Visão Geral

Identifique os desafios que você enfrentará ao implementar uma abordagem Agile para desenvolvimento de software e, em seguida, planeje uma transição bem-sucedida da cascata ou de outras abordagens tradicionais de desenvolvimento de software!

Objetivo

Após concluir o Curso Transitioning from Waterfall to Agile, você será capaz de:

• Entenda as principais diferenças entre uma abordagem em cascata e uma abordagem ágil para desenvolvimento de software e, em seguida, identifique as áreas das quais você mais se beneficiará
• Identifique e elimine as práticas tradicionais que prejudicam o sucesso do seu projeto
• Aprenda as 5 medidas de facilitadores ágeis e mapeie sua implementação para práticas ágeis para o sucesso do projeto
• Descubra os problemas organizacionais que a maioria das empresas nunca descobre que tem e aprenda as técnicas ágeis que abordam essas deficiências
• Descubra como a transição para o Agile fornece melhores técnicas para gerenciar o valor e a qualidade de seus esforços de desenvolvimento de projetos e produtos
• Crie uma abordagem híbrida e personalizada para o desenvolvimento de software que leve em consideração os desafios e restrições exclusivos de sua empresa
• Descubra as armadilhas que as equipes encontrarão em uma transição Agile e entenda como superar esses desafios
• Estabelecer a base sobre a qual você pode construir uma equipe e uma organização de aprendizado

Publico Alvo

• Gerente de Desenvolvimento de Software
• Gerente de Projetos de Software
• Líder de equipe de software
• Especialista em Garantia de Qualidade
• Engenheiro de Processo
• Desenvolvedor ou testador de software
• Cliente do Projeto de Software
• Diretor ou Gerente de TI

Informações Gerais

Carga Horária: 16h

• Se noturno este curso é ministrado de Terça-feira à sexta-feira, das 19h às 23h
• Se aos sábados este curso é ministrado das 9h às 18h
• Se in-company por favor fazer contato para mais detalhes.

Formato de entrega: 

• 100% on-line ao vivo, via Microsoft Teams na presença de um instrutor/consultor ativo no mercado.
• Nota: não é curso gravado. 

Lab:

• Laboratório + Exercícios práticos

Materiais

Conteúdo Programatico

Introduction to Agility

1. Agility is comprised of a unique set of principles and values that must be understood and embraced before the organization can employ Agile practices. In this section, we will survey the essence of Agility.
2. Exercise
3. Identify the problems that you are experiencing with software projects in your organization. You will use this list throughout the course to evaluate the benefits of Agility. Compare notes with other students.
4. The Essence of Agility
5. The Agile Lifecycle
6. Learning and Adaptation
7. Collaboration
8. Customer Focus
9. Self-Directed Teams
10. Lean Principles
11. Progressive Requirements Elaboration
12. Incremental Delivery
13. Iterative Planning and Adaptation
14. Exercise
15. Identify the Agile concepts that have already gained acceptance in your organization. Compare notes with other students.

Us vs. Them Teams

1. The heart of every project is the team. Yet in traditional approaches, the team often operates as a collection of competing individuals, rather than as a unit. Even worse, many organizations have divided responsibilities in ways that pit different groups against each other, when the project desperately needs cooperation. 
2. Agility means establishing a single team for each project, and ensuring that it comprises all of the necessary people. Agile practices ensure that all team members are constantly collaborating and driving the project toward success.
3. Traditional practices
4. The project manager
5. Shielding developers & customers from each other
6. Building silos of responsibility
7. Documents as the primary means of communication
8. Lessons Learned at project end
9. Contrast w/the Agile approach
10. Product Owner
11. The Agile coach
12. One small co-located team
13. Continuous collaboration
14. Face-to-face communication
15. Regular feedback
16. Regular retrospectives
17. Case Studies
18. We will discuss the unique needs and situations of one of the three Case Study organizations, and determine how to make the transition from us-vs.-them teams to Agile Teams.
19. Sell the benefits of Agile teams
20. Defuse misconceptions about Agile teaming
21. Address the challenges of adopting Agile teaming
22. Define the Agile teaming process
23. Train personnel to be Agile team members
24. Exercise
25. Determine how to introduce the Agile teaming on projects in your organization. Identify the benefits you would realize and the challenges you would face. Compare notes with other students.

