Agile Project Management, 3-day Workshop, Boston-MA, USA

Burlington, Massachusetts
Tuesday, July 19, 2011
Agile Project Management, 3-day Workshop, Boston-MA, USA
Tuesday, July 19, 2011 9:00 AM -
Thursday, July 21, 2011 5:00 PM (Eastern Time)

Knowledge Services
10 Burlington Mall Road
Burlington, Massachusetts 01803
United States

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  workshop abstract-Agile Project Management-3 day.pdf


This course is designed for program managers and project managers and outlines the roles, responsibilities, activities and accountabilities of both in an Agile project. It addresses both the soft leadership methods and the technical skills that are required to run a successful Agile project. It also teaches how to lead an Agile project, its stakeholders and team members while reporting and communicating in a transparent way to all parties involved.

  • Project Managers
  • Program Managers
  • Others considering a leadership role on an Agile project
Duration: 3 days

Pre-Requisite: Agile Fundamentals

Learning Objectives:
  • Be able to discuss the differences between the leadership responsibilities on an Agile Project. (Program Management, Project Management, Iteration Management)
  • Understand the leadership responsibilities through the various phases of an Agile project
  • Learn the methods for Release planning and Iteration planning as well as the differences and relationships they have to each other
  • Gain an understanding of how to structure different types of Agile teams
  • Understand what measurements are effective for monitoring an Agile project
  • Understand leadership techniques for agile projects and appreciate how they differ from traditional project leadership


Day 1: 9:00am - 5:00pm
  • Morning
    • Nature of the PM role
  • Lunch Break
  • Afternoon 
    • Inception Phase
    • Exercise: Create a release plan
    • Retrospective

Day 2: 9:00am - 5:00pm
  •  Morning
    • Initiate Phase
    • Develop and Deploy Phase part 1
    • Exercise: Creating an Iteration Plan
  • Lunch Break
  • Afternoon
    • Develop and Deploy Phase Part 2
    • Exercise:  Stand up role play
    • Develop and Deploy Phase part 3
    • Exercise:  Create a BVC
    • Discussion
    • Retrospective

Day 3: 9:00am - 5:00pm
    •  Morning
      • Self-Organizing Teams 
      • Exercise: Force field analysis
      • Servant Leadership
      • Exercise: Ways to carry boulders
      • Collective Wisdom
      • Exercise: Surviving the moon
    • Lunch Break
    • Afternoon 
      • Structuring Agile Teams
      • Exercise: Solve these problems
      • Measuring Agile Teams
      • Exercise:  Applying metrics to a team
      • Parking Lot 
      • Retrospective

Topics Covered

Day 1
• Introduction of trainers and participants
• Instructors hopes
• Learning objectives
• Intended audience
• Course overview
• Exercise
The Nature of the PM Role
• Project Challenges
o Your goals as a project manager
o What challenges have you faced as a project manager?
o Challenging project scenarios
o Agile’s goals
• Project Leadership
o Declaration of Interdependence
o Leadership roles in Agile projects
• Project Manager and Iteration Manager roles
o Internal vs external focus
o Responsibility vs accountability
o Vision
o Planning
o Delivery
o Tracking/Transparency
o Quality
o Risk management
o Milestones
o Resource management
o External group facilitation
o Stakeholder management
o Administration
• Exercise
The Inception Phase
• Traditional approaches vs Agile
• Characteristics of an Agile inception
• Typical deliverables
• Planning for the inception
• Release planning
• Estimation risk
• Staffing models
• Smells
• Exercise
Day 2
The Initiation Phase
• Identifying the activities
• Team charter
• Team space
• Other items to address
o Narratives
o Spikes
o Communication plan
o Onboarding team members
o Environment and tool setup
o Duration
The Develop and Deploy Phase
• Context
o What is Develop and Deploy?
o Sample iteration
o Glossary
o Key concepts
o Iteration and Release planning
o Delivery responsibilities
• Iteration Planning
o Capacity planning
o Inputs
o The basics
o Output
o Crossing iterations
o Exercise
Story Wall Management
o Work assignment using the story wall
o Story walls and smells
o Story wall patterns
o Scenario 1 story wall pattern
o Scenario 2 story wall pattern
o Non business stories
o Story wall beyond the iteration
o When is a story done?
o Exercise
• Big Visible Charts
o Information radiators
o Burn up chart patterns
o Technical debt
o Other BVC options
o Exercise
Day 3
Leadership & Teams
• Self organizing teams
o The right people
o What makes people self disciplined
o More on self disciplined individuals
o Social contract - what they are, why we need them, sample for a development team
o Exercise
• Servant Leadership
o Situational Leadership
o Leadership styles
o Carrying water and moving boulders
o Servant leadership is, is not
o Impediment removal concepts
o The 5 dysfunctions of a team compared to the traits of a high performing team
o Crossing the improvement ravine
o Ways to carry water and move boulders exercise
Collective Wisdom
o What is Collective Wisdom
o Wise crowds need…
o Diversity of opinion
o Member independence
o Decentralization Agile practices
o Agile approaches to aggregation
o The disappearing cloud technique
o Exercise
Structuring Agile Teams
• A single agile team
o Recap of roles & responsibilities
o Agile for small projects
o When does a team get too large?
o Scaling productivity
o Resourcing
o Co-located teams
• A program of work
o Why multiple project teams?
o The balance between structure and adaptability
o Structure levels for large or distributed projects
o How many teams is too many?
o Team structuring
o Managing a program
o Agile program practices
o Managing dependencies
o Cross team communication
o Tools
• Distributed agile project management
o Team rotation
o Team velocity
o Dependencies
o Co-location for planning
o Exercise
Measuring Agile Teams
• More big visible charts
o Burn ups
o Be careful what you measure - some measures may have unintended results
o Combining metrics vs. individual metrics
o The concept of Cycle time
o Measuring the transparent and visible
o Effective use of timesheets
o Exercise


Contact Information

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