At a glance
Advanced Agile Project Management
Overview
Advanced Agile Project Management is a two day, one-off MasterClass presented by Jim Highsmith, who lives in Arizona in the USA. Jim is one of the founders of the Agile movement, conference speaker, trainer and author of “Agile Project Management: Creating Innovative Products (Addison Wesley, 2004), “Agile Software Development Ecosystems” (Addison Wesley, 2002) and “A Collaborative Approach to Managing Complex Systems” (Dorset House, 2000).
As a movement, agile project management and development has expanded into organisations worldwide at an astonishing rate over the last 6-8 years. However, myths, challenges, and opportunities related to agility are still plentiful. In two recent studies by an internationally respected metrics firm, two agile software companies scored the highest productivity indexes from an historical data base of over 7,500 projects. These companies have gone beyond thinking of agile as a software development method to thinking of agility as an organisational imperative.
Intended For
This one-off MasterClass is for project managers, development managers, team leads, software architects, CIO and strategists who have some experience leading or playing key roles in agile projects.
Prerequisites
A good understanding of the theory and practice of agile systems. This is designed for those experienced in agile; it is not an “agile starter” course. Previous attendance on Software Education’s “Agile Project Management” course is useful but not mandatory.
Learning outcomes
Personally delivered by Jim Highsmith, this MasterClass explores a variety of advanced topics that will help your organization think of agile in new and important ways—from topics on project planning to those on phase-gate project governance. Since the expectation is that participants will have a variety of agile experiences already, the format of the workshop will encourage extensive knowledge sharing. Presentation sessions will be followed by facilitated panel (made up from participants) and participant discussions and question and answer sessions.
One or two or four successful agile projects does not make a successful Agile Enterprise. Project governance to production support to project management issues can impede an organization successfully completing agile projects from becoming a successful Agile Enterprise. Agile integration, one of the subject areas of this workshop focuses on six key areas in which agile concepts and practices must be integrated into the enterprise: organization, process, culture, governance, alignment, and performance.
Many organizations, for example, attempt to become agile but then fail to understand the need to change how they measure performance. The old Iron Triangle of traditional project management (scope, schedule, cost) needs to be replaced by a new agile triangle—the Gold Triangle.
Other topics covered in this workshop include: scaling agile to large projects, the prevalent mis-management of self-organizing teams, planning for what you know and scanning for what you don’t, a review of agile principles—both the Agile Manifesto for Software Development and the Declaration of Inter-dependence for Project Leadership (Jim Highsmith was a co-author of both), Zen and the art of software quality, and defining what the front-end of a project should look like.
Method Used
Extensive discussion, some lectures and exercises.
