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AGL310: Planning and Managing Agile Projects

$2,195 Interface Gold™

  • 3 Days
  • Replay recordings not included due to content licensing
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Course Description

This 3-day course aims at introducing its attendees to the core values, principles, and practices of Agile. This course is a more elaborate version of the Certified Scrum Master training as it discusses how to plan and manage Agile practices, not only those in Scrum. The course also goes into greater depth about all the roles and responsibilities on the team and not just the ScrumMaster and Product Owner roles.

The use of agile as an approach to managing projects has been increasing dramatically over the last several years. Gartner predicts that by the end of 2012, agile development methods will be used on 80% of all software development projects. PMI’s research has shown that the use of agile has tripled from December 2008 to May 2012. Therefore, PMI has developed a new certificate called the Agile Certified Practitioner (ACP). The PMI-ACP is positioned to recognize and validate knowledge of this important approach.

The course outline is aligned with the new PMI Agile Certified Practitioner (PMI-ACP) certification credential that we anticipate will become a worldwide accepted standard for best practices for Agile PM like the PMBOK Guide and PMP recognition is for PM.

Many of today’s Project Management and Business Analyst Professionals are finding themselves leading, managing and conducting analysis while on Agile development teams. We have found that many of the tools and techniques applied during a traditional project management approach no longer work as effectively, or at all. In order to do more than survive in this iterative development environment, today’s Project Managers and Business Analysts must employ additional project management and business analysis tools and techniques to effectively lead their teams and deliver projects successfully.

This course will explore how your projects can easily and successfully make the transition to an effective Agile environment.

Agile is an incremental, iterative framework for project management and software development – where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. This disciplined project management process involves:

  • A leadership philosophy that encourages teamwork, self-organization and accountability
  • A set of engineering best practices intended to allow for rapid delivery of high-quality software
  • A business approach that aligns development with customer needs and company goals.

Using a case study of their choice, participants learn how to plan and manage an Agile framework. Your role in an agile project will look much different as you form and coach a self-directed team, facilitate continuous collaboration with your clients, manage and deliver business value to your clients early and regularly throughout the project.



Section 1 introduction – Fundamentals of Agility

Section learning objectives

  • Exercise 1a – Waterfall – Lean – Agile simulation
  • Simulation 1 - Waterfall
  • Simulation 2 - Lean
  • Simulation 3 - Agile


What is Agile?

The Agile manifesto – Statement of values the Agile way

Agile principles

  • Exercise 1b: Review the Scrum terms and concepts cheat sheet

High level Agile Scrum Framework

Scrum roles – High level

Agile Product Life Cycle (Scrum)

  • Agile Scrum in less than 100 words

Waterfall vs. Agile

  • Exercise 1c: Challenges to building end-to-end systems

Introducing Agile Scrum to the organization section summary and conclusions


Section 2 Value Driven Delivery – Identify case study and Agile team

Section learning objectives value-driven development Agile Scrum characteristic

Application lifecycle management

  • Exercise 2a: Select the case study

Assemble the Agile team committed and non-committed product owner

Who is the product owner identify the product owner role of the product owner

  • Exercise 2b: Select the product owner

Build the Scrum team the Scrum Master the committed team team collaboration

Redefine traditional roles

  • Exercise 2c: Agile PM and BA
  • Exercise 2d: Build the Scrum team

Contrast with Waterfall

Section summary and conclusions


Section 3 Stakeholder Engagement – Envision the Product

Section learning objectives

  • Exercise 3a: Review Agile checklist

Stakeholder engagement

Stakeholder needs stakeholder involvement

Stakeholder expectations business motivation model

Product envisioning – an Agile best practice envision current operations

Envision the product

Product vision and scope

Articulate business functionality articulate technical functionality

  • Exercise 3b: product vision – goals, strategies, and stakeholders

Agile realization

Section summary and conclusions

  • Exercise 3c – post-session activity: conduct a review and retrospective


Section 4 the Agile product development Life-Cycle and Release planning

Section learning objectives

  • Exercise 4a: Adapting to a change-driven project plan

Initiate an Agile project

Planning in the Agile product development life-cycle initial release plan

Planning releases – levels of planning product-level planning

Prioritize releases

Group initial product backlog items

  • Exercise 4b: Create release plan

Section summary and conclusions


Section 5 – Coarse-grain and Time-Boxed iterations

Section learning objectives

Embrace high-level vision and release plan develop the product backlog

Guidelines for the product backlog

Establish decision and acceptance criteria for user stories

  • Exercise 5a: Decompose business functionality

Estimate complexity using story points coarse-grain estimates

Planning Poker (also Scrum Poker)

  • Exercise 5b: Estimate complexity (coarse-grain)

Agile (Scrum) is time-boxed project time-boxed considerations establish core hours

Team velocity project time-box

  • Exercise 5c: Establish project time-box

Section summary and conclusions


Section 6 – Plan the Iteration (Part 1)

Section learning objectives sprint planning

Sequential vs. Iterative development

Iteration planning in context of agile unified process iteration planning in context of business analysis

  • Exercise 6a: Sprint ‘Zero’ activities


Master test

Backlog accuracy

1st half of sprint planning meeting sprint goal and scope

Sprint goal statements

Identify pbis (product backlog items) for the sprint prioritize user stories

User stories - start dialog with committed team story size and sprint capacity

  • Exercise 6b: Confirm and refine high-priority product backlog items

Section summary and conclusions


Section 7 – Plan the Iteration (Part II)

Section learning objectives

2nd half of sprint planning meeting

Example of detail sprint planning

Story size and task size

Estimate relative effort (fine grain)

Planning poker with ideal days

Sprint backlog example

  • Exercise 7a: Identify and estimate Sprint Backlog Tasks

Commit backlog items to the sprint

Committing to the sprint backlog alternate approach finalize the sprint plan

  • Exercise 7b: Commit to Sprint Plan

Section summary and conclusions

  • Exercise 7c: Post-session activity: conduct a review and retrospective


Section 8 – Tools and Techniques for Managing Scrums

Section learning objectives

Manage the scrum

Information radiators

Manage the sprint backlog – Key points

Communicate project status

Daily scrum meeting

Scrum task board

  • Example #2 – scrum task board
  • Examples of task board applications

Burndown chart

Sprint burndown chart example product/release burndown chart

  • Exercise 8b: create information radiators

Section summary and conclusions


Section 9 – Running the Sprint – Discovering and Satisfying Requirements

Section learning objectives

Paradigm shift in requirements

Select ‘next priority’ task

Elaborate requirements details

Facilitate team activities

Validate Agile requirements

Agile non-functional requirements

Create test scenarios and test cases from user stories

Gaining customer acceptance

Challenges and opportunities in a distributed environment

Managing scrums with daily stand-up

Daily scrum rules

  • Review: committed vs. Non-committed removing impediments to progress

No outside changes during a Sprint

Authority to change sprint backlog

Techniques to manage change during sprint

  • Exercise 9b: hold daily scrum and update task board

Section summary and conclusions


Section 10 – Sprint review and retrospective

Section learning objectives

Traditional acceptance and sign-off

  • Exercise 10a: discuss iteration review checklist

Sprint review: working product is showing progress prepare for sprint review

Verify vs. Validate

Organizational readiness

Definition of Done (DoD)

Update the product backlog

Input for the next Sprint

  • Exercise 10b: conduct a sprint review

Sprint retrospective key process indicators

Continuous improvement

Measuring PDLCc (Program Development Life Cycle) maturity

Sprint retrospective guidelines

  • Exercise 10c: conduct a sprint retrospective exercise 10d: pop quiz!

Section summary and conclusions


Section 11 – Issues with Introducing Agile, scaling projects and boosting performance

Section learning objectives

Waterfall cultural roots

Agile value proposition

Is the organization ready for Agile?

Preconditions scaling with larger teams

The dangers of Agile Scrum

Begin with stakeholder engagement

Agile Certified Professional

  • Exercise 11a: review transitioning issues

Section summary and conclusions

Exercise 11b: Conduct a review and retrospective


Module 12 – Wrap up and Additional Information

Course learning objectives Summary

Agile Product Life Cycle (Scrum)

Daily agendas

Agile reading list

Useful books on agile

Useful books on agile (continued)




Case study #1 - Proposed project: Competition to create a universal apple application for the iPad, iPod, and iPhone

Project background

Project goals and objectives

Project critical success factor

Roles and responsibilities


This course is intended for Managers, Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators.


No prerequisites - This course is suitable for both novice and experienced professionals who need to manage and implement a project. It is recommended that participants have a basic understanding of project management and business processes and business analysis. Those interested in the PMI ACP certification should have at least 1500 hours Agile project experience and preferably be a certified PMP or have an addition 2000 hours general project management experience to qualify for the PMI-ACP exam.

What You Will Learn

After attending this course, students will be able to:

  • Plan, manage and close requirements for a project in reduced time using Agile practices
  • Minimize project uncertainty and risk by applying Agile principles
  • Ensure your project delivers required functionality and adds value to the business
  • Create an environment of self-management for your team so that they will be able to continuously align the delivered product with desired business needs, easily adapting to changing requirements throughout the process.
  • Learn how to apply Agile by measuring and evaluating status based on the undeniable truth of working, testing software, creating a more accurate visibility into the actual progress of projects.

Student Comments (10)

Comments about the Instructor
February 14, 2018 | AGL310 Student
Comments about the Instructor
"Fantastic the days flew by. Vince was very knowledgeable, patient, and took the time to address all questions that came up (and there were a lot)"
February 14, 2018 | AGL310 Student
Comments about the Courseware
"I really appreciated having the slides to write on to go with the lecture. I made lots of notes."
February 14, 2018 | AGL310 Student
Comments about the Instructor
"The instructor is really amazing! I wish there was a higher rating than 9 that I could select for him. He's outstanding at what he does!"
February 9, 2018 | AGL310 Student
Comments about the Instructor
"Vince kept everyone engaged and answered questions very well."
May 10, 2017 | AGL310 Student
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