Difference between revisions of "Agile and Lean Development for Hardware"

(New page: == Overview == 1 day <br> <br> This practical, information-packed executive seminar summarizes the key research, business case, ideas, values and practices of agile and iterative methods, ...)
 
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==Prerequisites==
 
==Prerequisites==
 
course [[Agile, Lean, and Iterative Development: Management Overview]] or equivalent
 
course [[Agile, Lean, and Iterative Development: Management Overview]] or equivalent
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 +
Participants must read (available online), before the course:
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* [http://www.scrum.org/scrumguides/ The Scrum Guide]
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* [http://www.scrumprimer.com Scrum Primer] or from Chapter 12 of ''Scaling Lean & Agile Development''
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* [http://www.craiglarman.com/wiki/downloads/scaling_lean/larman-vodde-feature-teams.pdf Feature Teams] or the equivalent chapter ''Feature Teams'' in [[Book_-_Scaling_Lean_and_Agile_-_Thinking_and_Organizational_Tools | Scaling Lean & Agile Development]]
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 +
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And these chapters, available in paper print or online at Safari. These following chapters are from [[Book_-_Scaling_Lean_and_Agile_-_Thinking_and_Organizational_Tools | Scaling Lean & Agile Development: Thinking and Organizational Tools for Scrum]] (Larman & Vodde).
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* Chapter 2: Systems Thinking
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* Chapter 4: Queuing Theory
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* Chapter 8: Teams
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NOTE! Your company may have an online [http://my.safaribooksonline.com/ Safari] account that you can use to read the book chapters online free. Please ask your colleagues if you have a Safari account.
  
  

Revision as of 01:36, 1 March 2012

Overview

1 day

This practical, information-packed executive seminar summarizes the key research, business case, ideas, values and practices of agile and iterative methods, aimed at senior leadership. This is a high-impact guide for executives to agile and iterative methods: what they are, how they work, how to implement them – and why you should.

Using statistically significant research and case studies, agile thoughtleader Craig Larman presents a convincing case for agile methods. Larman offers a concise, dense summary of the key ideas that drive all agile methods, with a focus on the most popular agile method: Scrum. Where, appropriate, there will also be an emphasis on scaling agile methods to large (for example, a 500 person product) systems involving multi-site development, and on large enterprise agile transformations – as these are his specialties.


Methods of Education

Discussion, presentation, Q&A.


Audience

This exploration of modern software management best practices is appropriate for anyone guiding, managing, or in a software development team.


Level

Introductory: This course introduces concepts and techniques that the attendee will not apply during the session.


Prerequisites

course Agile, Lean, and Iterative Development: Management Overview or equivalent

Participants must read (available online), before the course:


And these chapters, available in paper print or online at Safari. These following chapters are from Scaling Lean & Agile Development: Thinking and Organizational Tools for Scrum (Larman & Vodde).

  • Chapter 2: Systems Thinking
  • Chapter 4: Queuing Theory
  • Chapter 8: Teams

NOTE! Your company may have an online Safari account that you can use to read the book chapters online free. Please ask your colleagues if you have a Safari account.


Objectives

  • Introduce Agile Methods and Lean Principles
  • Analyze outcomes of projects that have used Agile Methods
  • Convey the key principles in the new software development game


Outline

  • Compelling evidence that agile and iterative methods reduce risk and increase ROI
  • Frequent misconceptions
  • Frequently asked questions
  • Agile values and practices
  • Scrum: the most widely used agile method
  • Increasing alignment between R&D and customer; increasing value with Scrum
  • From command-and-control management to servant-leadership
  • Value-driven and feature-driven adaptive iterative development
  • Increasing transparency and predictability with agile methods
  • Lean Thinking in agile methods
  • Short cycle time, small batches, low WIP
  • Relentless improvement in Scrum
  • Leading the transformation: adoption and rollout
  • New management roles and skills in Scrum
  • Organizational and team structure changes
  • Agile product management and changes in planning
  • Scaling agile methods for large, offshore, or multi-site system
  • Estimation, scheduling, and fixed-price contracts
  • Creating a deep learning culture through Scrum
  • Scrum and CMMi


Maximum Participants

200


Environment - Room, Tools, Texts

Read this: Course Environment - Presentation Oriented