SCTE Agile Project Management Program

BASIC PRINCIPLES

• Project versus product
• Agile for non-development teams
• Repetitive, labor-based work versus creative, knowledge-based work
• Scrum for managers

OVERVIEW OF TRADITIONAL APPROACHES VERSUS AGILE APPROACHES

• Identifying the aspects of a project that must be managed
• Capacity/resource allocation and tracking
• Forecasting delivery on baseline velocity versus calendar deadlines
• Developing a project charter and use the charter as a key political tool
• Recognizing the components of a complete project plan
• Identifying, analyzing, and prioritizing response strategies for project risks
• Communicating project progress through project variances and corrective action plans
• Establishing clear expectations to avoid later project failures and, understanding of what hinders agility in traditional organizations

AGILE ESTIMATION AND PLANNING

• Traditional planning – Traditional development
• Traditional planning - Agile development
• Agile project planning - Agile development
• Agile product planning – Agile development
• Story points and velocity

AGILE LEADERSHIP

• Role of the modern leader
• Skillset for modern leaders
• Systems Thinking

TEAM BUILDING

• Creating Scrum teams
• Tuckman model of team formation
• Real Team
• Common goal and shared tasks
• Clear team boundaries and the group membership is stable
• Compelling direction
• Enabling structure
• Supportive context
• Expert coaching
• Managing a team across time zones/globally

MAPPING TRADITIONAL ORGANIZATIONS TO THEIR AGILE EQUIVALENT

• Roles
• Project management
• Line manager
• Business analyst
• Architect
• Activities
• Performance reviews
• Go-to-market activities: customer care, sales, marketing, field service, etc.
• Other dependent workstreams: supply chain, legal, etc.
• Policies
• Structures