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How Agile and traditional teams work together

Expanding Agile throughout the enterprise

Barbee Davis

Many companies have successfully implemented the Agile methodology within individual teams, but what happens to these Agile teams when the rest of the organization is still using a waterfall methodology? There is a misconception that Agile and project management cannot coexist. Of course, this is untrue, but the reality of how to be Agile day to day while still fitting into the requirements of your organization is a major problem that must be addressed.

Join Barbee Davis for a three-hour, hands-on tutorial demonstrating how Agile and traditional teams can better work together. You'll learn why the Agile methodology is not in conflict with the Project Management Institute's best practices and explore techniques that improve collaboration with teams embracing other methodologies. You'll leave able to address the workplace problems you may encounter when dealing with other (non-Agile) teams and ready to “sell” Agile to other teams, managers, and executives across the enterprise.

What you'll learn-and how you can apply it

By the end of this live, online course, you’ll understand:

  • The benefits of Agile for project management
  • How the Agile methodology compares to a traditional waterfall methodology
  • What you can do to make your Agile team a long-term success within your organization
  • How to use a light documentation process while still meeting corporate requirements or those mandated by a project management office (PMO)
  • How Agile teams can be expanded throughout the enterprise

And you’ll be able to:

  • Analyze your organization's readiness to embrace Agile, either as a single team or throughout the enterprise
  • Differentiate the types of projects that should be Agile and those that should use a more traditional waterfall approach
  • Construct and implement a blended methodology approach
  • Formulate a specific set of terms for communicating with other teams that are more neutral than the buzzwords often used within a team
  • Explain and “sell” Agile to other team members, project managers, department managers, and executives

This training course is for you because...

  • You're an Agile team member or Scrum Master who wants to lead the expansion of Agile practices throughout your enterprise.
  • You're a project manager with a traditional team who needs to work with Agile teams.
  • You're a business analyst, manager, product owner, or customer working with project teams, and you need to understand how to be a liaison between them and the rest of the enterprise.

Prerequisites

  • A basic understanding of Agile or project management methodologies

Required materials and setup:

Recommended preparation:

Why Agile Now?" (chapter in Agile Practices for Waterfall Projects: Shifting Processes for Competitive Advantage)

Business Benefits of Being Agile" (chapter in Being Agile: Your Roadmap to Successful Adoption of Agile)

About your instructor

  • Barbee Davis is an author and international speaker in the fields of both agile and project management. Her latest book is, “Adding Agile to Waterfall Projects: Shifting Processes for Competitive Advantage. She finds her calling to be using her own learning and experience to help others successfully transition from the clean cut theory of their methodology learned in training, to the often shocking reality of putting those rituals into messy, frustrating practice in real life. Barbee writes a twice a month feature, “Topic Teasers”, continuing this help at projectmanagement.com for almost 400,000 readers worldwide. She is certified as a project manager, agile project manager, and business analyst through the Project Management Institute, holding a PMP®, a PMI-ACP®, and a PMI-PBA® certification.

Schedule

The timeframes are only estimates and may vary according to how the class is progressing

Why we need to have both Agile and traditional teams (25 minutes)

  • Lecture: Why we need to have both Agile and traditional teams; certain processes just can’t be totally replaced; big Agile and little agile, and examples of products using both; cross-functional principles
  • Hands-on exercises: Label Agile Scrum chart and debrief; list products you work on, have worked on, or are aware of where both methodologies might be useful; rate your organization on six values

Structuring teams (30 minutes) - Lecture: Structuring individual teams; structuring mixed Agile and project management teams within the organization

Break (10 minutes)

Communicating between teams (15 minutes)

  • Lecture: Structuring the meetings and communications between teams; synchronizing communication between iterations and project teams; structuring the project documentation across the enterprise
  • Hands-on exercise: Explain how you sync with other teams in your organization, whether Agile, project management, or a mix

Working with and between methodologies (50 minutes) - Lecture and hands-on exercises: Convert Agile progress to the project management or business analysis numbers that may be required by the organization or by the project management office (PMO); check your knowledge of terminology for various methodologies; discuss other forms of Agile methodologies besides Scrum and when and how they're of value

Break (10 minutes)

How Agile is your organization? (15 minutes) - Lecture and hands-on exercise: Use an Agile evaluator to rate your organization and determine what steps need to be taken to move into a more flexible position in the marketplace

Explaining Agile (10 minutes) - Lecture: Three ideas to explain Agile ideas to management

Wrap-up and Q&A (15 minutes)