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Learn to lead large, complex enterprise-level projects and to lead enterprise-level Agile transformations that are well-aligned with a company's business!
This course is designed to provide senior-level project and program managers with a deeper understanding of advanced topics related to enterprise-level Agile Project Management principles and practices in order to put in place the right people, process, and tools to lead high-performance, enterprise-level projects and programs for a business or to play a leadership role in an enterprise-level Agile transformation.
Many Agile practices were designed around simple, small, single-team Agile projects and scaling Agile to an enterprise level can be difficult. This lecture is one of two lectures that will go into the different considerations required to scale Agile to an enterprise level. This lecture is focused on differences in Agile implementation practices that may be encountered at an enterprise level.
Many Agile practices were designed around simple, small, single-team Agile projects and scaling Agile to an enterprise level can be difficult. This lecture is the second of two lectures that will go into the different considerations required to scale Agile to an enterprise level. This lecture is focused on the Agile Manifesto valeus and principles and how those values and principles may need to be interpreted somewhat differently in the context of an enterprise-level Agile implementation.
This quiz is a brief review of topics related to scaling Agile to an enterprise level
This is part 1 of 2 parts on scaling Scrum from a development perspective
This is part 2 of 2 parts on scaling Scrum from a development perspective
An effective system of project governance is essential to provide oversight over projects to ensure that they effectively fulfill customer needs and manage the company's business interests. This lecture is designed to help project managers understand how to develop and apply effective project governance systems.
This lesson shows an example of a Project Governance Model for a large, enterprise-level project.
Putting together a complete top-to-bottom enterprise-level Agile solution can be a very challenging task, especially when some of the pieces are not designed to fit together. To simplify the design of an enterprise-level Agile implementation, it is useful to have some predefined frameworks that can be modified to fit a given business environment, rather than having to start from scratch to design an overall management approach. Three frameworks are discussed in this lecture. This lesson is part 1 of 2 parts on this topic and will discuss two enterprise-level management frameworks: (1) the Managed Agile Development model developed by Chuck Cobb and (2) the Disciplined Agile Delivery model developed by Scott Ambler
This lesson is part 2 of 2 parts on this topic and will discuss the enterprise-level Agile Frameworks. This lesson is focused on the Scaled Agile Framework (SAFe) developed by Dean Lefffingwell
Ideally, all aspects of a business (people, process, systems, tools, etc.) should be well-aligned and well-integrated around a common objective of delivering value to the customers that the business is designed to serve. That should define the context for integrating an Agile Project Management approach with the business. The lesson includes a self-assessment tool in the supplementary materials to help you evaluate the effectiveness of your current alignment and how it might be impacted by an Agile Project Management approach.
This lecture contains a self-assessment tool that can be used to evaluate a company's value disciplines and alignment and how it might be impacted by an Agile Project Management implementation.
Before embarking on an enterprise-level Agile transformation, it's important to clearly define what you want to get out of it. This lesson is focused on the potential benefits of an Agile Project Management approach to help you better identify and prioritize exactly what you expect to get out of an Agile Project Management approach. The importance of the potential benefits could be different in each organization and the lesson includes a self-assessment tool in the supplementary materials to help you evaluate how important each of the benefits is to your organization.
This lecture contains a self-assessment tool that can be used to in order to better define and prioritize the expected benefits your company expects to receive from an Agile Project Management implementation.
This lesson is part 1 of 2 parts that provide a comparison of some of the management roles between a traditional management approach and what might be needed in a more Agile environment to help determine how an Agile development approach might impact your existing management structure so that you can choose an approach that is best suited to your business. This lesson is focused on project portfolio management.
This lesson is part 2 of 2 parts that provide a comparison of some of the management roles between a traditional management approach and what might be needed in a more Agile environment to help determine how an Agile development approach might impact your existing management structure so that you can choose an approach that is best suited to your business. This lesson is focused on project implementation management.
These case studies discuss some “not-so-successful” case studies of companies that had mixed results in implementing an Agile transformation as well as the successful implementation of a major enterprise-level Agile transformation at Valpak.
Change in any organization is inevitable, and an ability to effectively manage change is an essential element of success for any dynamic and growing business. Migration to a more Agile approach creates new imperatives for change that will put additional pressure on the need for business transformation. This lecture provides a project manager with an understanding of corporate culture and values and change management to enable leading enterprise-level change management initiatives.
Up to this point, we've talked about how an Agile Project Management approach would align with your company's business strategy and we've also focused on better defining the benefits you expect to get out of it. In this lesson, we're going to talk more about developing a more specific organizational implementation strategy. There are two major questions that we want to answer:
This lecture contains a planning tool that can be used to define an Agile Project Management implementation plan for your company.
In this lecture, we're going to summarize some of the topics we've discussed in previous lectures and talk about additional resources that are available to help you implement some of the ideas and the direction provided by this course.
Chuck Cobb is the author of the recent, best-selling book "The Project Manager's Guide to Mastering Agile" as well as four other books on Agile Project Management and Business Excellence and he is one of the most popular instructors on Udemy with over 20,000 students and over 400 5-star reviews and he has been a featured speaker at a number of PMI Chapter events, agile groups, universities, and PMO workshops throughout the US.
He has a very pragmatic, "real world" approach to Agile that is based on over 20 years of hands-on program/project management experience in a broad range of industries and application areas and he is passionate about helping project managers understand the convergence of Agile and traditional project management principles and practices.