| 1 | Agile |
- Describe the origin and history of Agile
- Demonstrate an understanding of the Agile Manifesto, Values, Principles, and Practices
- Recognize that Agile is a mindset
- Understanding what, when, why, and how of Agile
- Identify situations where Agile is most effective
- List the benefits of using Agile
- Identify high-level differences between various Agile methods
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- What is Agile?
- The Cargo Cult and the Agile Mindset
- Being and doing Agile
- History
- Meet the influences
- Agile values and principles
- Activity: pocket sized principles
- Agile is and isn’t
- Simple, complicated, complex
- Agile business benefits
- Prescriptive vs. Adaptive methods
- What, when, why and how of Agile
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| 2 | Agile and Traditional Project Management |
- Identify the differences between traditional structured project management and Agile empirical/adaptive project management
- Understand traditional plan-driven and Agile view of managing complex projects
- Define Agile project language and the terminologies typically used by Agile project teams
- How to enable project governance in an Agile environment
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- Plan driven approach
- Traditional project phases
- Iterative and Incremental
- Evolution of an Agile triangle
- Risk failure and value delivery
- Project life cycles
- Characteristics of project life cycles
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| 3 | Agile Teams |
- Understanding the operating model of agile teams
- Distinguish the various stages of learning using the Shu Ha Ri framework
- Explain Tuckman's stages of group development
- Understand the Dreyfus Model of Skill Acquisition
- Recognize the different levels of conflict
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- Agile teams – value delivery
- Operating model of Agile teams
- Servant leadership
- Ten characteristics of servant leader
- Agility and stages of learning
- Tuckman’s Team & Group Development Model
- The Dreyfus Model of Skill Acquisition
- T-Shape People – Generalized Specialist
- Five Dysfunctions of a Team
- Agility and Stages of Learning
- Five Levels of Conflict and Resolution
- Agile team spaces
- Osmotic communication
- Information radiators
- Team contract
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| 4 | Agile Approach to Planning |
- Identify the various levels of planning in Agile
- Illustrate the concept of a planning onion
- Compose a product vision statement using a standard template
- Articulate the principles of Agile chartering
- Outline the processes involved in creating a product roadmap and story mapping
- Enumerate the essential components of release and iteration planning
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- Planning in traditional vs. Agile
- Agile Approach to Planning
- Multiple levels of planning
- Product vision
- Agile chartering
- Product roadmap
- Story map
- Release planning
- Sprint planning
- Epic, stories and themes
- Backlog hierarchy
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| 5 | Scrum |
- Learn the origins of Scrum
- Define what Scrum is
- Identify the core pillars of Scrum
- Summarize the Scrum cycle
- Clarify the roles and responsibilities within a Scrum Team
- Distinguish Scrum events
- Describe Scrum artifacts
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- Scrum origin
- What is Scrum?
- Scrum pillars
- Scrum values
- Scrum cycle
- Scrum roles (product owner, Scrum Master, and developers)
- Scrum events (sprint planning, daily scrum, scrum review, scrum retrospective, and scrum refinement)
- Scrum artifacts
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| 6 | Kanban |
- Differentiates between time-boxing and flow-based methods
- Describe the Kanban Model
- Identify the importance of work in progress (WIP) limit
- Name core Kanban principles
- Identify key differentiators of Kanban and discuss the situations/environment where application of Kanban can be used
- Identify differences between Scrum and Kanban
- Explain cycle time and perform necessary calculations
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- Time-box vs. flow based
- Kanban board
- Work-in-progress (WIP) limit
- Kanban principles
- Class of service
- Kanban attributes
- Scrum vs. Kanban
- Assess your Kanban knowledge
- Lead time and cycle time
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| 7 | Lean |
- What is Lean?
- Scope of Lean
- Seven forms of non-value-added waste
- How Value Stream Map (VSM) helps in optimizing as a whole
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- What is Lean?
