Transitioning from Waterfall to Agile

Transitioning from Waterfall to Agile Course Description

Duration: 3.00 days (24 hours)

Price: $1,450.00

Transitioning to Agile approaches is a proven and efficient step for addressing the risks and uncertainties associated with a software development environment. This Transitioning from Waterfall to Agile training course at NetCom Learning teaches the participants effective tactics for moving from waterfall or other traditional approaches to Agile methods.

In the Transitioning from Waterfall to Agile training classes, participants will learn to identify any challenges to implementing the Agile method, overcome any hurdles, and interweave the traditional practices with Agile for a smooth transition. The training conveys the skills necessary to adopt a flexible and adaptable model that can turn traditional procedures into advantages with Agile.

The ILT and online training for Transitioning from Waterfall to Agile explores the benefits of adopting an Agile process. The course develops the skills and knowledge to plan an Agile adoption strategy with full proficiency and enhance the software development environment that best meets the business objective.

Next Class Dates

Contact us to customize this class with your own dates, times and location. You can also call 1-888-563-8266 or chat live with a Learning Consultant.

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Intended Audience for this Transitioning from Waterfall to Agile Course

  • » Software Project Manager
  • » Software Developer or Tester
  • » Software Development Manager
  • » Software Team Lead
  • » Software Project Customer
  • » Quality Assurance Specialist
  • » Process Engineer
  • » IT Director or Manager

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Course Prerequisites for Transitioning from Waterfall to Agile

  • » Working knowledge of software development and software testing project management techniques
  • » Understanding of software project management techniques

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Transitioning from Waterfall to Agile Course Objectives

  • » Explore the problems and uncertainties currently associated with traditional software development practices
  • » Align Agile practices with PMI’s A Guide to the Project Management Body of Knowledge
  • » Implement SEI CMMI compatible Agile practices
  • » Address different software problems with Agile practices
  • » Implement iterative planning and adaption to neutralize the unsettling effects of transition
  • » Understand the 5 philosophies enabling Agility and implement the 3 core Agile methods
  • » Reformulate the project manager’s role in accordance with new approaches, while incorporating the Agile concepts

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Transitioning from Waterfall to Agile Course Outline

