Managing Projects with Scrum and Lean

This is our most popular Agile course.  It covers everything encompassed in a Scrum Master course, but takes a deeper dive and allows even more hands on lab time. After a one-day overview of Scrum and a brief synopsis of Lean, participants have the opportunity to practice what they've learned with two-days of intensive lab work.

No prior experience needed, this course can fit any skill level.

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Key Outcomes

Upon completion of this course, participants will be able to:

  • Refresher on the origins and basics of Scrum and Agile
  • Provide a detailed explanation of the key "Scrum artifacts"
  • Grasp the Scrum Master's role in depth
  • Understand Lean principles and how to apply them with Scrum
  • In depth understanding of Scrum practices through experiential exercise

Course Outline

Agile Overview

  • The Agile Potential
  • The Agile Manifesto
  • Agile alone Is NOT Enough
  • Can Agile Fail?
  • THE Best Agile

Scrum Overview

  • Stories – Making It Manageable
    • Stories
    • Why Object Oriented Principles Are Critical to Agile
    • Sprint Planning Meeting
    • Just Enough...and No More
    • Controlling Chaos
  • Sprint
    • Creating a Sense of Urgency
    • Driving Your Project
    • Conducting the Daily Scrum
    • Chickens and Pigs
    • Life Is ...Daily!
    • Doing Iterative Development
    • Design
    • Test
    • Code
    • Refactor
    • Sprint Review Meeting
  • LAB: Scrum Practices
    • Deliverable will be poster/ presentation (group may or may not be called on) that communicated key elements of Scrum

Product Owner: Roles and Responsibilities

  • Requirements and the Product Backlog
    • Building a Product Backlog
    • User Roles and Personas
    • Acceptance Criteria
    • Story Workshops
    • Story Aggregation and Decomposition
    • Spikes and Special Stories
    • LAB:  Identify and Define User Roles & User Story Writing
    • Prioritization
  • Value Assessment
  • Risk-Based Prioritization
  • LAB: Risk-Value Prioritization
  • Estimation
  • Approaches to Estimation
  • Analogous Sizing
  • Planning Poker
  • LAB: Estimating with Planning Poker
  • Planning
  • Product Roadmap
  • Velocity-Driven Release Planning
  • Fixed-Schedule Planning
  • LAB: Release Planning Exercise

The Scrum Master's Role In-Depth

  • Servant Leadership
  • Facilitation
  • Coaching the Product Owner
  • Coaching the Development Team

Lean Software Development

  • Lean Principles
  • Minimizing Waste
  • Maximizing Learning
  • Just in Time Delivery
  • Empowering the Team
  • Telling The Whole Truth

Lean Practices Specific to Software Projects

  • Value Stream Mapping
  • Set Management – Backlog, Throughput, Expenses
  • Kanbans and Queues
  • Goals and Measurements
  • LAB: Leveraging Lean Principles in Scrum
    • Deliverable will be collective ideas from each group and ROLE regarding when/ how a Lean principle could be used to support/ replace a Scrum practice. NOTE: Criteria is that it must be real and practical for your job. We're looking for implementation not theory.

Using Scrum in a Big Way

  • LAB: Big Scrum
  • PROJECT: Introduce project that will be used for the remainder of course
    • Board Meeting Minutes Provided to Participants
    • This Is the Big Vision for the Next 2 Years
    • Event Management
    • Corporate Events
    • Sporting Events
    • Hotel Reservations
    • Car Reservations
    • Coordinated Local Events and Shopping
    • Providing Meals
    • Air Reservations
    • Shuttle Transportation
    • Accounts Payable (to pay vendors)
    • Online Registration
    • Credit Card Processing
    • Group Registrations
    • Accounts Payable System Rewrite
    • Currently on Mainframe & We Are Losing the Lease
    • Rewrite for Linux
    • Q&A and warm up time for participants to start to absorb magnitude of project

The RoadMap - Overview

  • LAB:  RoadMap
    • Deliverable is a two-year RoadMap. Participants MUST ask questions or they will not be able to come to the right conclusions. The customer wants to be able to offer Online Registration, handle hotel and car rentals. High level stories/ epics, estimates, and prioritization are important here too.

Release Planning

  • Requirements Overview
  • Use Cases
  • User Experience (Sprint 0 - before UI development begins)
  • User Research
  • Task Analysis
  • Storyboards and Wireframes
  • Apply Visual Design
  • UX Lab
  • Giving Up Hope/Change Happens
  • Architectural Changes
  • Impact Across Components and Product/Project Teams
  • Very High Level Design Discussion (for general team audience)
  • Integration Testing
  • When and How

LAB: Release Planning Part 1

  • Set Up Giant Task Board for Product Release Planning (releases quarterly with 3 sprints per release)
  • Deliverable - Task Board Set Up and Team Able to Explain How It Will Be Used

LAB: Release Planning Part 2

  • Layout Stories/Epics for Next 12 months.
  • Discuss Strategies for Handling Inaccuracy/Disagreement
  • Deliverable Is a Task Board with All Stories in Place
  • Epics – Just Enough Planning and No More

LAB: Release Planning Part 3

  • Review Task Board and Make Revisions Where Appropriate
  • Are There Epics/ Stories You Missed
  • Do You Have the Right Amount of Detail
  • Deliverable Is the Product Backlog
  • Practicing Scrum – Sprint Planning Meeting

LAB: Sprint Planning Meeting

  • Work with Product Owner
  • Deliverables Are the Team Goal for Sprint, Sprint Backlog, Sprint Review Date

LAB: Daily Scrum

  • Each Team Picks a Facilitator Who Will Play Different Roles as She/He Reports at Daily Scrum
  • Deliverable: The Rest of the Team Play the Role of Scrum Master and Has to Note How It Would Handle Each Response

LAB: Sprint, Developing the Product

  • Deliverable: Team Will Do High Level Class Diagrams and Other UML as Needed to Provide Evidence that It Understands and Could Build This Software

LAB: Sprint Review

  • Deliverable: Team Will Present Its COMPLETED Work to the Group
  • Emphasis Here Is Heavily on What "Done" Means!

LAB: Sprint Retrospective

  • Deliverable: Team Will DOCUMENT the Critical Things It Needs to Improve On
  • Turn In Document to a Company Representing the Top 3-5 Things Your Team Thinks Is Most Critical to the Successful Implementation of Agile in Your Workplace

Metrics and Measuring Progress

  • Planning as You Go
  • Information Radiators – Reviewed
  • Velocity and Measuring progress – Metrics
  • SCRUM Metrics
  • LEAN Metrics
  • Even Easier Metrics
  • Metrics Lab
  • Watching the Horizon

Final Review