customer and business value. When initiatives are not explicitly aligned with the overall goals as determined by top management it isn t possible to align, prioritize and focus projects. Planning and Estimating. Understand how Agile planning uses relative size-based estimation, combined with historical performance data, to provide visibility into team performance, which enables continuous processes inspection & adaptation. Incorporate the deeper concept of multiple levels of planning, including release and iteration planning. Understand how incremental and iterative planning enables teams to accommodate change more easily and less expensively. Executing. Understand the Agile project manager does not focus on assigning and monitoring individual tasks rather, the focus is on positioning teams for success and supporting the continuous throughput of value. Understand the Agile project manager also focuses on cross-team planning and cross-organization communication, identifies risk and resolves impediments. Understand the use of empirical data to determine the health of the project, rather than depending on pre-determined, self-imposed milestones. Understand the concept of delivering valuable increments of software frequently. Understand how to discover true business value by developing the product incrementally. Monitoring and Responding. Understand how to monitor schedule, budget, scope and risk. Understand how to make use of the skills and collaborative nature of an Agile team, release metrics and team processes and how to make trade-offs and adjustments to maximize the possibility of project success. 2 Agile Project Management Track ICAgile In Progress 3/10/2013

3 Closing. Understand techniques for closing a project while preparing for the next effort. Understand that Agile projects, with on-going build-release-deploy processes, lead to a DevOps flow in which a tight communication path between the development teams and the production support or Ops teams enables more frequent deployment to production. Track Development The Agile Project Management track is still in development. This document currently includes the first iteration of the track, which covers foundational topics appropriate to project management in organizations that are of medium or lower size and complexity. Organizations that choose to accredit courses against this version of the track should expect to offer significant feedback and re-accredit their courses against the next iteration of the Agile Testing track in Q2-Q3 of After the track has been used by training organizations and learners throughout the Agile community, we will solicit feedback and modify the track. Certifications Continuing Education Certifications One CEC is currently available in the Agile Project Management track: 1. ICAgile Certified Professional Project Management Fundamentals (ICP-PM) CECs are optional intermediate certifications that recognize student learning as they proceed through tracks of study. In this track, a training organization is permitted to offer a CEC based on: 1. Inclusion of LOs, 2. Class duration, and 3. A sufficient in-class evaluation. Expert Expert certifications cannot be granted by training organizations; individuals must apply to directly ICAgile to receive them. The expert certification in the Agile Project Management track is the ICAgile Certified Expert Agile Project Management (ICE-PM). An individual cannot become an ICAgile Expert through learning alone. A learner is qualified to become an ICE-PM after completing the requirements for the track gate. In all tracks, requirements to become an ICAgile Expert generally include: 1. Receiving credit for all Themes in the track, 2. Obtaining real-life experience, and 3. Completing a competency evaluation. Gate details for this track will be defined and publicly posted Q Agile Project Management Track ICAgile In Progress 3/10/2013

4 Credit Only Classes Training organizations may choose to offer non-certification classes. Non-certification classes (creditonly classes) are valid for transcript credit and satisfy the classwork section of the Expert gate for that track. Additionally, students who attend a class that offers certification but who do not pass the certification evaluation will receive credit for the classwork but they will not receive the class s associated Continuing Education Certification. Students are not required to earn a track s CECs in order to apply for Expert gate evaluation; they are only required to earn class credit. 4 Agile Project Management Track ICAgile In Progress 3/10/2013

5 Learning Objectives 1. Introduction 1.1 The Agile project Agile view of a project When requirements are minutely defined at the outset, change is controlled and work is defined with sequential dependency, it is difficult to deliver business value quickly and to respond to market changes. Agile acknowledges that interdependencies and uncertainty exist throughout the life of project, so requirements should develop with more certainty as the project progresses, and work should not be siloed. The purpose of this LO is to introduce the Agile view of a project, including the complex, adaptive, non-linear characteristics of Agile work. It should demonstrate that the stakeholders understanding of the problem, the potential solution design, and the performers capabilities all inform each other as the effort progresses. To be acceptable, this LO should include examples, exercises or discussions that outline clear Agile project characteristics, including common methodologies used for executing Agile projects Agile project language As with any specialty, Agile project management includes language specific to its domain. Understanding this language can help the Agile project manager clearly communicate with the project team. The purpose of this LO is to outline and define terminology typically used by an Agile project team. To be acceptable, this LO should include a vocabulary list or link to reference information Benefits of Agile Project Management Dealing with change and uncertainty is the new normal for organizations as a whole. Even in the project space, constant adjustment and refinement are necessary. Agile Project Management provides unique benefits to Project Managers, project teams, and the projects stakeholders in learning how to be adaptive to what they discover as they execute their projects. The purpose of this LO is to highlight the key benefits of Agile Project Management. To be acceptable, this LO should include examples, exercises or discussions that outline the benefits to be obtained by implementing Agile Project Management. 5 Agile Project Management Track ICAgile In Progress 3/10/2013

6 1.2 The Agile project manager Leadership Agile project managers often serve as leaders in their organizations. The purpose of this LO is to introduce learners to Agile leadership qualities, including the concept of serving the team and giving priority attention to the needs of individuals to help create the opportunity and motivation for each person to contribute to the project outcome. To be acceptable, this LO should include at least one example of proven methods for leading and motivating teams and individuals Conflict resolution During the course of a project competing concerns may arise inside of the team or among other stakeholders that can impact project performance. The purpose of this LO is to introduce tools and techniques for conflict resolution and how to minimize the negative impacts of conflict on the project and teams. To be acceptable, this LO should include exercises that demonstrate at least one tool and/or technique a project manager can use to help resolve conflict Building community Projects are delivered through the interactions and conversations of the performers of the project. Cost, time and scope are not balanced through assigning and managing individual tasks they are balanced through managing relationships to ensure that effective communication and coordination occurs within the project team and with entities external to the project. The Agile project manager must have an open and ongoing communication channel with the project teams. The purpose of this LO is to show the importance of building a community around an Agile project. To be acceptable, this LO should use exercises, examples or discussion to demonstrate how an Agile project manager can build community to support the learning and adapting that takes place throughout the project Facilitating Agile project managers do a lot less directing and a lot more facilitating. The purpose of this LO is to introduce the learner to facilitation methods and demonstrate when to apply them. To be acceptable, this LO should introduce the learner to facilitation methods. More advanced facilitation will be covered in the Program & Portfolio Management section of this track. 6 Agile Project Management Track ICAgile In Progress 3/10/2013

