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Planning and Managing Agile Projects

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This 3 day instructor-led Planning and Managing Agile Projects course aims at introducing its attendees to the core values, principles, and practices of Agile. This course is a more elaborate version of the Certified Scrum Master training as it discusses how to plan and manage Agile practices, not only those in Scrum. The course also goes into greater depth about all the roles and responsibilities on the team and not just the ScrumMaster and Product Owner roles.

The use of agile as an approach to managing projects has been increasing dramatically over the last several years. Gartner had predicted that by the end of 2012, agile development methods would be used on 80% of all software development projects. PMI`s research has shown that the use of agile has tripled from December 2008 to May 2012. Therefore, PMI has developed a new certificate called the Agile Certified Practitioner (ACP). The PMI-ACP is positioned to recognize and validate knowledge of this important approach.

The course outline is aligned with the PMI Agile Certified Practitioner (PMI-ACP) certification credential that we anticipate will become a worldwide accepted standard for best practices for Agile PM like the PMBOK Guide and PMP recognition is for PM.

Learn how to apply Agile to current projects: explore how your projects can easily and successfully make the transition to an effective Agile environment.

Course Overview:

Many of today`s Project Management and Business Analyst Professionals are finding themselves leading, managing and conducting analysis while on Agile development teams. We have found that many of the tools and techniques applied during a traditional project management approach no longer work as effectively, or at all. In order to do more than survive in this iterative development environment, today`s Project Managers and Business Analysts must employ additional project management and business analysis tools and techniques to effectively lead their teams and deliver projects successfully.

This course will explore how your projects can easily and successfully make the transition to an effective Agile environment.

Agile is an incremental, iterative framework for project management and software development – where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. This disciplined project management process involves:

  • A leadership philosophy that encourages teamwork, self-organization and accountability
  • A set of engineering best practices intended to allow for rapid delivery of high-quality software
  • A business approach that aligns development with customer needs and company goals.

Using a case study of their choice, participants learn how to plan and manage an Agile framework. Your role in an agile project will look much different as you form and coach a self-directed team, facilitate continuous collaboration with your clients, manage and deliver business value to your clients early and regularly throughout the project.

Learning Objectives:

  • Plan, manage and close requirements for a project in reduced time using Agile practices
  • Minimize project uncertainty and risk by applying Agile principles
  • Ensure your project delivers required functionality and adds value to the business
  • Create an environment of self-management for your team so that they will be able to continuously align the delivered product with desired business needs, easily adapting to changing requirements throughout the process.
  • Learn how to apply Agile by measuring and evaluating status based on the undeniable truth of working, testing software, creating a more accurate visibility into the actual progress of projects.


Section 1 Introduction – Fundamentals of Agility


Section Learning Objectives

Exercise 1a – Waterfall – Lean – Agile Simulation

  • Simulation 1 – Waterfall
  • Simulation 2 - Lean
  • Simulation 3 – Agile

What is Agile?
The Agile Manifesto – Statement of Values
The Agile Way
Agile Principles

Exercise 1b - Review the Scrum terms and Concepts Cheat Sheet

High Level Agile Scrum Framework
Scrum Roles – High Level
Agile Product Life Cycle (Scrum)
Agile Scrum in Less than 100 words
Waterfall vs. Agile

Exercise 1c - Challenges to Building End-to-end Systems

Introducing Agile Scrum to the Organization

Section Summary and Conclusions

Section 2 Value Driven Delivery – Identify Case study and Agile Team

Section Learning Objectives

Value-Driven Development
Agile Scrum Characteristic
Application Lifecycle Management

Exercise 2a: Select the Case Study

Assemble the Agile Team
Committed and Non-Committed
Product Owner
Who is the Product Owner
Identify the Product Owner
Role of the Product Owner

Exercise 2b: Select the Product Owner

Build the Scrum Team
The Scrum Master
The Committed Team
Team Collaboration
Redefine Traditional Roles

Exercise 2c: Agile PM and BA
Exercise 2d: Build the Scrum Team

Contrast with Waterfall

Section Summary and Conclusions

Section 3 Stakeholder Engagement – Envision the Product

Section Learning Objectives

Exercise 3a: Review Agile Checklist

Stakeholder Engagement
Stakeholder Needs
Stakeholder Involvement
Stakeholder Expectations
Business Motivation Model
Product Envisioning – An Agile Best Practice
Envision Current Operations
Envision the Product
Product Vision and Scope
Articulate Business Functionality
Articulate Technical Functionality

Exercise 3b: Product Vision – Goals, Strategies, and Stakeholders

Agile Realization

Section Summary and Conclusions

Exercise 3c – Post-Session Activity: Conduct a Review and Retrospective

Section 4 the Agile Product Development Life Cycle – Release Planning

Section Learning Objectives

Exercise 4a: Adapting to a Change-Driven Project Plan

Initiate an Agile Project
Planning in the Agile Product Development Life Cycle
Initial Release Plan
Planning Releases – Levels of Planning
Product-Level Planning
Prioritize Releases
Group Initial Product Backlog Items

Exercise 4b: Create Release Plan

Section Summary and Conclusions

Section 5 – Coarse-Grain and Time-Boxed Iterations

Section Learning Objectives

Embrace high-Level Vision and Release Plan
Develop the Product Backlog
Guidelines for the Product Backlog
Establish Decision and Acceptance Criteria for User Stories

