Agile Leadership Overview (BA15)

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About this Course

Organizations need to be "Agile;" it is no longer an option. They must be able to deliver new or enhanced products and systems as dictated by customers, competition, and business pressures. As the environment they operate within changes, they need to be flexible while adhering to their purpose. As they flex, they need to be both predictable and efficient, while controlling risk. The transformation to agile is neither simple nor easy and it requires good leadership. This course focuses on leadership’s role in agile transformations.

Discussion will include best practice daily habits for managers and habits of PMs, how to assemble and organize an agile team, how to regulate productivity, how to bring IT and the business unit together as one team, and how to own and lead the agile transformation in the participant’s organization.

Audience Profile

Product managers, Product directors, Founders, Product VP, Program managers, Engineering managers, Product designers, Lead developers

Course Outline

Part 1, Empirical versus Predictive Models of Management

Software development is more of an art than a science. Creating products and delivering value through software is a creative endeavor that cannot easily be predicted and planned at a detailed level. We will discuss how a mind shift to empirical development through agile software development can help to streamline your projects and deliver value faster.

Part 2, Agile and Scrum Framework Overview

During this section the specific mechanics for the agile management process will be explained along with pitfalls that many companies fall into.

Such questions as how Scrum theory is implemented using time-boxes, roles, rules, and artifacts. How can these be used most effectively and how can they fall apart?

Part 3, Value Driven Development

The primary job of a product manager is to increase the value created by the product for which he or she is responsible. This section covers value drivers, and strategies for measuring them.

Part 4, Product Management and Total Cost

Agile product management is different than traditional approaches. This section explores those differences, as well as how the Product Owner works in an Agile environment to deliver a product.

Understanding Total Cost of Ownership is fundamental to successfully managing a product. How do you balance between optimizing the value of a release and maximizing the value of the product or system as an asset for the organization? How does that fit into your product roadmap, and why is your Development Team's "Definition of Done" so fundamental to everything that you do?

Part 5, Scaling Agile

Agile and Scrum work great with one team. It also works better than anything else for projects or product releases that involve hundreds or thousands of globally dispersed team members. How is scaling best accomplished using Agile principles?

Part 6, Transition Strategies

This section will describe ways to begin agile transitions. We will discuss the risks and mitigation strategies for transitions and ways to see if the transition is successful.