My Project Plan, Right or Wrong

1. Traditional approaches are often referred to as “plan-based” because of the importance they put on up-front planning and then controlling the project so it conforms to the plan. Of course, some organizations go to the other extreme, paying little attention to their plans after the project starts, or even foregoing planning altogether.
2. Agility means planning just enough, doing that planning when it is needed, and accepting the fact that reality often works out differently from our plans. Agile projects value achieving the project goals; the plan is merely a tool to help them do that.
3. Traditional practices
4. Predictive planning
5. Command and control management
6. Corrective action (Conformance to plan)
7. Periodic Status Reporting
8. Document review/sign-off as milestones
9. Contrast w/the Agile approach
10. Time-boxed projects & iterations
11. Incremental planning & estimation
12. Self-directed teams
13. Daily status checks & periodic review
14. Adaptation to new information
15. Information Radiators
16. Delivered software as milestones
17. Case Studies
18. We will discuss the unique needs and situations of one of the three Case Study organizations, and determine how to make the transition from the plan-based approach to Agile planning.
19. Sell the benefits of Agile planning
20. Defuse misconceptions about Agile planning
21. Address the challenges of adopting Agile planning
22. Define the Agile planning process
23. Train personnel to use Agile planning techniques
24. Exercise
25. Determine how to introduce the Agile planning on projects in your organization. Identify the benefits you would realize and the challenges you would face. Compare notes with other students.

The Insidious Creeping Scope

1. Traditional approaches usually begin with an important (and sometimes long and drawn out) Requirements phase during which all of the product requirements are elicited, analyzed and documented. Everyone in the project commits to the resulting specification, and then significant effort is expended in Change Control. Conformance to the Requirements Specification becomes the measure of project success. (Until the customer complains!)
2. Agility means documenting requirements just enough, eliciting more detailed information when it is needed, and accepting the fact that thing will change before the project is over. Agile projects value delivering what the customer needs; the requirements are merely a tool to help them do that.
3. Traditional practices
4. Big-bang, up-front requirements definition
5. Requirements sign-off
6. Little customer involvement after requirements
7. Restrictive change control
8. Conformance to specification
9. Product delivered/accepted at project end
10. Contrast w/the Agile approach
11. Progressive requirements elaboration
12. Prioritization by the customer
13. Incremental product acceptance & feedback
14. Welcome changing requirements
15. Case Studies
16. We will discuss the unique needs and situations of one of the three Case Study organizations, and determine how to make the transition from up-front requirements to Agile requirements.
17. Sell the benefits of Agile requirements
18. Defuse misconceptions about Agile requirements
19. Address the challenges of adopting Agile requirements
20. Define the Agile requirements process
21. Train personnel to use Agile requirements techniques
22. Exercise
23. Determine how to introduce the Agile requirements on projects in your organization. Identify the benefits you would realize and the challenges you would face. Compare notes with other students.

Where's the Quality?

1. Traditional projects are often quality-challenged. The testing phase at the end of the project seems to be never-ending, and in spite of all that time and effort, a defective product is delivered. This results in high support costs, unhappy customers and out of control costs.
2. Agility means keeping the focus on quality from the very beginning of the project, testing continuously and ensuring that every piece of code is technically excellent. And because testing is not saved for the end, quality surprises are eliminated. Agility means producing production-ready software regularly throughout the project!
3. Traditional practices
4. Little focus on developer verification
5. Separation of responsibilities (testers vs. developers)
6. Testers responsible for quality
7. Testing postponed to the project end
8. Contrast w/the Agile approach
9. Developers focused on technical excellence
10. Developer/tester/customer collaboration/feedback
11. Testers as members of the development team
12. Early and regular "System" & "Acceptance" testing
13. Each product increment production-quality
14. Case Studies
15. We will discuss the unique needs and situations of one of the three Case Study organizations, and determine how to make the transition from traditional quality practices to Agile quality practices.
16. Sell the benefits of Agile quality practices
17. Defuse misconceptions about Agile quality practices
18. Address the challenges of adopting Agile quality practices
19. Define the Agile quality process
20. Train personnel to use Agile quality practices
21. Exercise
22. Determine how to introduce the Agile quality practices on projects in your organization. Identify the benefits you would realize and the challenges you would face. Compare notes with other students.

Course Wrap-Up

1. There is too much to Agility for you to adopt all at once, so you will need an action plan. In this section, you will review what we have covered in the course and prepare a viable action plan for your organization to become more Agile.
2. Exercise
3. Review the Essence of Agility
4. Prioritize the Agile concepts that you could introduce in your organization. For the three highest-priority concepts, create an action plan to make those things a reality on your projects. Compare notes with other students.