Exercise 5a: Decompose Business Functionality

Estimate Complexity Using Story Points
Coarse-Grain Estimates
Planning Poker (Also Scrum Poker)

Exercise 5b: Estimate Complexity (Coarse-Grain)

Agile (Scrum) is Time-Boxed
Project Time-Boxed Considerations
Establish Core Hours
Team Velocity
Project Time-Box

Exercise 5c: Establish Project Time-Box

Section Summary and Conclusions

Section 6 – Plan the Iteration (Part 1)

Section Learning Objectives

Sprint Planning
Sequential vs. Iterative Development
Iteration planning in context of Agile Unified Process
Iteration Planning in Context of Business Analysis

Exercise 6a: Sprint ‘Zero` Activities

Master Test
Backlog Accuracy
1st Half of Sprint Planning Meeting
Sprint Goal and Scope
Sprint Goal Statements
Identify PBIs (Product Backlog Items) for the Sprint
Prioritize User Stories
User Stories - Start Dialog with Committed Team
Story Size and Sprint Capacity

Exercise 6b: Confirm and Refine high-Priority Product Backlog Items

Section Summary and Conclusions

Section 7 – Plan the Iteration (Part II)

Section Learning Objectives

2nd Half of Sprint Planning Meeting
Example of Detail Sprint Planning
Story Size and Task Size
Estimate Relative Effort (Fine Grain)
Planning Poker with Ideal Days
Sprint Backlog Example

Exercise 7a: Identify and Estimate Sprint Backlog Tasks

Commit Backlog Items to the Sprint
Committing to the Sprint Backlog Alternate Approach
Finalize the Sprint Plan

Exercise 7b: Commit to Sprint Plan

Section Summary and Conclusions

Exercise 7c: Post-Session Activity: Conduct a Review and Retrospective

Section 8 – Tools and Techniques for Managing Scrums

Section Learning Objectives

Manage the Scrum
Information Radiators
Manage the Sprint Backlog – Key Points
Communicate Project Status
Daily Scrum Meeting
Scrum Task Board
Example #2 – Scrum Task Board
Examples of Task Board Applications
Burndown Chart
Sprint Burndown Chart Example
Product/Release Burndown Chart

Exercise 8b: Create Information Radiators

Section Summary and Conclusions

Section 9 – Running the Sprint – Discovering and Satisfying Requirements

Section Learning Objectives
Paradigm Shift in Requirements
Select ‘Next Priority` Task
Elaborate Requirements Details
Facilitate Team Activities
Validate Agile Requirements
Agile Non-Functional Requirements
Create Test Scenarios and Test Cases from User Stories
Gaining Customer Acceptance
Challenges and Opportunities in a Distributed Environment
Managing Scrums with Daily Stand-Up
Daily Scrum Rules
Review: Committed vs. Non-Committed
Removing Impediments to Progress
No outside Changes during a Sprint
Authority to Change Sprint Backlog
Techniques to Manage Change during Sprint

Exercise 9b: Hold Daily Scrum and Update Task Board

Section Summary and Conclusions

Section 10 – Sprint Review and Retrospective

Section Learning Objectives

Traditional Acceptance and Sign-Off

Exercise 10a: Discuss Iteration Review Checklist

Sprint Review: Working Product is Showing Progress
Prepare for Sprint Review
Verify vs. Validate
Organizational Readiness
Definition of Done (DoD)
Update the Product Backlog
Input for the Next Sprint

Exercise 10b: Conduct a Sprint Review

Sprint Retrospective
Key Process Indicators
Continuous Improvement
Measuring PDLC (Program Development Life Cycle) Maturity
Sprint Retrospective Guidelines

Exercise 10c: Conduct a Sprint Retrospective
Exercise 10d: Pop Quiz!

Section Summary and Conclusions

Section 11 – Issues with Introducing Agile, Scaling Projects and Boosting Performance

Section Learning Objectives

Waterfall Cultural Roots
Agile Value Proposition
Is the Organization Ready for Agile? Preconditions
Scaling with Larger Teams
The Dangers of Agile Scrum
Begin with Stakeholder Engagement
Agile Certified Professional

Exercise 11a: Review Transitioning Issues
Exercise 11b: Conduct a Review and Retrospective

Section Summary and Conclusions

Module 12 – Wrap Up and Additional Information

Course Learning Objectives Summary
Agile Product Life Cycle (Scrum)
Daily Agendas
Daily Agendas
Agile Reading List
Useful Books on Agile
Useful Books on Agile (Continued)

Case Study #1 - Proposed Project: Competition to create a universal Apple Application for the iPad, iPod, and iPhone

Project Background
Project Goals and Objectives
Project Critical Success Factor
Roles and Responsibilities


No prerequisites - This course is suitable for both novice and experienced professionals who need to manage and implement a project. It is recommended that participants have a basic understanding of project management and business processes and business analysis. Those interested in the PMI ACP certification should have at least 1500 hours Agile project experience and preferably be a certified PMP or have an addition 2000 hours general project management experience to qualify for the PMI-ACPexam.



It is appropriate for Managers, Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators.


3 Days Course

Class Dates

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MAX Educ. Savings
21 PDU's
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