7 2. Initiating 2.1 Teams Cross functional teams Cross-functional teams that possess the skills and experience needed to deliver highquality products that are valued by the customer or market are the fundamental building blocks of Agile. However, the reality of many organizations is that project managers are often required to work with different team models. The purpose of this LO is to discuss different team models, the benefits and drawbacks of each, and how to successfully manage a project using different types of teams. To be acceptable, this LO should introduce the learner to different team models and discuss the pros and cons of each, in order to help the learner to make conscious decisions about team structure Understanding team dynamics Team performance is influenced by how long the team has been together; team dynamics are strongly related to team member stability. The common, incorrect belief that changing membership of the team and assuming you can just plug and play needs to be revisited. The purpose of this LO is to introduce the learner to inputs that can affect team dynamics, including time, competencies, numbers, location and culture. To be acceptable, this LO should include examples, exercises, external resources or discussion that a learner can use to identify inputs that affect team dynamics and introduce real-world skills to support the learner in working with team dynamics as a project manager Developing project team members Agile organizations have an ongoing focus on improving the competence of everyone involved in the project. Actively working to develop individual team members can have an impact on the team s ability to deliver a good product. The purpose of this LO is to understand how a project manager can help individual team members to continuously improve. The learner should understand how to focus on growing expertise and knowledge within an Agile culture and how a project manager helps the organization to build and embrace a culture of continuous improvement. To be acceptable, this LO should include at least one method a project manager can use to help develop competencies enhance project performance and to foster a culture of continuous improvement Improving team environment Project managers can influence team environment and interactions. 7 Agile Project Management Track ICAgile In Progress 3/10/2013

8 2.2 Stakeholders The purpose of this LO is to introduce tools and techniques for improving the competencies, team interaction, and overall team environment to enhance project performance. It should also address how moving people from team to team or adding people late in a project can negatively impact team performance. To be acceptable, this LO should include specific examples of how a project manager can help improve team interaction and overall team environment to enhance project performance Customers vs. users One of the most important stakeholders in a successful project team is a knowledgeable customer or designated user representative, who can offer frequent feedback on the incrementally evolving product. A key Agile principle is the inclusion of the customer in the project not only at the project inception but throughout the project, the customer input and feedback is key to the success of an Agile project. The purpose of this LO is to expose learners to the value of and techniques for involving customer interaction throughout the project and demonstrating some approaches for ensuring that customer feedback is incorporated to get an optimal result. Learners must be able to make the critical distinction between the customer and the user of the system. To be acceptable, this LO should use examples or exercises to demonstrate at least one approach for ensuring that customer feedback is received and incorporated. It should include at least one identifying characteristic learners can use to determine when to bring users vs. customers into the picture Other stakeholders In any project, stakeholders beyond the customer need to be considered, including support, implementation, operations, etc. The purpose of this LO is to help learners understand the needs of other stakeholders and approaches for ensuring the inclusion of those stakeholders throughout the project, ensuring their needs are addressed in the project. To be acceptable, this LO should include discussion or examples of stakeholders and at least one way to include them throughout the project. 2.3 Organizational Culture Shared Understanding It is insufficient to rely primarily on documented scope at the beginning of a knowledge project. The purpose of this LO is to explore methods of maintaining shared context on knowledge work projects, including the importance of collaboration, big visible charts, setting context, and frequent communication within the team and to stakeholders external to the core development team. 8 Agile Project Management Track ICAgile In Progress 3/10/2013

9 To be acceptable, this LO should include examples of information radiators commonly used in Agile projects Collaboration The level of collaboration in an organization will significantly impact the project manager s role effective Agile organizations have a high level of collaboration. The purpose of this LO is to understand the attributes of collaboration within an Agile culture. To be acceptable, this LO should demonstrate how to identify the level of collaboration within an organization. It should include at least one method an Agile project manager can use to encourage and support collaboration Autonomy Organizations have different levels of command and control. Effective Agile organizations support team self-organization, situation specific judgment, and negotiation, while limiting task-level control. The purpose of this LO is to understand how task-level control can impact project performance within an Agile culture and how the project manager can increase autonomy over task-level decisions. To be acceptable, this LO should demonstrate at least one approach a project manager can use to help the project team achieve organizational goals while limiting task-level control Safety When organizations nurture collaborative relationships and focus on value-based, team delivery over individual performance, they create a culture that creates individual safety. The purpose of this LO is to understand the attributes of building and nurturing a culture of honesty, transparency, open communication, safety, and an overall focus on value-based delivery. To be acceptable, this LO should include examples of safe vs unsafe cultures. It should use discussions or exercises that demonstrate at least one way to increase safety of team members. 2.4 Vision & Charter Vision Projects should state a clear organizational vision or goal. The purpose of this LO is for learners to understand how to align projects with the organizational vision or goal for which the project is being undertaken. To be acceptable, this LO should include at least on method for aligning projects to organizational vision Charter Projects are more successful when they are launched with a clear charter. 9 Agile Project Management Track ICAgile In Progress 3/10/2013

10 The purpose of this LO is to define attributes of a project charter and help learners understand when and how a charter should be created. To be acceptable, this LO should include examples, discussion or exercises to demonstrate at least one method for creating a project charter Team agreements Agile team members establish social contracts that place team and project success above individual performance. These agreements can be part of the project charter or can be more specific to the internal functioning of a team in the context of a project, iteration, or specific meeting. The purpose of this LO is to define attributes of team level agreements and provide guidance to learners on when and how to develop team agreements. To be acceptable, this LO should include at least one method for facilitating the development of team agreements. 3. Planning & Estimating 3.1 Planning Release planning Many Agile organizations plan Releases, even when they practice continuous delivery, in order to align with business patterns such as marketing or customer training efforts. Every release should have a focused goal based on business value and an appropriate level of detail based on the initial clarity of the scope. The purpose of this LO is to introduce Release planning, including methodology, scope, constraints and increments of value, such as features or some other increment of value. Distinguish between release to the user and having frequent releases to the business and how to manage away from big bang deliveries to production. To be acceptable, this LO should explain at least one method of Release planning. It should help the learner distinguish between release to the user and having frequent releases or continuous delivery to the business Increment planning Many Agile organizations plan Increments, even when they practice continuous delivery or use pull-type methodologies, such as Kanban. The purpose of this LO is to introduce Increment planning. To be acceptable, this LO should explain at least one method of Increment planning Decomposing the work Teams need acceptance criteria and sufficient specification in order to meet commitments. 10 Agile Project Management Track ICAgile In Progress 3/10/2013

