Many of today’s Project Management and Business Analyst Professionals are finding themselves leading, managing and analyzing on Agile development teams - only to find that many of the tools and techniques applied when using 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 Manager and Business Analyst must employ additional project management and business analysis tools and techniques to effectively lead their teams and deliver their projects.


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Learning Objectives

After completing this course, students will know how to:
Plan, manage and close requirements for software development project in reduced time using Agile Scrum practices
Minimize project uncertainty and risk by applying Agile principles through the Scrum method
Ensure your project delivers required functionality and adds value to the business
Create an environment of self-management for your software development team that will be able to continuously align the delivered software with desired business needs, easily adapting to changing requirements throughout the process
Learn how to apply Agile Scrum 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.

  • Introduction - Fundamentals of Agile

  • Why Agile?
    Exercise 1a- Waterfall-Lean-Agile Simulation
    History & Mindset- Understand how the agile approach arose.
    The Agile Lifecycle
    Introducing Agile to the organization
    Roles and Responsibilities on an Agile project team. Understand the purpose, the concepts, the theory, and some applications around the importance of people as individuals providing value through working in teams.
    Establishing core hours - How will the team work during a day?
    How to build end-to-end systems in early iterations
    Exercise 1b- How to build end-to-end systems in early iterations
    Planning and Managing Business Analysis Communication and Performance Agile and CMMI
    Exercise 1c- Case Study Project

  • Assembling the team - Scrum Roles

  • Value-Driven Development- Understand why agile development focuses so heavily on working products, its more general casting as 'value-driven' development, with incremental, iterative and risk-driven approaches. Themes, theory and applications.
    Exercise 2a- Identify the 'Product Owner'
    Identify Project Success Criteria
    Exercise 2b- Review the Scrum Cheat Sheet
    Establish your Agile team using RACI
    Exercise 2c- Build the Scrum Team

  • Define the Product and Project Vision

  • Envision the Product and Project outcomes
    Exercise 3a- Review Agile Checklist
    Project Chartering (Project Planning)
    Assemble the Agile project team - what are their responsibilities?
    Compile the Product Backlog (Coarse-Grain Requirements)
    Discuss how to Plan Sprints and Releases
    Exercise 3b- Product Vision - Goals and Strategies
    Establish the Project 'time-box'
    Exercise 3c- Create a Release Plan
    Embrace the High-Level (Coarse-Grain) Plan
    Managing different types of Personas on an Agile Project
    Identifying and managing 'Information Radiators'
    Planning in Agile Projects - Common practices that work
    Determine how the team will tracking and monitoring activities
    Exercise 3c- Establish the Project Time-box

  • Tools and Techniques - Building the Scrum Task board

  • Communications
    Exercise 4a- Discussion - Tools and Techniques for Scrum
    Planning, Monitoring and Adapting
    Scrum Task Board
    Exercise 4c- Create a Scrum Task board - Identify work streams
    Agile Estimating
    Agile Analysis and Design
    Burndown Chart
    Team Velocity
    Soft Skills Negotiation

  • Estimating ad Prioritizing Effort

  • Planning Releases. Understand the value, the concepts, the theory and some applications for learning and adapting at all levels and on all topics (the product, the process, the team, and the organization).
    Exercise 5a- Brainstorm Business Functionality
    Establishing decision and acceptance criteria for user stories
    Planning Poker
    Exercise 5b- Estimate Effort (Coarse-Grain)
    Prioritize themes and releases
    Prioritize user stories
    Exercise 5c- Confirm the Estimated Effort (Fine Grain)
    Estimating team velocity
    Preparing for change - Is the organization ready?
    Exercise 5d- Hold a daily Scrum and update the Scrum Task Board
    Exercise 5e- Conduct a Scrum or Scrums

  • Plan the Iteration (Sprint)

  • Sprint Zero activities
    Elements of a successful Sprint Planning meeting
    Create a Sprint Backlog
    How to create a task board
    Exercise 6a- Using the case study - Review Iteration Planning Checklist
    Create a Sprint plan - Establishing Sprint success metrics
    Exercise 6b- Discussion Sprint 'Zero' Activities
    Define the vision and Iteration Requirements
    Estimating the level of effort (LOE) with the team
    Creating user Stories for the Product Backlog -Guidelines to consider
    The art of slicing user stories
    Exercise 6c- Review the Sprint Plan
    Managing the Solution Scope and Requirements using 2-4 week Sprints
    Exercise 6d- Adapting a change-driven Project plan that works
    Adapting a change-driven (Agile) Project plan that works - what are the key differences from traditional (waterfall) project plans?
    Finalize the Iteration Plan and how the team will operate

  • Running the Sprint - from Planning to Review and Retrospective

  • Managing your Scrums and setting expectations with your team
    Exercise 7a- Using the case study - Review the Review Planning checklist
    Using Burndown charts to track progress
    Exercise 7b- Using the case study - Review the Review Retrospective checklist
    Manage changes during the Sprint - What questions to ask
    Prepare for the Sprint Review
    Exercise 7c- Review of roles - Quiz
    Obtain Customer Acceptance of the Product Increment
    Hold a Sprint Retrospective - What is working and what needs to be improved upon during the Sprints
    Update the product backlog - Rework the High-Level (Coarse-Grain) Plan
    Plan and Execute the next Sprint
    Create an environment for continuous improvement - Product, Process and People

  • Additional Information

  • Useful books and links on Agile


Executives, Project Managers, Business Analysts, Business and IT stakeholders working with analysts, Quality and process engineers, technicians, managers; supervisors, team leaders, and process operators; anyone who wants to improve their Business Analysis skills will benefit from this course.




There are no prerequisites for this course.


Length: 2.0 days (16 hours)


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