Agile Fundamentals Training

• Articulating Agile values and principles
• Understanding the principles of Lean Thinking Comparing Agile with traditional, master plan methods
• Agile Mindset Explored

The Paradigm Shift

• Recognizing that Agile product development is disruptive to traditional ways of working
• Evaluating “Doing Agile” vs “Being Agile”

Defining the Agile Mindset

• Comparing the “growth” mindset to the “fixed” mindset
• Enumerating aspects of the ’professional’ Agile mindset
• Contrasting the professional Agile mindset with a ‘bureaucratic’ mindset

Observing the Agile Mindset

• Recognizing the key indicators of the mindset in teams
• Observing the Agile mindset in individuals

Introducing the Agile Fluency® Model (AFM)

• Comparing the AFM with traditional maturity models
• Using business goals to select fluency levels needed
• Changing muscle memory to improve fluency

Focusing on Business Value

• Delivering business-valued functionality as a priority
• Explicitly focusing on business value and product quality
• Evolving requirements and solutions together throughout development

Iterative and Incremental Delivery

• Delivering “early and often” for Return on Investment and feedback
• Understanding the importance of “pull” systems for product quality
• Classifying different types of requirements for value-driven planning

Mapping Roles and Responsibilities

• Contrasting the Agile “Feature team” model with traditional “Component teams”
• Shifting roles and responsibilities towards a self-managing team
• Leading teams rather than managing tasks

Transitioning to Self-Management

• Facilitating cross-functionality and team learning
• Empowering the team to control their own development process
• Navigating conflict so that it drives team behaviors in a positive direction

Growing Agile Teams

• Developing genuinely collaborative behaviors
• Acquiring soft skills for servant leadership
• Adapting coaching styles to the experience and maturity of the Agile team

Defining Customers and Other Stakeholders

• Regarding customers as individuals or groups who extract or generate business value
• Viewing other stakeholders as people or groups who exert oversight or impose constraints
• Prioritizing customers as the most important and relevant stakeholders

Involving Users

• Understanding the different ways Agile teams interface with customers
• Writing user stories to drive conversations with different classes of customer
• Splitting user stories so that they fit into inspect-and-adapt cycles

Planning for Business Value

• Envisioning products to establish the “big picture”
• Planning at release, iteration, and daily levels
• Coordinating work through information radiators

Monitoring Progress

• Estimating effort with relative sizing units (e.g., story points)
• Tracking progress by measuring velocity, cycle time, or both
• Holding reviews and retrospectives to adapt product and process

• Lean Agile Project Management [3h 53m]
• Accredited Agile Project Management Foundation (Scrum) [11h 2m]
• Accredited Agile Roles - Product Owner [4h 41m]
• Agile Testing [3h 16m]
• Accredited Agile Scrum Master [12h 41m]