11 3.2 Agile Estimation The purpose of this LO is to demonstrate how to ensure work is decomposed sufficiently to more accurately forecast completion. To be acceptable, this LO should include exercises or examples that explain at least one method for decomposing work Principles of Agile estimation Estimates in knowledge work are almost never accurate but can assist in planning and forecasting team efforts. The purpose of this LO is to learn when and how estimation can be used for planning and forecasting team efforts. To be acceptable, this LO should include at least one example of Agile estimation techniques, how estimating can help a team plan, and the issues that can arise when a team is held to that forecast in the face of new understanding created as the team works Estimation techniques Agile Estimation is based on the relative size of the increments of value under consideration. The purpose of this LO is to introduce learners to the concept of Agile estimation techniques and estimation granularity appropriate for each level of planning. The LO also introduces the concept of Done and how this will change incrementally as teams mature in the Agile development process. To be acceptable, this LO should include hands-on exercises that demonstrate at least 1 common method for estimating and at least one method for resolving estimation conflicts within a team when team members estimates are substantially different. 4. Executing 4.1 Focus on Throughput Frequent delivery Delivering frequently allows the organization to more effectively respond to change. Frequent delivery can reduce risk, increase response to change, and support trimming the tail when sufficient value has been created. The purpose of this LO is to introduce the concepts of early, frequent, and continuous delivery, link them to project effectiveness, and discuss techniques for achieving this goal. To be acceptable, this LO should include at least one methodology a team can use to deliver frequently or continuously. 11 Agile Project Management Track ICAgile In Progress 3/10/2013

12 4.1.2 Product demonstration The frequency of internal iterations within an iteration cycle provides teams with continuing demonstrations of progress and the chance to course correct quickly, when needed. The more frequently a team receives feedback, the better. The purpose of this LO is to introduce the concepts of product review or demonstrations with the customer or product owner. This enables the teams to received frequent and focused feedback from the product owner. The demonstrations allows for clear, transparent and open conversation between the team and the product owner. It is extremely beneficial to all involved to ensure the teams are delivering high value product and for the product owner to clarify goals as needed based upon what is demonstrated. To be acceptable, this LO should include an exercise, example or discussion that shows how to set up and conduct product demonstrations Team Velocity Team velocity is a measure of how much work of a certain size that the team can complete in a specific timeframe. The purpose of this LO is to introduce learners to the concept of velocity, and to demonstrate how velocity can be used to support team planning. Care should be taken to demonstrate that the velocity of one team does not infer the velocity of other teams, and any change to a team will result in a change in velocity. To be acceptable, this LO should demonstrate to the learner at least one way to determine capacity, and how that can be used to support team planning. 4.2 Governance Project Governance Defining the scope, tasks and effort up front is ineffective for knowledge work, particularly in an Agile context. The purpose of this LO is to discuss the challenges inherent in trying to determine detailed tasks and effort for each role. This LO should teach empirical methods to monitor progress and direct change, rather than using definitive methods to try to predict progress and stop change. To be acceptable, this LO should use exercises or examples to demonstrate at least 3 typical Agile project metrics that empirically monitor progress, such as number of defects, code coverage, burn-down charts, burn-up charts, automated test coverage, team velocity, sprint and release burn-down charts Release governance Releases are used in many Agile organizations, even when they practice continuous delivery, in order to align with business patterns such as marketing or customer training efforts. Release governance sets expectations and creates a common understanding for business and project teams to communicate about work done from a release perspective. 12 Agile Project Management Track ICAgile In Progress 3/10/2013

13 The purpose of this LO is to define a governance and management framework to ensure releases have a clear vision, are technically feasible, and stay on track to achieve the vision and objectives of the release. To be acceptable, this LO should include an exercise or example that explains at least one method of release governance Iteration governance Iteration governance sets expectations and creates a common understanding for business and project teams to communicate about work done from an iteration perspective. The purpose of this LO is to define a governance and management framework to ensure iterations are on track to meet iteration commitments and overall project/program commitments. It should introduce the learner to various options/methods/frameworks for governing at the iteration or team level. These frameworks might include Scrum, XP, Kanban, or other Agile frameworks. To be acceptable, this LO should include an exercise or example that explains at least one method of iteration governance. 5. Monitoring and Responding 5.1 Constraints Operating within constraints Projects function within the constraints of an organization. Although the details of the constraints are unique to each organization and each project within the organization, general categories of constraints are common to all of them: cost, time and scope. These constraints are tied to each other such that a change to one type of constraint will impact the nature and effect of the others. The purpose of this LO is to explain the constraints that exist for projects around resources, people, cost, time, and scope introducing the concept of adjusting scope to meet time and cost constraints. It should also demonstrate organizational constraints that can be placed on teams, including matrix reporting, team structure (such as feature-based teams vs. component-based teams), and team environment. To be acceptable, this LO should use exercises or examples to demonstrate the interactions between cost, time and scope. It should also show examples or discussion of at least one constraint placed on teams by organizations and how to change or work with them Inspecting & adapting Agile projects focus is on reducing the overall lead time and waste in the flow of value rather than optimizing for individual tasks therefore project success is best achieved through inspecting and adapting. 13 Agile Project Management Track ICAgile In Progress 3/10/2013

14 The purpose of this LO is to explain the concepts of lead time, waste and value in the context of an Agile project, and to demonstrate how inputs can be inspected and adapted to optimize project flow. To be acceptable, this LO should include exercises or examples that offer leaners understanding of these concepts. 5.2 Scope Developing requirements When requirements are defined in detail up front, there is an increased probability that requirements will change frequently or substantially. As a result, teams can start to churn and productivity can drop. The purpose of this LO is to introduce mechanisms for incrementally and iteratively defining requirements from high level at the start of a project to the detailed as the project teams discover the true business needs of the project and how to meet the needs with a high quality product. To be acceptable, this LO should include exercises, examples or discussion that demonstrates at least one mechanism for iteratively discovering requirements Stakeholder engagement Products are collaborative explorations towards functionally and financially acceptable solutions. The purpose of this LO is to stress the importance of seeking and receiving focused input throughout the project, not just at the beginning and end. The customer should provide insights as to the business values of the request product changes or creation; provide answers to questions to the goals and functionality of the product and provide constructive input or feedback during the demonstration and evaluation of new functionalities. To be acceptable, this LO should include examples of at least 1 method for seeking and implementing feedback Product quality Good quality must exist at all levels of product development. The Agile project manager should provide guidance to everyone involved in the project to ensure quality is built-in (not tested for) as a philosophy. At the portfolio or program level, quality can be defined as having clear and attainable goals for a release, sustainable pace for the teams, realistic budget and focused resources. At the team level, quality is built in by use of TTD, BDD, ATDD and other processes, such as a quality-focused definition of Done. The purpose of this LO is to introduce mechanisms to build quality into the product and process throughout the project. To be acceptable, this LO should include at least 2 examples for establishing built-in quality evaluation criteria. 14 Agile Project Management Track ICAgile In Progress 3/10/2013

