Get this course ($271.50)

Project Management

Cambridge Agile Manager (005)


Description
By doing this course you will be getting 60 PDUs. You have adopted Agile for your Project, but how do you implement this in real projects? In order to effectively execute and implement agile practices requires grasping methodologies, and also managing your team strategy. This course series covers the full spectrum of essential aspects to successfully execute agile practices into action. Become an Agile Master at the end of this training by covering important concepts covered in this training:
1- Essential concepts of Agile Project Management
2- Adoption of Agile methodologies to Projects
3- Integrating Agile Planning in Projects
4- Planning and Monitoring Iterations in an Agile Project
5- Managing and Leading an Agile Team
6- Ensuring Delivery of Value and Quality in Agile Projects

# of PDUs : 60
Content
  • Welcome Note
  • Cambridge Agile Manager - Welcome Note
  • Introduction
  • What is a Project ?
  • Importance of Project Management
  • Project Life Cycle and Types
  • Predictive Life Cycle
  • Iterative Life Cycle
  • Incremental Life Cycle
  • Adaptive Life Cycle
  • Hybrid Life Cycle
  • Characteristics of Project Life Cycles
  • Selection of Project Methodology/Lifecycle
  • Agile Principles and Mindset
  • Objectives and Tasks
  • Agile Process, Methodology and Framework
  • Agile Manifesto and Mindset
  • Four Values of Agile Manifesto
  • Twelve Principles of Agile Manifesto
  • Implementing Agile : Being Agile and Doing Agile
  • Mangement and Leadership
  • Servant - Leadership
  • Defined Process : Control Process and Empirical Process
  • Agile Release Plan - Part 1
  • Agile Release Plan - Part 2
  • Agile : Typical Life Cycle
  • Agile Methodologies
  • Introduction to Scrum
  • Implementation of Scrum
  • Features of Scrum
  • Scrum Roles
  • Scrum Events
  • Scrum Artifacts
  • Product Backlog Grooming
  • Extreme Programming (XP)
  • Extreme Programming (XP) - Testing
  • Extreme Programming (XP) - Testing Driven Development (TDD)
  • Lean
  • Kanban Method
  • Crystal Method
  • Scrumban
  • Feature Driven Development (FDD)
  • Dynamic System Development Method (DSDM)
  • Scaling Frameworks and Types
  • Scrum Of Scrums
  • Scaled Agile Framework (Safe)
  • Disciplined Agile
  • Value Driven Delivery
  • Objectives and Domain Tasks
  • Value Driven Delivery
  • Assessing Business Value - Part 1
  • Assessing Business Value - Part 2
  • Key Performance Indicators (KPI)
  • Risk Management : Part 1
  • Risk Management : Part 2
  • Risk Management : Part 3
  • Risk Burndown Graph
  • Value Based Prioritization
  • Basis of Prioritization
  • Compliance and Customer Valued Prioritization
  • Moscow Method
  • Monopoly Money
  • 100 Points and Dot Voting
  • Kano Analysis
  • Prioritization Model - Relative Prioritization
  • Prioritization Model - Relative Priorization Continued For Example
  • Prioritization Model - Kanban Board
  • Prioritization Model - Cumulative Flow Diagram (CFD) - Part 1
  • Prioritization Model - Cumulative Flow Diagram (CFD) - Part 2
  • Procurement and Contracts
  • Types of Contracts
  • Contract : Multi-Tired Structure
  • Contract : Emphazize Value Delivered
  • Contract : Fixed-Price Work Package
  • Contract : Graduated Fixed Price
  • Contract : Not-To-Exceed Time and Material
  • Contract : Early Cancellation Option
  • Verification and Validation
  • Stakeholder Engagement
  • Objectives and Domain Tasks
  • Stakeholders
  • Shared Vision
  • Agile Charter
  • Team Charter
  • Definition Of Done
  • Acceptance Criteria
  • Agile Modeling - Types of Agile Modeling
  • Agile Modeling - Use Case Diagram
  • Agile Modeling - Wireframe
  • Agile Modeling - Data Model
  • Agile Modeling - Personas
  • Process In Stakeholder Management
  • Communications - Part 1
  • Communications - Part 2
  • Types Of Communications
  • Two Way Communications
  • Face-To-Face and Colocation
  • Virtual and Daily Standup
  • Interpersonal Skill
  • Emotional Intelligence
  • Active Listening
  • Facilitation and Negotiation
  • Conflict Resolution
  • Team Performance
  • Objectives and Domain Tasks
  • People Over Process
  • Agile Roles
  • Team Building
  • Team Building - Benefits
  • Team Building - Models
