Log On/Register  

855.838.5028

Agile Fundamentals: Scrum, Kanban, Lean and XP

Duration: 3 Days
Course Price: $2,650

Learn the importance of being Agile, the key aspects of value-driven development, adaptive planning techniques, and how to be collaborative with customers, clients, and teams. In this training course, you are introduced to several Agile methodologies to determine what will work best for your team. This course qualifies for the ICP certification (ICAgile Certified Professional) and 24 Scrum Alliance SEUs.

You Will Learn How To

  • Apply the values and principles of the Agile model for product development
  • Compare and contrast the most popular Agile approaches, including Scrum and Kanban
  • Recognize the cultural and mindset challenges of being fully successful with Agile
  • Create a strong focus on the delivery of customer value
  • Grow self-organizing teams that frequently deliver valuable, high-quality products

Learn the importance of being Agile, the key aspects of value-driven development, adaptive planning techniques, and how to be collaborative with customers, clients, and teams. In this training course, you are introduced to several Agile methodologies to determine what will work best for your team. This course qualifies for the ICP certification (ICAgile Certified Professional) and 24 Scrum Alliance SEUs.

You Will Learn How To

  • Apply the values and principles of the Agile model for product development
  • Compare and contrast the most popular Agile approaches, including Scrum and Kanban
  • Recognize the cultural and mindset challenges of being fully successful with Agile
  • Create a strong focus on the delivery of customer value
  • Grow self-organizing teams that frequently deliver valuable, high-quality products

Course Materials:

  • If you are primarily interested in Scrum and not what it means to be Agile, and all the ways to be Agile, we would strongly recommend taking one of the Scrum Alliance entry-level qualification courses instead:
    • Course 1813, Certified ScrumMaster® or
    • Course 1814, Certified Scrum Product Owner®
  • This course focuses on what it means to be Agile, and addresses several available opportunities to apply Agile tools.
  • This course is a gateway into Learning Tree's comprehensive training in Agile. As an introduction into many facets of Agile, the course gives all members of an organization a unified foundational understanding of the Agile mindset, and offers where to go for in-depth training, by specific job role.

Exam Information:

  • To obtain ICAgile certification, students will need to pass the end of class exam. Once notification of passing the exam has been received, contact Learning Tree's customer service to request registration with ICAgile.
  • To obtain Scrum Alliance Scrum Education Units (SEUs), students will need to pass the Learning Tree exam. Once notification of passing the exam has been received, contact Learning Tree's customer service to request registration with Scrum Alliance.

Introduction to Agile Values and Principles

  • Articulating Agile values and principles
  • Understanding the principles of Lean Thinking
  • Comparing Agile with traditional, master plan methods

Agile Approaches Compared

Scrum

  • Recognizing Scrum as a framework for self-managing teams
  • Locating Scrum in empirical process control theory
  • Revealing the mandatory roles, artifacts and events of the Scrum framework

Kanban

  • Identifying the link between Kanban and Lean’s focus on the removal of waste from the workflow
  • Seeing Kanban as a change management approach rather than as a method
  • Visualizing the workflow by designing a Kanban Board

eXtreme Programming (XP)

  • Explaining the core values of XP
  • Engineering software with XP’s core practices
  • Running a software development project using the XP process

Comparing and contrasting Scrum and XP with Kanban

  • Internalizing the differences between Scrum Boards and Kanban Boards
  • Time-boxing with Scrum and XP
  • Understanding why Scrum requires cross-functional teams while Kanban is neutral

Value Driven Delivery

Focusing on business value

  • Delivering business-valued functionality as a priority
  • Explicitly focusing on business value and product quality
  • Evolving requirements and solutions together throughout development

Iterative and Incremental Delivery

  • Delivering “early and often” for Return on Investment and feedback
  • Comparing Scrum and Kanban as “pull” systems
  • Classifying different types of requirement for value-driven planning

Fostering Self-Management within the Development Team

Mapping Roles and Responsibilities

  • Contrasting the Agile “Feature team” model with traditional “Component teams”
  • Shifting roles and responsibilities towards a self-managing team
  • Leading teams rather than managing tasks

Transitioning to self-management

  • Facilitating cross-functionality and team learning
  • Empowering the team to control their own development process
  • Navigating conflict so that it drives team behaviors in a positive direction

Growing Agile teams

  • Developing genuinely collaborative behaviors
  • Acquiring soft skills for servant leadership
  • Adapting coaching styles to the experience and maturity of the Agile team

Customer and User Involvement

Defining customers and Other Stakeholders

  • Regarding customers as individuals or groups who extract or generate business value
  • Viewing other stakeholders as people or groups who exert oversight or impose constraints
  • Prioritizing customers as the most important and relevant stakeholders

Involving Users

  • Understanding the different ways Scrum and XP teams interface with customers
  • Writing user stories to drive conversations with different classes of customer
  • Splitting user stories so that they fit into inspect-and-adapt cycles

Planning, Monitoring and Adapting with Agile

Planning for business value

  • Envisioning products to establish the “big picture”
  • Planning at release, iteration and daily levels
  • Coordinating work through information radiators

Monitoring Progress

  • Estimating effort with relative sizing units (e.g., story points)
  • Tracking progress by measuring velocity and/or cycle time
  • Holding reviews and retrospectives to adapt product and process

Removing Impediments

  • Recognizing impediments as opportunities for continuous improvement
  • Driving down technical debt with test automation, Test-Driven Development (TDD) and Continuous Integration
Learn More
Please type the letters below so we know you are not a robot (upper or lower case):