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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.

Just because anybody can have more than one item in process doesn’t mean that everybody should have more than one item in process. A problem with our multitasking rule is that it locally optimizes with no consideration of the whole. An implicit total WIP limit of 6 is still more WIP than we should probably tolerate for our three workers. A limit of 4 of 5 total items in process at one time still allows for some multitasking exceptions, but disallows the obviously dysfunctional behavior of everybody carrying two items

The ready queue contains items that are pending from the backlog, but have high priority

Here we’ve broken down in-process into two states: specify and execute. Specify is about defining whatever criteria are necessary to determine when the work item can be considered complete. Execute is about doing the work necessary to bring that work item into a state which satisfies those criteria. We have split our previous WIP limit of 5 across these two states. Specify is considered to take less time in this case, so it is given a limit of 2. Execute consumes the remaining limit of 3. We might change this ratio as time goes on and our performance changes.

Adding the specify-complete column communicates to the team that a work item which was previously in the specify state is now ready to be pulled by anyone who wants to move it to the execute state. Work that is still in the specify state is not eligible to be pulled yet. If the owner of a ticket in the specify state wants to hand it off, he can put it in the complete buffer. If he doesn’t want to hand it off, he can move it directly into the execute state as long as capacity is available.

e will also need some agreement about what results to expect at each handoff. We can do that by defining some simple work standards or standard procedures for each state. These do not have to be complicated or exhaustive. Here, they are simple bullets or checklists drawn directly on the task board.

The next event we might consider for scheduling planning activities is the concept of an order point. An order point is an inventory level that triggers a process to order new materials. As we pull items from the backlog into the process, the backlog will diminish until the number of items remaining drops below the order point. When this happens, a notice goes out to the responsible parties to organize the next planning meeting. If our current backlog is 10, our throughput is 1/day, and we set an order point at 5, then this planning will happen about once a week.