- Lean principles
- Seven forms of waste/non-value-added work
- How Agile addresses waste
- Muda, Mura & Muri
- Importance of small batches
- Value stream mapping (VSM)
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| 8 | Extreme Programming (XP) |
- Define Extreme Programming (XP)
- Explain the XP lifecycle
- List the roles in XP team
- Identify key XP concepts including values and principles behind it
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- Extreme Programming (XP)
- XP values, principles, and practices
- Key concepts (refactoring, technical debt, time-boxing, last responsible moment)
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| 9 | Product Backlog |
- Describe what a product backlog is
- Outline the qualities of a good product backlog
- Recognize the importance of backlog ordering/force ranking
- Understand the various prioritization techniques using value-based prioritization
- Recognize the purpose of conducting product backlog grooming sessions
- Distinguish between minimal viable product (MVP) and marketable features (MMF)
- Explain the purpose of Definition of Done (DoD) and Definition of Ready (DoR)
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- What is product backlog
- Managing risk via product backlog
- Product backlog refinement
- Properties of good backlog: DEEP
- Ordering the backlog
- Factors in prioritization
- Value-based prioritization techniques
- Definition of Done and Definition of Ready
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| 10 | User Stories |
- Explain the purpose of writing a requirement in user stories format
- Understand using the template of writing good user stories
- Identify the importance of card, conversation, and confirmation
- Attributes of a good user story
- Distinguish between epic, story, and theme
- Recognize the importance of writing acceptance criteria
- Summarize the difference between acceptance criteria, acceptance test, and definition of done
- Develop an understanding of the concept of slicing
- Describe user role modeling and understand the roles, persona, and extreme characters terminologies
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- User story template
- 3 Cs
- INVEST
- Epic stories and themes
- Acceptance criteria
- Acceptance test
- Slicing vs. layers
- User roles
- User persona
- Extreme characters
- Wireframes
- Agile modeling
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| 11 | Estimating and sizing in Agile |
- Identify the challenges in estimation
- List the reasons and be able to explain the who, what, and how of estimation in traditional projects
- Explain the concept behind the cone of uncertainty
- Distinguish between relative and absolute estimates
- Explain the Fibonacci sequence as an estimation scale
- Describe wideband Delphi and planning poker
- Relate affinity estimates
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- Estimation challenges
- Why do we estimate
- What, who, and how do we estimate
- The cone of uncertainty
- Relative sizing
- Absolute sizing
- Level of estimation
- Estimation scale - Fibonacci series
- Wideband Delphi
- Affinity estimating
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| 12 | Testing |
- Describe how traditional testing practices evolved
- Compare traditional and Agile testing
- Distinguish between test-last and test-first driven approaches
- Explain the whole team collaborative approach of effective testing
- Define the overall Agile testing flow
- Explain different Agile testing practices (e.g., test-driven development/test-first development, acceptance test-driven development (ATDD), and exploratory testing)
- Highlight the steps in Continuous Integration (CI) workflow
- Assess the key learnings from the Agile testing approach
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- How traditional practices evolved
- Traditional and Agile testing contrasted
- From test last to test first
- Testing flow
- Test Driven Development (TDD)
- Acceptance Test Driven Development (ATDD)
- Exploratory testing
- When do you use which test?
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| 13 | Agile Metrics |
- Understand the performance metrics used in Agile projects
- Explain velocity and perform necessary calculations to find out average velocity for planning purposes
- Explain cycle time and perform necessary calculations
- Identify the benefit of cumulative flow diagrams (CFD) and be able to interpret the diagrams
- Compare the usage of burn-up and burn-down charts
- Demonstrate the understanding of Earned Value Management (EVM) in Agile projects
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- Agile and Waterfall metrics
- Velocity
- Lead time and cycle time
- Burn-down charts
- Burn-up chart
- Cumulative Flow Diagram (CFD)
- Earned Value Management in Agile
- Parking lot chart
- Escape defects
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| 14 | Retrospective |
- Describe retrospective and its purpose
- Describe how to facilitate a retrospective
- List the steps of running a retrospective
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- Retrospective – what is it?
- Five phases of retrospective
- Sample retrospective activities
- Key learnings
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