Group items tagged

an additional day or so of training for specialized roles of Product Owner, Project/Release Manager, and Agile/Scrum Master

All other executives and managers are invited to attend an overview course on scaling software agility

Agile for Teams –Essential, team-based training in a two day workshop

philosophy, principles, and benefits of agility, agile methods, iterative and release framework, roles, agile technical practices, and agile management practices (Scrum)

Agile Release and Project Management at Enterprise Scale – For Project Managers, Release Managers, Program and Portfolio Managers who have responsibility for helping deliver the product(s) to the marketplace. Topics include differences between traditional and agile product management, iteration framework, multi-level release planning and tracking, the agile release train, planning and executing the release planning event, and measuring enterprise progress.

Agile Product Owner in the Enterprise – For team-based product owners/candidates who will become responsible for backlog management, story writing, and iteration and release planning, and who will also be involved in the planning and coordination of larger scale software systems of systems built by teams of teams.

The Agile Master In The Enterprise – For potential agile team leads/future Scrum Masters who will be coaching agile teams and who will interact with other teams as well. Topics include: process facilitation, enterprise agility, mastering the iteration, team roles, release planning and tracking, agile leadership, empowerment and conflict management, and integration Scrums.

Agile Product Manager in the Enterprise – For enterprise product managers with product, product line, portfolio and business unit responsibilities. Topics include: what’s so different about agile, backlog and prioritization, relationship to product owners, PM’s role in release planning and management, visioning and the product roadmap.

Scaling Software Agility – Best Practices for Large Enterprises – For executives and key stakeholders in support, distribution, quality, internal IT, HR and all others whose roles will be impacted by the substantive changes that enterprise agile engenders. Part I – overview of agility highlighting lessons learned from the most common and effective agile methods Part II – seven team best practices of agility that natively scale to the enterprise level Part III – seven organizational capabilities that companies can master to achieve the full benefits of enterprise scale agility

The team member doesn’t need a CSM course, but he does need to know how to work in an agile environment.

what are the engineering practices need to support agile development? I’ve found that if developers only have their existing tools and practices, then they will continue to specify and develop waterfall-style within the sprints.

- (1) Provides organizational vision- (2) Removes impediments- (3) Assists with individual development- (4) Challenges team beyond mediocrity while respecting team boundaries- Helps individuals without sucking the responsibility out of the team- Balances observer and contributor roles- Gives individuals tools to be a great team member- Coaches teams through conflict resolution- Advocates for continuous improvement for teams and the organization at large- Buys things for the team (manages budget)- Provides the right environment- Manages portfolio of projects

1. Providing organizational vision: Often teams flail because there is no vision 'from on high'. Having this vision is important for team members to be able to relate their daily actions.

manager's role in this process to remove escalated impediments from the team(s).

provide strategic vision, business strategy, and resources

3. Assists with individual development: We all have managers who mentor us in professional and sometimes personal growth. We felt that this is an important role for the manager to continue to play. Not all scrummasters have the authority or expertise to help in this regard.

a manager role would be like a 'ScrumMaster on steriods'- a person whose job it is to remove all escalated impediments for the team, take care of external stuff to the team, lead the team by challenging it, and assists direct reports with individual development and other HR-related challenges.

CMMI Level 5 Requirement 2.4.10 Review the activities, status, and results of the Agile Methods with higher level management and resolve issues (GP2.10)

ensure that higher level management has appropriate visibility into the project activities.

The principle of self-managed teams would say "let them be; let them find their own way." A principle of leadership, however, is to challenge teams. We discussed the fine line between challenging teams and taking away their ability to self-manage.

Jens Ostergaard