15 5.3 Risk Risk identification If something is risky or hard, it should be addressed early. The purpose of this LO is for learners to consider different inputs for identifying project risk, through qualitative and quantitative methods along with inputs from knowledge agents or subject experts with historical knowledge and technology expertise. To be acceptable, this LO should include exercises, discussion or examples that cover at least one method for identifying project risk Risk planning & mitigation The team must balance delivering business value with risk reduction. The purpose of this LO is for learners to consider responses for project risks, including classification, escalation and the evaluation and selection of potential resolutions. To be acceptable, this LO should include examples or exercises that outline project risk classification, escalation and evaluation, and at least one method for selecting potential resolutions Monitoring risks Risks have different severity and probabilities, so they require different responses. The purpose of this LO is for learners to consider methods of tracking identified risks, monitoring residual risks, executing risk mitigation, and evaluating their effectiveness. To be acceptable, this LO should include examples or exercises that demonstrate at least one method for monitoring risks and evaluating risk mitigation efficacy. 6. Closing 6.1 Customer Acceptance Acceptance Demonstration of the working product is the primary method for proving the project/release/iteration has met the needs of the customer, with an eye to closing a project or a project phase (i.e., an iterative cycle). The purpose of this LO is for the learner to understand that the customer will only accept deliverables that are demonstrable and satisfy business needs. To be acceptable, this LO should include examples, exercises or discussion that demonstrates methods for demonstrating the working product. 15 Agile Project Management Track ICAgile In Progress 3/10/2013

16 Guidance for Course Designers Curriculum guidance This document is not a description of a course it is a description of what a learner should encounter in courses, or study to learn, to gain a sound introduction to this track discipline. In each section, watch for concept elements in which a concept is introduced, and technique & application elements in which the learner studies a technique or practice, or reinforces a concept. We encourage instructors to take time both during class and between classes to cover the material, to let the learner embed the learning and gain experience applying the concepts. We find that embedding time is essential to instilling concepts and skills. Acceptable course design should be heavily weighted toward application of the skills taught. The Learning Objectives (LOs) are intended to support any of the Agile methodology variants and apply to individuals and teams with varying skills and backgrounds. Instructors are expected to include group activities of their own design and to incorporate their own, personal, specialties that highlight particular aspects of this track discipline s concepts, mindset, models and techniques. Durations are meant to convey a general sense of how deeply one should go to adequately convey the information. They are not meant to be followed verbatim. However, cutting times dramatically can result in a course not passing the accreditation evaluation because the course will probably not cover the LOs adequately. Acceptance criteria To be acceptable, material covering all learning objectives is expected to be detailed, with a focus on active learning opportunities, such as exercises, games, discussion, and hands-on experience. While lectures, handouts and presentation materials are often necessary aspects of a learning session, we recognize that education is more impactful and long-lasting when a student is actively engaged in the learning process. 16 Agile Project Management Track ICAgile In Progress 3/10/2013

17 Track Structure Track components Track: Information an individual is expected to know in order to be called an Expert in a specific discipline Subject: A collection of related Themes within a Track Theme: A collection of strongly related Learning Objectives Learning Objective: Finest-grain units of learning within a Track Certification: Acknowledgement of learning acquired by a class attendee Gate: Point at which a learner s study, experience and competency are evaluated for Expert standing Track component relationships Track Gate 1. Subject 1.1 Theme Learning Objective 1. Earn credit for all Themes in Track 2. Gain experience 3. Evaluation (knowledge or competency) 17 Agile Project Management Track ICAgile In Progress 3/10/2013

18 Roadmap The ICAgile Roadmap Working with experts from around the world, the International Consortium for Agile is creating an education roadmap for all specialties involved in the Agile community. Recognizing that education is a life-long endeavor and that people need recognition as they proceed along the way, ICAgile has broken the journey into meaningful certifications with graduated expectations. ICAgile has also assembled a Roadmap Integration Team. Our Roadmap Integration Team has the responsibility of identifying the flow and interaction of the tracks within the ICAgile Learning Roadmap. The integration team offers guidance to track development teams on positioning tracks within the Roadmap, using shared Themes and presenting Learning Objectives from the perspective of various disciplines. The integration team also helps track chairs develop specific tracks Agile philosophy and perspective, and recommends the development of additional tracks in the Roadmap. 18 Agile Project Management Track ICAgile In Progress 3/10/2013

19 ICAgile Study Tracks Tracks currently include Executive Leadership, Business Value Management, Agile Project Leadership, Agile Software Design & Development, Agile Testing, Agile Facilitation and Coaching, and Agile Enterprise Coaching. Executive Leadership The Executive Leadership learning track is geared towards the executive and senior leadership levels within an organization. Value Management Business Analysis The Value Management Business Analysis learning track is designed to address the linkage between a coherent vision and strategy and how the strategic goals are achieved through definition and execution of all required programs/portfolios and projects. Agile Project Management The Agile Project Management learning track is designed to introduce learners to Agile Project Management during the first section of the track. Agile program & portfolio subjects are covered in the second section of the track. Agile Software Design & Development The Agile Software Design & Development learning track is designed to help people learn the skills, techniques and mindset needed to effectively design and develop software applications and systems with the known techniques, tools and mindset of good Agile programmers, as many Agile projects will involve some software design and programing. Agile Testing The Agile Testing learning track is designed to give the learner both the vocabulary and principles to be able to effectively perform Agile Testing as part of a whole-team concept from initial test planning, through development iterations, to product release. Agile testing is a key aspect of any Agile Project and may also be a specific role within any Agile Team. Agile Team Facilitation and Coaching The Agile Team Coaching and Facilitation learning track is designed to introduce learners to the concept of facilitating and coaching in the Agile context. It covers the roles and skills needed by an Agile Team Facilitator and an Agile Coach, to appropriately lead and effectively facilitate, coach, mentor and teach Agile teams. Agile Enterprise Coaching The Agile Enterprise Coaching learning track is designed to introduce learners to the concept of coaching an Agile transformation at the Enterprise level. 19 Agile Project Management Track ICAgile In Progress 3/10/2013

20 Certifications Individual ICAgile tracks offer 2 levels of certification: Professional and Expert. Professional Professional certifications within individual tracks fall under the category of Continuing Education Certification. CECs extend the learner s Professional status into a subset of knowledge within a specific track of learning. CECs are optional in 2 ways. First, training organizations can offer-for credit classes that don t yield a certification. Second, students do not have to receive any or all of a track s CECs in order to qualify for the Expert gate; they are only required to earn class credit. When Professional certifications are offered by a training organization, the CEC evaluation is performed by the trainer, with guidance from ICAgile. Expert Expert certifications cannot be granted by training organizations; individuals must apply to directly ICAgile to receive them. An individual cannot become an ICAgile Expert through learning alone. A learner is qualified to become an ICE after completing the requirements for the track gate. In all tracks, requirements to become an ICAgile Expert generally include: 1. Receiving credit for all Themes in the track, 2. Obtaining real-life experience, and 3. Completing a competency evaluation. 20 Agile Project Management Track ICAgile In Progress 3/10/2013