  • Team Building Models - Tuckman Ladder Model
  • Team Builind Models - Shuhari Model
  • Team Building Models - Dreyfus Model
  • Team Motivation
  • Motivation Theory
  • Motivation Theory : McGregor (Theory X and Theory Y)
  • Motivation Theory : Maslow's Hierarchy of Needs
  • Motivation Theory : Herzberg's Motivators and Hygiene Factors
  • Team Collaboration
  • Training, Coaching And Mentoring
  • Measuring Team Performance
  • Measuring Team Performance - Burndown Chart - Part 1
  • Measuring Team Performance - Burndown Chart - Part 2
  • Measuring Team Performance - Burndown Chart - Part 3
  • Measuring Team Performance - Burn-up chart
  • Measuring Team Performance - Tracking Iteration Progress
  • Measuring Team Performance - Cumulative Flow Diagram
  • Velocity
  • ADAPTIVE PLANNING
  • Objectives and Domain Tasks
  • Adaptive Planning
  • Rolling Wave Planning and Progressive Elaboration
  • Value Based Analysis and Decomposition
  • Time Box
  • Parkinsons Law, Students Syndrome and Learning Curve
  • Ideal Time and Likely Time
  • Agile Estimation
  • User Stories
  • Components of User Story
  • Characteristics of User Stories
  • Backlog Refinement
  • Sizing
  • Relative Sizing and Affinity Grouping
  • T-Shirt Sizing
  • Wideband Delphi
  • Planning Poker
  • Story Map, Product Road Map And Release Plan
  • Problem Detection & Resolution
  • Objectives and Domain Task
  • Issues, Problems and Risks
  • Problem Detection
  • Technical Debt
  • Detecting Problems
  • Cycle Time and Lead Time
  • Throughput and Productivity
  • Escaped Defects
  • Variance Analysis And Causes Of Variance
  • Trend Analysis
  • Control Limit
  • Problem Solving - Part 1
  • Problem Solving - Part 2
  • Managing Risks
  • Continuous Improvement
  • Objectives and Domain Tasks
  • Kaizen - Part 1
  • Kaizen - Part 2
  • Deming Cycle
  • Improvement Levels
  • Continuous Improvement in Process : Process Tailoring - Part 1
  • Continuous Improvement in Process : Process Tailoring - Part 2
  • Continuous Improvement in Process : Process Analysis
  • Continuous Improvement in Process : Value Stream Map
  • Continuous Improvement in Process : Pre-Mortems
  • Continuous Improvement in Process : Control Limit
  • Continuous Improvement in Product : Continuous Improvement for product
  • Continuous Improvement in Product : Scientific Method
  • Continuous Improvement in Product : Deming Cycle
  • Continuous Improvement in People : Continuous Improvement and Retrospectives
  • Continuous Improvement in People : Fishbone Diagram
  • Continuous Improvement in People : 5 Whys
  • Continuous Improvement in People : SMART Agile Goals
  • Quality in Agile
  • Mapping
  • Objectives
  • Agile In The Organization
  • Agile PMO
  • Benefits of Agile PMO
  • Agile Pain Points and Troubleshooting - Part 1
  • Agile Pain Points and Troubleshooting - Part 2
  • Agile Values and Agile Practice Guide
  • Agile Principles and Agile Practice Guide
  • Process Chart
  • Applications of Agile and PMBOK 6 Knowledge Areas : Integration
  • Applications of Agile and PMBOK 6 Knowledge Areas : Scope, Predictive Life Cycle and Adaptive Life Cycle
  • Applications of Agile and PMBOK 6 Knowledge Areas : Schudele
  • Applications of Agile and PMBOK 6 Knowledge Areas : Cost
  • Applications of Agile and PMBOK 6 Knowledge Areas : Quality
  • Applications of Agile and PMBOK 6 Knowledge Areas : Resources
  • Applications Of Agile In PMBOK 6 Knowledge Areas : Communictions
  • Applications of Agile and PMBOK 6 Knowledge Areas : Risk
  • Applications of Agile and PMBOK 6 Knowledge Areas : Procurement
  • Applications of Agile and PMBOK 6 Knowledge Areas : Stake Holder
  • Summary
  • Sample Templates
  • Project Cost Management
  • Cost Management
  • Key concepts, Trends, Tailoring, Agile
  • Plan Cost Management - Overview
  • Plan Cost Management - Input
  • Plan Cost Management - Tools and Technique (clone)
  • Plan Cost Management - Output
  • Estimate Costs - Overview
  • Estimate Costs - Inputs
  • Estimate Costs - Tools and Technique
  • Estimate Cost - Output
  • Determine Budget - Overview
  • Determine Budget - Input
  • Determine Budget - Tools and Technique
  • Determine Budget - Output
  • Control Costs - Overview
  • Control Costs -Input
  • Control Costs - Tools and Techniques
  • Earned Value Management - