Learn Agile controls that get work done with confidence by using true transparency (actuals not estimates) and continuous improvement to ensure your people, process, and products deliver valuable, working solutions.
The follow-on to this course series on “Advanced Scrum” is expected by the end of Summer 2020.
Agile provides greater opportunities for control and risk management and offers unique benefits that traditional methods miss. As a project manager or program manager the emphasis should always be on delivering value and benefits. With complex projects these demand increase and knowing you've delivered value can be difficult for even those with years of project management experience. ****
However, in this course we'll cover the agile practices and management skills necessary to delivery value with certainty, such as: ****
Transparency with daily standup meetings discussing work status, risk, and pace.
How a clear definition of done drives acceptance by all key stakeholders.
Measuring performance and benefits of working solutions during project delivery.
Iteratively testing to gain authentic feedback on solution requirements and stability.
Regular retrospectives that drive continuous improvement into the team.
How agile project management ensures success and uniquely tackles business risk
Quality management principles to reduce project risk and technical debt
Manage and reduce interdependencies between project teams to scale programs at speed
Making the business case for agile contracts and how they ensure deliverables achieve business outcomes and objectives
In this course, you will learn how these levers of control far exceed traditional management methods of earned value management (EVM), which relies on estimates and no changes in scope. We'll discuss how the key to unlocking the control potential is to learn what to manage, and how to measure it. It's no longer just ensure the deliverables are delivered on-time and under-budget.
This shift to benefits management is in-line with how the PMBOK is changing to integrate program management concerns into project management with an emphasis on value and not just delivery of scope specifications. The Agile revolution requires program managers to embrace this type of continuing education to advance and grow in your project management career. ****
So how do programs ensure smooth project delivery? ****
This answer is bottoms-up with different controls at each level of management, separating the concerns between the program, the individual projects, and the team processes. For teams, it’s a focus on team velocity and how to ensure its measurement is useful for diagnosing internal and external ...
Your Instructor
I'm passionate about what works as both scientific principles and best practices in project and product management. Teaching is leading leaders, so my first goal is to engage with compelling reasons to change their thinking. Our shared goal is to empower their teams to delight customers while also serving the organization and society that supports them.
The first week of the control course examines the reason for controlling projects, why traditional controls such as Earned Value Management fail so often, and the three key components to any controlling process: value, constraints, and verification. Systems Engineering models are considered for their effectiveness in controlling, with an emphasis on the predominant controlling approach, the V-Model, and how it equivocates testing with development.
The second week examines how control is managed across the project lifecycle, with the three Ps of management: people, process, and product. Real-world approaches and tools are discussed for all three levers across varying staffing approaches, release and sprint processes for quality assurance, and the use of product-level tools for quality control.
The third week drives home the need to “begin with the end in mind” by closing User Stories incrementally using a Definition of Done that links the three Ps together across each sprint cycle (planning, execution, and control).
The final fourth week addresses controlling Agile processes at scale, from sampling and building intuition across Agile team ceremonies, to managing team decisions and performance, and even portfolios of projects using simplified metrics. The fourth week will also look at how to align portfolio and project management metrics to an organization’s strategy as a means of managing up the risks of being defunded or constrained by corporate policy.
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