Agile Testing (October 2011) Page 1. Learning Objectives for Agile Testing

Agile Testing (October 2011) Page 1. Learning Objectives for Agile Testing Agile Testing (October 2011) Page 1 Learning Objectives for Agile Testing "Certification is the by-product; Learning is the product." Agile Testing should: Compare and contrast agile testing with traditional

More information

Agile Metrics. It s Not All That Complicated

Agile Metrics. It s Not All That Complicated Agile Metrics It s Not All That Complicated Welcome About your Trainer, Katia Sullivan VersionOne Product Trainer and Agile Coach Certified Scrum Master Certified Scrum Product Owner Led teams/org s to

More information

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series

Agile extreme Development & Project Management Strategy Mentored/Component-based Workshop Series Overview This is a 15-day live facilitator-led or virtual workshop is designed to prompt your entire team to work efficiently with Microsoft s Application Lifecycle Management solution based around Visual

More information

Course Title: Managing the Agile Product Development Life Cycle

Course Title: Managing the Agile Product Development Life Cycle Course Title: Managing the Agile Product Development Life Cycle Course ID: BA25 Credits: 28 PDUs Course Duration: 4 days (with optional Executive session) Course Level: Intermediate/Advanced Course Description:

More information

SCRUM BODY OF KNOWLEDGE (SBOK Guide)

SCRUM BODY OF KNOWLEDGE (SBOK Guide) A Guide to the SCRUM BODY OF KNOWLEDGE (SBOK Guide) 2013 Edition A Comprehensive Guide to Deliver Projects using Scrum TABLE OF CONTENTS TABLE OF CONTENTS 1. INTRODUCTION... 1 1.1 Overview of Scrum...

More information

The Basics of Scrum An introduction to the framework

The Basics of Scrum An introduction to the framework The Basics of Scrum An introduction to the framework Introduction Scrum, the most widely practiced Agile process, has been successfully used in software development for the last 20 years. While Scrum has

More information

The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July 2013. Developed and sustained by Ken Schwaber and Jeff Sutherland

The Scrum Guide. The Definitive Guide to Scrum: The Rules of the Game. July 2013. Developed and sustained by Ken Schwaber and Jeff Sutherland The Scrum Guide The Definitive Guide to Scrum: The Rules of the Game July 2013 Developed and sustained by Ken Schwaber and Jeff Sutherland Table of Contents Purpose of the Scrum Guide... 3 Definition of

More information

Course Title: Planning and Managing Agile Projects

Course Title: Planning and Managing Agile Projects Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course

More information

ICAgile Learning Roadmap Agile Fundamentals Track

ICAgile Learning Roadmap Agile Fundamentals Track International Consortium for Agile ICAgile Learning Roadmap Agile Fundamentals Track Learning Objectives Licensing Information The work in this document was facilitated by the International Consortium

More information

Quality Assurance in an Agile Environment

Quality Assurance in an Agile Environment Quality Assurance in an Agile Environment 1 Discussion Topic The Agile Movement Transition of QA practice and methods to Agile from Traditional Scrum and QA Recap Open Discussion www.emids.com 2 What is

More information

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology

Process Methodology. Wegmans Deli Kiosk. for. Version 1.0. Prepared by DELI-cious Developers. Rochester Institute of Technology Process Methodology for Wegmans Deli Kiosk Version 1.0 Prepared by DELI-cious Developers Rochester Institute of Technology September 15, 2013 1 Table of Contents 1. Process... 3 1.1 Choice... 3 1.2 Description...

More information

Chapter 6. Iteration 0: Preparing for the First Iteration

Chapter 6. Iteration 0: Preparing for the First Iteration Chapter 6. Iteration 0: Preparing for the First Iteration People only see what they are prepared to see. Ralph Waldo Emerson There are no secrets to success. It is the result of preparation, hard work,

More information

Business Analysis Capability Assessment

Business Analysis Capability Assessment Overview The Business Analysis Capabilities Assessment is a framework for evaluating the current state of an organization s ability to execute a business automation effort from and end-to-end perspective..

More information

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization

SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy

More information

ICAgile Learning Roadmap Agile Testing Track

ICAgile Learning Roadmap Agile Testing Track International Consortium for Agile ICAgile Learning Roadmap Agile Testing Track Learning Objectives Licensing Information The work in this document was facilitated by the International Consortium for Agile

More information

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway

Executive Guide to SAFe 24 July 2014. An Executive s Guide to the Scaled Agile Framework. alshall@netobjectives.com @AlShalloway An Executive s Guide to the Scaled Agile Framework Al Shalloway CEO, Net Objectives Al Shalloway CEO, Founder alshall@netobjectives.com @AlShalloway co-founder of Lean-Systems Society co-founder Lean-Kanban

More information

Making A Case For Project Management

Making A Case For Project Management AN INTERTHINK CONSULTING WHITE PAPER Making A Case For Project Management An Overview Of Interthink Consulting's Project Management Business Case Approach Contents: Introduction Defining Organizational

More information

Becoming an Agile Project Manager

Becoming an Agile Project Manager Becoming an Agile Project Manager Summary This course is designed for program managers and project managers and outlines the roles, responsibilities, activities and accountabilities of both in an Agile

More information

Integrating PRINCE2 and Scrum for successful new product development

Integrating PRINCE2 and Scrum for successful new product development 1 Goal Professional Services Pty Ltd 2 Renewtek Pty Ltd Integrating PRINCE2 and Scrum for successful new product development Rankins G J 1 and Kearns M 2 This paper was presented at the Australian Institute

More information

Business Architecture Guild Body of Knowledge Handbook 2.0

Business Architecture Guild Body of Knowledge Handbook 2.0 Guild Body of Knowledge Handbook 2.0 ------------------------ Section 1: Introduction The Guild has made this Introduction section of its Body of Knowledge Handbook 2.0 ( Handbook ) publicly available

More information

Banking Application Modernization and Portfolio Management

Banking Application Modernization and Portfolio Management Banking Application Modernization and Portfolio Management Key Challenges and Success Factors As part of their long-term strategic plans, banks are seeking to capitalize on their legacy applications. Acquired

