Description

Agile methods are based on iterative and adaptive development cycles. During this internship, you will learn to understand the main principles of these methods and the associated approach. You will also see the actions to be taken to properly support the resulting cultural change.

Who is this training for ?

For whom ?

Developers, architects, testers, project managers, project directors, future Scrum Masters and Agile managers, methods/quality managers, MOA, functional, Product Owners, sales

Prerequisites

Training objectives

Understand the iterative principles of agile methods

Define and prioritize a use scenario in agile mode

Implement project planning based on agile principles

Reproduce yourself with visual management and progress tools in an agile context

Identify your place and role within an Agile project

Training program

• Introduction
  • - The cultural break from traditional project management methods.
  • - The Agile alliance, the Agile manifesto.
  • - The principles.
  • - Panorama of the main Agile methods: Scrum, XP (eXtreme Programming).
  • - .
  • - The "Agile Kanban", or the complementary contribution of these practices lean in agile software development.
  • - Agile PM, the agile framework of the DSDM Consortium.
  • - Eligibility criteria.
  • - Agile methods in figures.
  • - Exchanges Sharing of experience.
  • - Collective reflection on the framework for using agile methods.
• Formalizing requirements in agile
  • - Techniques for describing functional needs and quality requirements Features, user stories, use cases.
  • - Agile modeling.
  • - Identification of quality requirements.
  • - The concept of "Product backlog".
  • - How to build the initial backlog, how to update it.
  • - Updating stories: feedback from the iterative process, product grooming.
  • - The value of a story, Business Value.
  • - Acceptance tests: help in expressing needs, an approach to validate requirements.
  • - Build test stories.
  • - Practical work Initialize a project by identifying the main stories.
  • - Summary description of the stories.
• Prioritization of “User stories”
  • - Value-based planning.
  • - Use of the Kano model.
  • - Calculate added values ​​- the customer value for each story to be planned in the release.
  • - Prioritization of stories based on risk and customer value.
  • - Practical work Prioritization of stories based on value and risk.
  • - Kano method workshop.
• Release planning
  • - Breaking the project into releases.
  • - Build the roadmap Define the sprints or iterations of the project Evaluate workloads, evaluate the size of the stories : Planning Poker.
  • - Definition of the team's velocity.
  • - Practical work Implementation of planning poker to estimate the size of stories, development of a release planning.
• Planning and organizing iterations
  • - Build the Sprint Backlog, identify tasks, plan.
  • - Implementation of continuous improvement: leading reviews and end-of-iteration retrospectives .
  • - Daily planning: daily scrum or standing meeting: the objective, the organization.
  • - The organization of development.
  • - The WIP; XP development iterations.
  • - Engineering principles: Simple design, code improvement through rewriting, continuous integration.
  • - Practical work Cutting stories into tasks.
  • - Develop a Sprint Backlog.
  • - Planning a Sprint.
• Project monitoring and closure
  • - Specify the definition of the finished (done) of a release, a sprint, a task.
  • - Progress indicators: the release and the sprint Burndown Chart, Kanban's Work In Progress.
  • - Other useful indicators.
  • - Practical work Taking into account monitoring elements, updating project burndowns.
• The keys to managing an Agile team
  • - The roles in agile: The Product Owner, the Scrum Master, the development team, the tester, the tracker, the coach.
  • - Communication adapted to agile management.
  • - Leadership, emotional intelligence for team management.
  • - How to evaluate the team in agile? Distribution of the traditional responsibilities of the project manager.
  • - Practical work Exchange on the different roles involved in Agile projects.
• Implementation of agile methods
  • - Agile tools.
  • - Spreadsheets, specialized tools.
  • - Presentation of the main functionalities offered.
  • - Specialization.
  • - How to move from the generic framework of the agile offer to an approach adapted to the company and the project.
  • - The stages of the transition from a classic approach to an agile approach.
  • - Supporting change.
  • - The context, defining the objectives of the change.
  • - The role of the coach.
  • - Collective reflection Case study of implementing an agile approach.