      1. Fundamentals of Agility
        1. Agile Essentials
        2. The Agile Manifesto
        3. The Agile Lifecycle
        4. Learning and Adaptation
        5. Collaboration
        6. Customer Focus
        7. Self-Directed Teams
        8. Lean Principles
        9. Progressive Requirements Elaboration (PMI states that a project is a Progressive Elaboration!)
        10. Incremental Delivery
        11. Iterative Planning and Adaptation
        12. The best 'bang-for-the-buck' risk mitigation strategy (what is it?)
      2. Waterfall and Case Studies
        1. Adaptive Planning
        2. Waterfall practice
        3. The project manager
        4. Shielding developers & customers from each other
        5. Building silos of responsibility
        6. Documents as the primary means of communication
        7. Lessons Learned at project end
        8. Agile practice
        9. The Agile coach
        10. Team focused
        11. Continuous collaboration
        12. Face-to-face communication
        13. Self-directed teams
        14. Regular feedback and retrospectives
        15. Requirements
        16. Waterfall Practice
        17. JAD Sessions
        18. All requirements documented and signed off before work begins
        19. Changes to requirements downstream demand a top heavy Change Control Process
        20. All requirements are a #1 priority
        21. Agile Practice
        22. Users describe what they need in "story" format ("user stories")
        23. The feature list is prioritized by the customer (product owner) in an overall product "backlog"
        24. The highest priority features undergo detailed elaboration for the first product iteration
        25. Scope Creep
        26. Waterfall Practice
        27. Changes from baseline must be assessed for timeline and dollar impacts
        28. The change process must be documented in detail
        29. Customer signoff is required
        30. Change Control Board meeting is required to either accept or reject the change
        31. Agile Practice
        32. Change is welcomed as an expected consequence of Progressive Elaboration
        33. Changes are added to the backlog resulting in a changed feature set prioritization
        34. Adjustments in schedule as the team adapts to the new elements
        35. The customer adjusts priorities as required by business needs, changes in the market, new regulations, etc.
        36. Quality
        37. Waterfall Practice
        38. Developers perform Unit testing only
        39. Code is thrown 'over the wall' for QA testing
        40. System testing in a monolithic 'QA Slam' at the end of development
        41. QA is responsible for quality
        42. Agile Practice
        43. Development, the customer, and QA collaborate
        44. Product increments developed, tested, released to production standards
        45. Everyone is responsible for quality
        46. With each completed iteration, code from earlier iterations is tested regressively and multiple times, creating a very robust code set
        47. Quality is designed into the product/process and not inspected in with final test cycle
        48. Command and Control
        49. Waterfall Practice
        50. Project manager assigns work to the team
        51. Command process is not collaborative
        52. The project plan is 'etched in stone'
        53. Assumes project execution is linear
        54. Top-down methodology usually followed
        55. Variances are usually considered negative
        56. Agile Practice
        57. Self organizing team selects its own work
        58. Project manager is a facilitator and a coach
        59. Design evolves as more is understood about the project
        60. Collaboration between the team and client results in higher productivity and ownership
        61. Mistakes are tolerated as a necessary component of learning
        62. "Big Bangvs. Incremental Delivery
        63. Waterfall Practice
        64. Project generally proceeds with sequential analysis, requirements, design, coding, and test phases
        65. Customer does not see a working product until close to the end of the test cycle
        66. The Processes Change Averse: Discovery or missed requirements can cause delays and add significant dollars to the project budget
        67. The entire feature set is worked as a single top priority element
        68. Risk is generally managed by exception and handled as it occurs
        69. Agile Practice
        70. Highest priority features are developed first
        71. Highest risk factors are addressed early in the project: concurrent engineering practices result in the best architectures and best overall design
        72. Working elements of the product are delivered in measured increments: the customer sees and experiences the product growing before their eyes
        73. Discovery and new requirements are merged with the existing product backlog; rework and delays are relatively small or insignificant
      3. Transition Strategies
        1. All or Nothing
        2. Traction with Agility
        3. Overcoming Resistance
        4. Predictive planning
        5. Command and control management
        6. Reliance on corrective action to "fix" problems (Conformance to plan)
        7. Agility is seen as "undisciplined", weak on documentation, lightweight
        8. Agility is nothing but "galloping scope creep"
        9. Jobs may change or be eliminated
        10. No desire to expose "bad wiring" and/or fix the broken processes
        11. The WIIFM syndrome (what's in it for me?) and how to approach
      4. Course Wrap-Up : - Labs
        1. Exercise 1: What are the biggest project issues you and your organization face? You will compile a list of what is broken and use this list as a touchstone for the exercises that follow.
        2. Exercise 2: What aspects of agility have you already incorporated into your organization? Review you current processes, even if they are described with other names, and identify ways in which your organization has embraced any of these concepts.
        3. Exercise 3: Explore how adaptive planning can benefit the organization. Where can this help the highly regulated business, government organizations, methodology centric organizations?
        4. Exercise 4: Explore the benefits of progressive elaboration of requirements. Discover how prioritization of the feature set can deliver the highest business value to the customer.
        5. Exercise 5: Explore how adaptability defuses the scope-creep issue. As users prioritize needs and features, changes in scope are assimilated into the project based on prioritized need. Reviewing the case studies, select several that would receive benefit from implementing adaptable change.
        6. Exercise 6: Explore the triple constraints of project management in terms of quality. Identify the top elements that contribute to customer satisfaction. How does your customer define quality?
        7. Exercise 7: Several organizations that employ the concept of self-organizing teams will be explored. How does this drive greater ownership of the project deliverables on the part of the performing organization? In what situations is a C & C model effective and where does it fail?
        8. Exercise 8: Certain development environments function very well using a waterfall approach. What kind of project organization, product cycle, and methodology is used for a well-executed waterfall approach? Several case studies will be reviewed and the results analyzed.
        9. Exercise 9: You will use a Excel "case studiesspreadsheet to review agile techniques and define which techniques can be implemented immediately, in one to four months, or which may be problematic at any phase.
        10. Exercise 10: Identify the issues in your organization that lead to excessive rework, waste, service after service, scrap, or any situation that costs the organization wasted time and wasted dollars. Address these issues on the agile "Techniquesspreadsheet. Use the "cost of quality" spreadsheet to quantify the loss in dollars.
        11. Exercise 11: Define the areas where your organization may put up resistance to implementing agile process. Identify where the resistance is due to fear, misunderstanding, lack of training, or some other issue. You will explore avenues of resolution and methods to help your organization harvest the benefits of agile implementations.
        12. Exercise 12: 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 participants.

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Next Steps after taking this Transitioning from Waterfall to Agile Course:

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Do you have the right background for Transitioning from Waterfall to Agile?

Skills Assessment

We ensure your success by asking all students to take a FREE Skill Assessment test. These short, instructor-written tests are an objective measure of your current skills that help us determine whether or not you will be able to meet your goals by attending this course at your current skill level. If we determine that you need additional preparation or training in order to gain the most value from this course, we will recommend cost-effective solutions that you can use to get ready for the course.

Our required skill-assessments ensure that:

  1. All students in the class are at a comparable skill level, so the class can run smoothly without beginners slowing down the class for everyone else.
  2. NetCom students enjoy one of the industry's highest success rates, and pass rates when a certification exam is involved.
  3. We stay committed to providing you real value. Again, your success is paramount; we will register you only if you have the skills to succeed.
This assessment is for your benefit and best taken without any preparation or reference materials, so your skills can be objectively measured.

Take your FREE Skill Assessment test »

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Award winning, world-class Instructors

Our instructors are passionate at teaching and are experts in their respective fields. Our average NetCom instructor has many, many years of real-world experience and impart their priceless, valuable knowledge to our students every single day. See our world-class instructors.   See more instructors...

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Recent Client Testimonials & Reviews

I would recommend because the tech support and the learning consultant are all very helpful. The instructors are very knowledgeable and knows exactly what they are teaching about
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Course(s) Taken

» Business Productivity Webinar: Collaborating with Teams | Using an Agile Management Style

The instructors are extremely knowable in the subject. Also, they use make method in order for someone to understand.

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Course(s) Taken

» Business Productivity Webinar: Collaborating with Teams | Using an Agile Management Style

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