More information

A Roadmap to Agile Development: A Strategy to Increase Adoption Success

A Roadmap to Agile Development: A Strategy to Increase Adoption Success A Roadmap to Agile Development: A Strategy to Increase Adoption Success Executive Summary Organizations that try to adopt Agile too quickly are often discouraged with less than stellar results, and they

More information

Governments information technology

Governments information technology So l u t i o n s Blending Agile and Lean Thinking for More Efficient IT Development By Harry Kenworthy Agile development and Lean management can lead to more cost-effective, timely production of information

More information

GAO Scheduling Best Practices Applied to an Agile Setting

GAO Scheduling Best Practices Applied to an Agile Setting GAO Scheduling Best Practices Applied to an Agile Setting by Juana Collymore and Brian Bothwell April 15, 2015 Outline Why is scheduling important? GAO Schedule Assessment Guide Overview Status of the

More information

Chapter 10. Becoming an Agile Enterprise

Chapter 10. Becoming an Agile Enterprise Chapter 10. Becoming an Agile Enterprise Continuous improvement is not about the things you do well that's work. Continuous improvement is about removing the things that get in the way of your work. The

More information

Integrating Scrum with the Process Framework at Yahoo! Europe

Integrating Scrum with the Process Framework at Yahoo! Europe Integrating Scrum with the Process Framework at Yahoo! Europe Karl Scotland Yahoo! Europe kjscotland@yahoo.co.uk Alexandre Boutin Yahoo! International alexandre.boutin@yahoo-inc.com Abstract Large enterprise

More information

CSPO Learning Objectives Preamble. Scrum Basics

CSPO Learning Objectives Preamble. Scrum Basics CSPO Learning Objectives Preamble This document contains topics for the Certified Scrum Product Owner (CSPO) training course. The purpose of this document is to describe the minimum set of concepts and

More information

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started 7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management

More information

Strategy. Agility. Delivery.

Strategy. Agility. Delivery. Strategy. Agility. Delivery. AGILE COURSES SCRUM MASTER CERTIFICATION THE PRODUCT OWNER & USER STORIES AGILE & KANBAN ACHIEVING AGILITY AGILE FOR EXECUTIVES Implementing Agile Project Management is a challenge

More information

Introduction to Scrum for Managers and Executives

Introduction to Scrum for Managers and Executives Introduction to for Managers and Executives goodagile> Certified Training and Consulting in India and Asia www.goodagile.com The Problems Many Companies Face Time-to-market for products is too long Project

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

Secrets of a Scrum Master: Agile Practices for the Service Desk

Secrets of a Scrum Master: Agile Practices for the Service Desk Secrets of a Scrum Master: Agile Practices for the Service Desk #askitsm @ITSMAcademy @ITSM_Lisa @ITSM_Donna ITSM Academy About ITSM Academy NextGen ITSM Education: Certified Process Design Engineer (CPDE)

More information

The Agile Manifesto is based on 12 principles:

The Agile Manifesto is based on 12 principles: The Agile Manifesto is based on 12 principles: Customer satisfaction by rapid delivery of a useful product solution Welcome changing requirements, even late in development Working products are delivered

More information

Rolling Wave Planning: Manage Projects Without Going Under

Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under Rolling Wave Planning: Manage Projects Without Going Under W. Charles Slaven MBA PMP CSSBB CPA (inactive) Director, Lean Deployment and Continuous

More information

Agile Certification: PMI-ACP

Agile Certification: PMI-ACP Agile Certification: PMI-ACP Agenda What is PMI-ACP? Should I get certified? Contrast ACP to PMP Prerequisites Exam Content What to focus on? How to prepare? Resources Merits or demerits of certifications

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

AGILE - QUICK GUIDE AGILE - PRIMER

AGILE - QUICK GUIDE AGILE - PRIMER AGILE - QUICK GUIDE http://www.tutorialspoint.com/agile/agile_quick_guide.htm Copyright tutorialspoint.com AGILE - PRIMER Agile is a software development methodology to build a software incrementally using

More information

Agile Scrum and PMBOK Compatible or Contrary?

Agile Scrum and PMBOK Compatible or Contrary? Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate

More information

Project Management Certificate (IT Professionals)

Project Management Certificate (IT Professionals) Project Management Certificate (IT Professionals) Whether your field is architecture or information technology, successful planning involves a carefully crafted set of steps to planned and measurable goals.

More information

Agile Project Management By Mark C. Layton

Agile Project Management By Mark C. Layton Agile Project Management By Mark C. Layton Agile project management focuses on continuous improvement, scope flexibility, team input, and delivering essential quality products. Agile project management

More information

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do.

Agile Project Management and Agile Practices Training; with a Scrum Project that you will do. 1 PMI Agile Certified Practitioner (PMI-ACP) workshop course details. We are unique and specialists in Agile! Your workshop trainer by passion and is a senior Agile Coach who coached many teams and Kanban

More information

Introduction to Agile and Scrum

Introduction to Agile and Scrum Introduction to Agile and Scrum Matthew Renze @matthewrenze COMS 309 - Software Development Practices Purpose Intro to Agile and Scrum Prepare you for the industry Questions and answers Overview Intro

More information

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery

Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery Customer Success Stories TEKsystems Global Services Adopting a Continuous Integration / Continuous Delivery Model to Improve Software Delivery COMMUNICATIONS AGILE TRANSFORMATION SERVICES Executive Summary

More information

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment

Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire. P3M3 Project Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Project Management Self-Assessment Contents Introduction 3 User Guidance 4 P3M3 Self-Assessment Questionnaire

More information

Development. Lecture 3

Development. Lecture 3 Software Process in Modern Software Development Lecture 3 Software Engineering i Practice Software engineering practice is a broad array of principles, concepts, methods, and tools that must be considered

More information

Certified ScrumMaster Workshop

Certified ScrumMaster Workshop Certified ScrumMaster Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, self-management, and visibility. Even projects that have solid, well-defined

More information

What is Scrum? Scrum Roles. A lean approach to software development. A simple framework. A time-tested process

What is Scrum? Scrum Roles. A lean approach to software development. A simple framework. A time-tested process What is Scrum? From http://www.scrumalliance.org/pages/what_is_scrum A lean approach to software development Scrum is an agile software development framework. Work is structured in cycles of work called

More information

Adapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015

Adapting Agile Software Development to Regulated Industry. Paul Buckley Section 706 Section Event June 16, 2015 Adapting Agile Software Development to Regulated Industry Paul Buckley Section 706 Section Event June 16, 2015 Agenda FDA s expectations for Software Development What is Agile development? Aligning Agile

More information

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC 22 MARCH 2012 www.pmtoday.co.uk Projects need to be managed to be successful Change is a ubiquitous feature

More information

METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS

METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS METRICS DRIVEN CONTINUAL SERVICE IMPROVEMENT USING AGILE CONCEPTS John Osteen B Cognizant Business Consulting Process Quality Consulting Cognizant Technology Solutions, Chennai, India john.b@cognizant.com

More information

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led

PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led PMI Agile Certified Practitioner (PMI ACP) Boot Camp Course AG05; 4 Days, Instructor-led Course Description Take this PMI ACP training course to prepare for your Agile Certified Practitioner (PMI ACP)

More information

Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum

Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum ARTICLE Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum by Brent Barton Agile Journal Oct. 6, 2007 Agile processes and practices have gained enough attention that both IT businesses

More information

LEAN AGILE POCKET GUIDE

LEAN AGILE POCKET GUIDE SATORI CONSULTING LEAN AGILE POCKET GUIDE Software Product Development Methodology Reference Guide PURPOSE This pocket guide serves as a reference to a family of lean agile software development methodologies

More information

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects

Best Practices Statement Project Management. Best Practices for Managing State Information Technology Projects State of Arkansas Office of Information Technology 124 W. Capitol Ave. Suite 990 Little Rock, AR 72201 501.682.4300 Voice 501.682.4020 Fax http://www.cio.arkansas.gov/techarch Best Practices Statement

More information

Agile Software Development

Agile Software Development Agile Software Development Lecturer: Raman Ramsin Lecture 4 Scrum: Current Framework 1 Scrum: New Process Framework 1. A people-centric framework based on a set of values, principles, and practices that

More information

Taking the first step to agile digital services

Taking the first step to agile digital services Taking the first step to agile digital services Digital Delivered. Now for Tomorrow. 0207 602 6000 mbailey@caci.co.uk @CACI_Cloud 2 1. Background & Summary The Government s Digital by Default agenda has

More information

P3M3 Portfolio Management Self-Assessment

P3M3 Portfolio Management Self-Assessment Procurement Programmes & Projects P3M3 v2.1 Self-Assessment Instructions and Questionnaire P3M3 Portfolio Management Self-Assessment P3M3 is a registered trade mark of AXELOS Limited Contents Introduction

More information

Agile for Project and Programme Managers

Agile for Project and Programme Managers Agile for Project and Programme Managers Author Melanie Franklin Director Agile Change Management Limited Introduction I am involved in a mixture of assignments for different organisations across Europe

More information

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404

The Agile PMO. Contents. Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 The Agile PMO Kevin Thompson, Ph.D., PMP, CSP Agile Practice Lead cprime, Inc. 4100 E. Third Avenue, Suite 205 Foster City, CA 94404 Kevin.thompson@cprime.com Abstract The development of Agile processes

More information

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com

Scaling Scrum. Colin Bird & Rachel Davies Scrum Gathering London 2007. conchango 2007 www.conchango.com Scaling Scrum Colin Bird & Rachel Davies Scrum Gathering London 2007 Scrum on a Slide Does Scrum Scale? Ok, so Scrum is great for a small team but what happens when you have to work on a big project? Large

More information

Chapter 11 Project Management

Chapter 11 Project Management Chapter 11 Project Management Managing and Using Information Systems: A Strategic Approach by Keri Pearlson & Carol Saunders Introduction What are the elements of a good project? Why do so many IT projects

More information

Agile Training Portfolio

Agile Training Portfolio Agile Training Portfolio Why agile? The question can also be: Why learn fast? Why adapt to new experiences and learnings quickly and easily? Well, the Dodo was not very agile and we all know how that ended.

More information

Scrum. in five minutes

Scrum. in five minutes Scrum in five minutes Scrum and agile methods are hot topics these days A simple method for the management of complex projects... Older methods focus on staying on track; Scrum is aimed at delivering business

More information

Agile So)ware Development

Agile So)ware Development Software Engineering Agile So)ware Development 1 Rapid software development Rapid development and delivery is now often the most important requirement for software systems Businesses operate in a fast

More information

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS NADC PTAC 2929 3 rd Ave., N., Suite 300 Billings, MT 59101 P. (406) 259-3804 F. (406) 259-4569 ww.nadc-nabn.org HIGHLINER CONSULTING GROUP, LLC. 255 E. Fireweed

More information

Agile & PMI Project Management Mapping MAVERIC S POINT OF VIEW. 10-10-2012 Vol. 7

Agile & PMI Project Management Mapping MAVERIC S POINT OF VIEW. 10-10-2012 Vol. 7 10-10-2012 Vol. 7 MAVERIC S POINT OF VIEW Agile & Abstract: The purpose of this whitepaper is to explore the points of parity and differences between two of the most widely used methodologies. PMI Management

More information

In today s acquisition environment,

In today s acquisition environment, 4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor

More information

Certified Scrum Master Workshop

Certified Scrum Master Workshop Learn, understand, and execute on the three overarching principles behind Scrum: iterative development, selfmanagement, and visibility. Even projects that have solid, well-defined project plans encounter

More information

GaPSC Teacher Leadership Program Standards

GaPSC Teacher Leadership Program Standards GaPSC Teacher Leadership Program Standards Purpose: Georgia has identified a need to improve P-12 students academic performance as measured by various assessments. One method to ensure improved student

More information

Agile Software Development

Agile Software Development Agile Software Development Use case for Agile Software Development Methodology in an Oil and Gas Exploration environment. White Paper Introduction No matter what business you are in, there are critical

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

An Introduction to Agile Performance Management

An Introduction to Agile Performance Management ! 1 An Introduction to Agile Performance Management by Jeffrey B. Rothman, Ph.D. An Introduction to Agile This is a high level introduction to Agile -- a well known productivity framework for software

More information

POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I

POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I POSITION SPECIFICATION ENTERPRISE ARCHITECT UK&I THE POSITION The Enterprise Architect will be supporting the Experian Consumer Services UK&I Architecture functions and processes. The Enterprise Architect

More information

Capstone Agile Model (CAM)

Capstone Agile Model (CAM) Capstone Agile Model (CAM) Capstone Agile Model (CAM) Approach Everything we do within the Capstone Agile Model promotes a disciplined project leadership process that encourages frequent inspection and

More information

Business Analyst to Business Architect

Business Analyst to Business Architect Business Analyst to Business Architect To Infinity... and Beyond! White Paper March 2010 Authors: Jack Hilty Cathy Brunsting Editor: Janice Koerber Copyright 2010 SentientPoint, Inc. All Rights Reserved

More information

Scrum and CMMI Level 5: The Magic Potion for Code Warriors

Scrum and CMMI Level 5: The Magic Potion for Code Warriors Scrum and CMMI Level 5: The Magic Potion for Code Warriors Jeff Sutherland, Ph.D. Patientkeeper Inc. jeff.sutherland@computer.org Carsten Ruseng Jakobsen Systematic Software Engineering crj@systematic.dk

More information

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified.

Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Asset management Your asset is your business. The more challenging the economy, the more valuable the asset becomes. Decisions are magnified. Risk is amplified. Data is about more than numbers. It tells

More information

Lowering business costs: Mitigating risk in the software delivery lifecycle

Lowering business costs: Mitigating risk in the software delivery lifecycle August 2009 Lowering business costs: Mitigating risk in the software delivery Roberto Argento IBM Rational Business Development Executive Valerie Hamilton IBM Rational Solution Marketing Manager and Certified

More information

Sometimes: 16 % Often: 13 % Always: 7 %

Sometimes: 16 % Often: 13 % Always: 7 % SCRUM AT RIIS A Standish study found that only 20% of features in a typical system were used often or always and 45% of features were never used at all. The ability to embrace change is critical to reducing

More information

Changing Roles and Responsibilities from Traditional project management to Agile project management

Changing Roles and Responsibilities from Traditional project management to Agile project management Changing Roles and Responsibilities from Traditional project management to Agile project management Vishvadeep Tripathi School of computer science and IT Devi Ahilya University Indore, India vishvadeep@gmail.com

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ENTERPRISE RISK MANAGEMENT FRAMEWORK COVENANT HEALTH LEGAL & RISK MANAGEMENT CONTENTS 1.0 PURPOSE OF THE DOCUMENT... 3 2.0 INTRODUCTION AND OVERVIEW... 4 3.0 GOVERNANCE STRUCTURE AND ACCOUNTABILITY...

More information

Introduction to Enterprise Agile Frameworks

Introduction to Enterprise Agile Frameworks Introduction to Enterprise Agile Frameworks PMINU PDC 2014 May 9, 2014, Salt Lake City, Utah Presented by: Mehul Kapadia SAFe SPC, PMI-ACP, CSM, CSPO, PMP 1 Introduction Mehul Kapadia Director of Project

More information

AGILE & SCRUM. Revised 9/29/2015

AGILE & SCRUM. Revised 9/29/2015 AGILE & SCRUM Revised 9/29/2015 This Page Intentionally Left Blank Table of Contents Scrum Fundamentals Certified Course... 1 Scrum Developer Certified (SDC)... 2 Scrum Master Certified (SMC)... 3 Scrum

More information

Agile project portfolio manageme nt

Agile project portfolio manageme nt Agile project portfolio manageme nt Agile project & portfolio summit at Harrisburg University May 9, 2016 Agile project portfolio management Agenda Portfolio management challenges Traditional portfolio

More information

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se

www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Created by Stephen Barkar - www.stephenbarkar.se 1 www.stephenbarkar.se Lean vs. Agile similarities and differences 2014-08-29 Purpose with the material 2 This material describes the basics of Agile and Lean and the similarities and differences between

More information

Enabling SOA through organizational change and governance.

Enabling SOA through organizational change and governance. SOA governance and organizational change strategy White paper November 2007 Enabling SOA through organizational change Sandy Poi, Global SOA Offerings Governance lead, associate partner, Financial Services

More information

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield

Agile Software Development with Scrum. Jeff Sutherland Gabrielle Benefield Agile Software Development with Scrum Jeff Sutherland Gabrielle Benefield Agenda Introduction Overview of Methodologies Exercise; empirical learning Agile Manifesto Agile Values History of Scrum Exercise:

More information

Agile Systems Engineering: What is it and What Have We Learned?

Agile Systems Engineering: What is it and What Have We Learned? Agile Systems Engineering: What is it and What Have We Learned? March 2012 Dr. Suzette S. Johnson Agile Engineering Northrop Grumman Suzette.Johnson@ngc.com Getting To Know You! Dr. Suzette Johnson Northrop

More information

CSSE 372 Software Project Management: More Agile Project Management

CSSE 372 Software Project Management: More Agile Project Management CSSE 372 Software Project Management: More Agile Project Management Shawn Bohner Office: Moench Room F212 Phone: (812) 877-8685 Email: bohner@rose-hulman.edu Learning Outcomes: Plan Create a plan for

More information

Agile Software Engineering Practice to Improve Project Success

Agile Software Engineering Practice to Improve Project Success Agile Software Engineering Practice to Improve Project Success Dietmar Winkler Vienna University of Technology Institute of Software Technology and Interactive Systems dietmar.winkler@qse.ifs.tuwien.ac.at

More information

Integrated Risk Management:

Integrated Risk Management: Integrated Risk Management: A Framework for Fraser Health For further information contact: Integrated Risk Management Fraser Health Corporate Office 300, 10334 152A Street Surrey, BC V3R 8T4 Phone: (604)

More information

Best-Practice Software Engineering: Software Processes to Support Project Success. Dietmar Winkler

Best-Practice Software Engineering: Software Processes to Support Project Success. Dietmar Winkler Best-Practice Software Engineering: Software Processes to Support Project Success Dietmar Winkler Vienna University of Technology Institute of Software Technology and Interactive Systems Dietmar.Winkler@qse.ifs.tuwien.ac.at

More information

PMO Starter Kit. White Paper

PMO Starter Kit. White Paper PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE

More information

http://www.io4pm.org IO4PM - International Organization for Project Management

http://www.io4pm.org IO4PM - International Organization for Project Management THE ONLY BOOK CAN SIMPLY LEARN PROJECT MANAGEMENT! Page 1 Contents ABOUT THE AUTHOR... 3 WHAT IS PROJECT MANAGEMENT?... 5 ORGANIZATIONAL INFLUENCES AND PROJECT LIFECYCLE... 11 PROJECT MANAGEMENT PROCESSES...

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

10 Keys to Successful Scrum Adoption

10 Keys to Successful Scrum Adoption B E S T P R A C T I C E S W H I T E P A P E R 10 Keys to Successful Scrum Adoption Jenny Stuart, Vice President of Consulting, Construx Software Version 2, November 2011 Contributors Earl Beede, Senior

More information

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE

Program & Portfolio! Management using! Kanban! Copyright 2013 Davisbase Consulting. Limited Display License Provided to ASPE Program & Portfolio! Management using! Kanban! Introduction and Agenda Tom Wessel, Davisbase Consulting 20 years in software development. Over 7 years working with software development teams, training,

More information

Getting Started with Agile Project Management Methods for Elearning

Getting Started with Agile Project Management Methods for Elearning Getting Started with Agile Project Management Methods for Elearning Megan Torrance TorranceLearning Training2013 Session 108 February 18, 2013 8am Megan Torrance has 20 years of experience in the learning

More information