Agile Project Management for Executives
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This course updated in Jamuary 2019
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Intended Audience: There are three potential audiences for this course:
Senior-level Executives – The first audience is senior-level executives who are interested in making their business more agile and want to develop a well-integrated approach to fit an Agile development process to their business
Business Sponsors – The next audience is Business Sponsors of an Agile initiative who want to learn more about Agile Project Management in order to provide more effective leadership for the initiatives that they are responsible for
Product Owners – The final audience is for Agile Product Owners who need to better understand how to effectively perform the Agile Product Owner role. The Product Owner role in Agile is not well-understood and most of the people who might be selected to perform that role are not well-prepared for what it requires
In many areas, “Agile” is becoming a hot new buzz word and everyone wants to jump on the “Agile bandwagon” without necessarily fully understanding why they’re getting into it and exactly what they expect to get out of it. Many companies also make the mistake of assuming that whatever is good for the development process is good for the business as a whole and that is not necessarily the case.
While Agile has huge potential benefits for a business, it’s important to not get carried away with some of the hype that exists about Agile and develop an objective understanding of its benefits and limitations to know how and when to apply it successfully. The right approach is to not necessarily to just implement Agile for the sake of becoming Agile; but figure out how it’s going to help your business and what problems it will solve. The typical questions and challenges this poses for business managers and executives are:
How do I reconcile an Agile development approach with my existing business management and project management processes?
Do I need to unravel all of my existing management processes in order to adopt an Agile development approach?
This course will help you answer those questions and includes assessment tools and planning tools to help you develop a very effective Agile Project Management approach that is very well-aligned with your business.
In this lecture, I want to introduce myself to you, provide an overview of the material to be covered in the course, and talk about why so many enterprise-level Agile transformations fail and how to avoid that.
When people talk about "Agile", they often talk about it as the opposite of "Waterfall". That can be a very polarizing and misleading comparison because the terms "Agile and "Waterfall" are often used very loosely in common practice. Those terms imply that there is a discrete, binary alternative between "Agile" and "Waterfall" when that is not really the case. There is a range of different methodologies that might be called "Agile" and "Waterfall" in common practice.
This lecture is provided background information to help you develop a clear objective understanding of what it means (or doesn't mean) when people talk about "Agile versus Waterfall". It will help you see those two approaches as complementary rather than competitive approaches that each have pro's and con's in a given situation and it will help you see this comparison in a much broader perspective as "Adaptive versus Plan-driven" which is a much more accurate and objective way of viewing this perceived conflict of methodologies.
This quiz is designed to test your understanding of the topics discussed in the "Agile versus Waterfall" lesson
There are many popular stereotypes and misconceptions that exist about both Agile and traditional plan-driven project management that can have a significant impact on a business. To transform a business, we need to get past many of these stereotypes and misconceptions in order to see these approaches objectively.
This quiz is designed to test your understanding of the topics in the lecture on "Popular Stereotypes and Misconceptions"
Agile Project Management Overview
It's important to understand some of the fundamental differences in an Agile Project Management approach in order to understand their impact on the organization.
This quiz is a brief review of topics covered in "What's Really Different About Agile Project Management?"
Agile Risk Management
Agile Stakeholder Management and Agile Contracts
Enterprise-level Agile Project Management Topics
Many Agile practices were designed around simple, small, single-team Agile projects and scaling Agile to an enterprise level can be difficult. This lecture is one of two lectures that will go into the different considerations required to scale Agile to an enterprise level. This lecture is focused on differences in Agile implementation practices that may be encountered at an enterprise level.
Many Agile practices were designed around simple, small, single-team Agile projects and scaling Agile to an enterprise level can be difficult. This lecture is the second of two lectures that will go into the different considerations required to scale Agile to an enterprise level. This lecture is focused on differences in Agile implementation practices that may be encountered at an enterprise level.
An effective system of project governance is essential to provide oversight over projects to ensure that they effectively fulfill customer needs and manage the company's business interests. This lecture is designed to help project managers understand how to develop and apply effective project governance systems.
This lesson discusses an example of a Project Governance Model for a large, enterprise-level project.
Putting together a complete top-to-bottom enterprise-level Agile solution can be a very challenging task, especially when some of the pieces are not designed to fit together. To simplify the design of an enterprise-level Agile implementation, it is useful to have some predefined frameworks that can be modified to fit a given business environment, rather than having to start from scratch to design an overall management approach. Three frameworks are discussed in this lecture. This lesson is part 1 of 2 parts on this topic and will discuss two enterprise-level management frameworks: (1) the Managed Agile Development model developed by Chuck Cobb and (2) the Disciplined Agile Delivery model developed by Scott Ambler
This lesson is part 2 of 2 parts on this topic and will discuss the enterprise-level Agile Frameworks. This lesson is focused on the Scaled Agile Framework (SAFe) developed by Dean Lefffingwell
Choosing the Right Approach
Ideally, all aspects of a business (people, process, systems, tools, etc.) should be well-aligned and well-integrated around a common objective of delivering value to the customers that the business is designed to serve. That should define the context for integrating an Agile Project Management approach with the business. The lesson includes a self-assessment tool in the supplementary materials to help you evaluate the effectiveness of your current alignment and how it might be impacted by an Agile Project Management approach.
This lecture contains a self-assessment tool that can be used to evaluate a company's value disciplines and alignment and how it might be impacted by an Agile Project Management implementation.
Before embarking on an enterprise-level Agile transformation, it's important to clearly define what you want to get out of it. This lesson is focused on the potential benefits of an Agile Project Management approach to help you better identify and prioritize exactly what you expect to get out of an Agile Project Management approach. The importance of the potential benefits could be different in each organization and the lesson includes a self-assessment tool in the supplementary materials to help you evaluate how important each of the benefits is to your organization.
This lecture contains a self-assessment tool that can be used to in order to better define and prioritize the expected benefits your company expects to receive from an Agile Project Management implementation.
Final Case Studies
These case studies discuss some “not-so-successful” case studies of companies that had mixed results in implementing an Agile transformation as well as the successful implementation of a major enterprise-level Agile transformation at Valpak.
Non-Software Case Studies
Developing an Implementation Plan
In this lecture, we're going to summarize some of the topics we've discussed in previous lectures and talk about additional resources that are available to help you implement some of the ideas and the direction provided by this course.
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