Duration: 2 Days
In the the Section 804 National Defense Authorization Act (NDAA) for 2010, the Federal Government mandated that IT acquisition and development processes must drastically increase their effectiveness and efficiency. To achieve this, many government agencies and contractors began to apply an Agile approach to the development and delivery of their IT software and services.
In this foundational course, you will learn to effectively apply Agile in the government space and to navigate the challenges of process requirements specific to government organizations. You will gain an understanding of what Agile is and how it can be used effectively in your government environment.
What You Will Learn
- Agile principles, why they
are important, and how they map to the Federal mandates
- Agile approach and its benefits for government agencies and programs
- Agile value
- Apply an agile
approve to satisfy earned value management (EVM) project/process requirements
- Measure progress
- Develop incremental planning on your projects that eliminate waste
- Apply strategies to build empowered, collaborative teams
- Integrate continuous testing with software development practices to improve
project quality
- Five
levels of Agile planning
- Common Agile pitfalls and how to avoid them
Audience
- Anyone considering the use of an Agile methodology or software development in a
government environment
- Project managers
- Analysts
- Developers
- Programmers
- Testers
- IT managers
- Software engineers
and architects
Prerequistes
Course Outline
1. Agile in the Government
- Why Agile? Why now?
- Government Mandate for Improved Procurement and Delivery Efficiency
- Agile
Methods
- Agile Benefits
- Agile Teams
2. Agile Basics
- User
Roles and Personas
- User Stories
- Acceptance Criteria
- Prioritization
Techniques
- Relative Estimating
- Iterative Approach
- Aligning the
Government Project Language to the Unique Language of Agile
- Contemporary
Approach to the Contract Language of Government Projects
3.
Agile Government Process Framework
- Vision
- High-level Vision Ensuring the
Core Capabilities of the Product will be Maintained
- Roadmap
- Chart the Long Term View of Your Project
- Release
- Communicate Delivery Dates and Maintain Adherence to the Constraint
- Iteration/Sprint
- Short Term Planning for the Next Two to
Four Weeks
- Daily
- Forum Used to Ensure the Team is on
Schedule and Obstacles are Addressed
- Bringing it All Together
- Five Levels of Agile Planning Work Together to Ensure On-Time and On-Budget
Delivery
4. Communication
- Transparency
- Main Path Communication
- Creating Collaboration
- Beyond the
Team
5. Agile Approach
- Build a Risk Mitigation
Strategy to Prevent Common Problems
- Agile Best Practices in the Government
Environment.
- Agile Tools
- Common Agile Myths
- MYTH: Agile is
Undisciplined, Comprised of 'Cowboy Coders'
- MYTH: Agile is Nothing but
'Galloping Scope Creep'
- MYTH: Agile Does Not Respect Documentation
Requirements of My Industry or Organization
- MYTH: My Job is Going to be
Eliminated
- MYTH: Agile Does Not Scale for Larger Projects
- MYTH: Agile
Sounds Great, but it Can't Work for My Company, We Are Unique
- MYTH: My Team
Would Never be Able to Self-Organize, They Are Too Disorganized
- MYTH: Resources or Management with No Desire to Expose 'Bad Wiring' and/or Fix
the Broken Processes
- What's in it for Me? (WIIFM) Syndrome
- Steps You
Should Take to Put into Practice
Exercises:
Exercise 1: Forming the
Agile Team
- Explore the
unique factors of Agile teams and recognize the key factors for success
Exercise 2: Write user stories
- Prioritize their backlog and estimating the size of each of their requirements
Exercise 3: Building Cadence
- Team members must know what to expect repeatedly and consistently
Exercise 4:
Build a Clear Plan
- Determine what you can do to build upon the foundation
Course Labs
