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Learn how to develop a high-impact Agile Project Management approach that is well-integrated with your business environment!
In many areas, “Agile" is becoming a hot new buzz word and everyone wants to jump on the “Agile bandwagon" without necessarily fully understanding why they're getting into it and exactly what they expect to get out of it. Many companies also make the mistake of assuming that whatever is good for the development process is good for the business as a whole and that is not necessarily the case.
While Agile has huge potential benefits for a business, it's important to not get carried away with some of the hype that exists about Agile and develop an objective understanding of its benefits and limitations to know how and when to apply it successfully. The right approach is to not necessarily to just implement Agile for the sake of becoming Agile; but figure out how it's going to help your business and what problems it will solve. The typical questions and challenges this poses for business managers and executives are:
This course will help you answer those questions and includes assessment tools and planning tools to help you develop a very effective Agile Project Management approach that is very well-aligned with your business.
When people talk about "Agile", they often talk about it as the opposite of "Waterfall". That can be a very polarizing and misleading comparison because the terms "Agile and "Waterfall" are often used very loosely in common practice. Those terms imply that there is a discrete, binary alternative between "Agile" and "Waterfall" when that is not really the case. There is a range of different methodologies that might be called "Agile" and "Waterfall" in common practice.
This lecture is provided background information to help you develop a clear objective understanding of what it means (or doesn't mean) when people talk about "Agile versus Waterfall". It will help you see those two approaches as complementary rather than competitive approaches that each have pro's and con's in a given situation and it will help you see this comparison in a much broader perspective as "Adaptive versus Plan-driven" which is a much more accurate and objective way of viewing this perceived conflict of methodologies.
This quiz is designed to test your understanding of the topics discussed in the "Agile versus Waterfall" lesson
There are many popular stereotypes and misconceptions that exist about both Agile and traditional plan-driven project management that can have a significant impact on a business. To transform a business, we need to get past many of these stereotypes and misconceptions in order to see these approaches objectively.
This quiz is designed to test your understanding of the topics in the lecture on "Popular Stereotypes and Misconceptions"
It's important to understand some of the fundamental differences in an Agile Project Management approach in order to understand their impact on the organization.
This quiz is a brief review of topics covered in "What's Really Different About Agile Project Management?"
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 differences in Agile implementation practices that may be encountered at an enterprise level.
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 discusses 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:
What does the end-state look like?
How do we get there?
The lesson includes a document to help you define an implementation strategy to fit your organization
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.
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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.