All Brands >
Agile > Foundation Certificate in Agile Practice
CMDBID: 59036 | Course Code: | Duration: 3 Days
Overview>
This course has been independently developed but follows the BCS Agile Foundation syllabus. Course fees do not include the BCS examination which may be taken at any PearsonVUE testing centre. At the end of the course, participants will be able to:
Recall the origins of Agile methods.
Understand and apply the core values and principles of Agile methods.
Know the difference between the defined process and the empirical processes used in Agile.
Explain the issues identified in the traditional / waterfall approach.
Recognise myths that are often attributed with Agile practices.
Know the different approaches to the empirical model for improvement and change.
Explain the business culture and the economic case required for Agile.
Understand the implication of Agile practices on individuals, teams and businesses.
Explain the way in which we engage customers into an Agile project.
Know how we respond to change in an Agile project.
Describe the common Agile roles, techniques and practices.
Audience>
Anyone requiring an understanding of Agile, or who works in an Agile environment, including software testers, developers, product owners as well as managers wanting to understand the value of Agile practices.
Prerequisites>
None.
Outline>
The Agile Manifesto
4 Values.
12 Principles.
Rationale and Benefits of Agile
History of Agile.
Empirical and defined processes.
The pillars of the empirical process.
The waterfall approach.
The iron triangle of project constraints.
Working with uncertainty and volatility.
Agile myths.
Empirical models for improvement and change.
Business culture and Agile.
The economic case for Agile.
The lifecycle of product development.
Individuals and Their Interactions Over Processes and Tools
Motivated and talented individuals.
Emergent design from self-organising teams.
Working Systems Over Comprehensive Documentation
Satisfy the customer with continuous delivery of value.
Deliver working systems frequently.
Working systems as a measure of progress.
Technical excellence and good design.
Customer Collaboration Over Contract Negotiations
Business people and developers must work together.
Face-to-face communications.
Reflect and adjust regularly.
Responding to Change Over Following a Plan
Embrace change.
Sustainable pace.
Simplicity – the art of maximising the amount of work not done.
Common Agile Roles
The role of the customer.
The role of the team.
The role of the agile leader.
The role of stakeholders.
The agile mindset.
Common Agile Techniques
User stories.
Acceptance criteria and scenarios.
Moscow prioritisation.
Estimation using story points.
Agile quality assurance and testing.
Common Agile Practices
Short feedback loops.
Focus on quality.
Emergent documentation.
Visual boards.
Team synchronisation meeting.
Show and tells.
Retrospectives.
Continuous improvement.
Relevant Methods and Approaches for Agile Teams
Scrum.
XP.
DSDM Atern.
Kanban.
Lean.
Lean Startup.
Our Clients
Our clients have included prestigious national organisations such as Oxford University Press, multi-national private corporations such as JP Morgan and HSBC, as well
as public sector institutions such as the Department of Defence and the Department of Health.
