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Agile Explained

Background: A Standish Group study revealed that over two thirds of all software projects experience major problems and over one quarter outright fail. Building great software shouldn’t be this hard. When software projects fail to deliver, the typical reaction is to invent more process: tighter, more elaborate specifications, signoff meetings, code reviews and extensive marketing feedback programs and a variety of "tools" to help organize all of the newly created artifacts. Ironically, the best answers lie in doing just the opposite, the best answers lie in building truly agile teams.

Course Description: The elements of successful software initiatives go beyond “best practices and tools.” Business and technology are inseparable. Customers and business are inseparable. A successful software initiative must fuse customers, business and technology into a single functioning team, and that team must be agile. This course teaches how to build that team.

Benefits Of This Seminar:

• Learn the top seven practices required to be agile.
• Change how you direct the delivery team. Learn simple agile methods to support business goals, and improve ROI.
• Discover the true meaning of agile, adding features in any order and releasing any iteration.
• Practice assessing in advance if a project will succeed or fail and learn how the agile practices can turn failures into success.

In this seminar you will learn one of the software tool industries’ best-kept secrets: The most important agile development practices can be easily implemented and require little or no capital investment. Also discover how to:

• Increase and improve communications with fewer meetings.
• Plan releases effectively.
• Set proper milestones.
• Communicate requirements clearly.
• Keep executives informed and enthused.
• Use feedback to control expectations.

Audience: Anyone involved in the business of software development.

Duration: 1 Day

Prerequisites: None

Course Outline:

Introductions

1. Requirements

1. The Context for Agile

1.1. An Accelerated Society

1.1.1. Moore and Metcalf

1.1.2. Disruptive Technology

1.2. The Software Development Crisis

1.3. The Malfunction Paradox

1.4. The Agile Answer

2. Success Factors

2.1. Identify Success Factors

2.2. Project Audit I & II

3. An Agile Team

3.1. Process and Methodology

3.2. Typical Team Profile

3.2.1. Voice of the Stakeholders

3.2.2. Voice of the Users

3.2.3. Coach

3.2.4. Development

3.3. A fully Functional Agile Team

3.4. Agile Teams Release Frequently

3.5. Agile Teams Simultaneous

3.6 Agile Teams Co-Locate

3.7 Agile Team Values

4. An Agile Work Package

4.1. Story Defined

4.2. Samples

4.3. Key Project Management Terms

4.3.1. Project and Project Plan

4.3.2. Work Breakdown Structure

4.3.3. Work Package

5. An Agile Process

5.1 Story and Communication

5.1.1 Write Work Package

5.1.2 Estimate Work Packages

5.1.3 Prioritize Work Packages

5.1.4 Assign Work Packages

5.1.5 Build Work Packages

5.1.6 Tracks Work Packages

5.1.7 Measure Work Packages

5.2 Central Point Revisited

5.3 Resources

6. Making Change A Competitive Advantage

6.1 Embrace Change

6.2 Stability in the Midst of Change

6.3 Waterfall Facts & Myths

6.4 Agile IID

7. How Agile Eliminates Waste

7.1 Waste of Overproduction

7.2 Waste of Excessive Inventory

7.3 Waste of Waiting

7.4 Waste of Unnecessary Motion

7.5 Waste of Excessive Processing

7.6 Waste of Making Defective Products

7.7 Why Study Waste?

8. Agile FAQs

8.1. Programming

8.2. Architecture

8.3. Environment and Management

Menlo Innovations
410 N 4th Avenue 
3rd Floor
Ann Arbor, MI 48104

(734) 665-1847

Located in
Historic
Kerrytown®

Menlo Innovations LLC (c) 2006