Traditional development processes often lead to team frustration and poor results. Agile offers a different approach to managing the complexity of software development. This course focuses on the day-to-day jobs of running a software development program and how leading agile methodologies (Scrum, XP, kanban) can help you do them better.
From transitioning a team to agile to running sprints to managing stakeholders, this course gives you the skills you need to manage an agile team in your specific operating environment.
We'll show you how to:
- Think through and focus on the most important aspects of your projects and sprints
- Facilitate your team’s initial and ongoing adoption of the specific agile practices that work for you
- Anchor your outcomes and success criteria in durable ideas about what makes for valuable products
- Support your team's transition from traditional approaches to agile
- Create an agile-friendly environment across functional disciplines
- Identify and manage outside stakeholder needs
As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122)
This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.
The Agile Team This week we’ll introduce the four major jobs of software development and help you think through where to focus on each of them for successful outcomes. Then we’ll step through the leading agile methodologies--Scrum, XP, and kanban. You’ll finish the week with a deeper understanding of how to pair your project’s most important facets with the best of what agile has to offer.
Learning and Deciding One of the major promises of agile is to manage the complexities of software development for the best possible outcomes and working environments. Part and parcel of that is strong interdisciplinary collaboration paired with lightweight self-organizing management practices. This week, you’ll learn practical tactics from scrum and XP to promote faster learning and smarter decisions, and how you can use kanban to improve your workflow.
Building, Managing, and Introducing This week we’ll dive into the jobs of building software and the core management jobs in running an agile team. Agile--and XP in particular--offers a rich body of work on specific coding practices. We’ll step through a few of the most prominent and discuss key linkages with the other concepts and practices you’ve learned. On the job of managing, we’ll dive deeper into what that means and what works in an agile context. We’ll close with ideas and case studies for introducing (or reintroducing) agile to your organization.
Planning an Iteration Now that you’ve learned about the four jobs of software development, you’ll have a chance to think through how they relate to your work in this week’s peer-reviewed assignment. You’ll finish the course with a clear plan to accomplish the jobs of learning, deciding, building, and managing for your project.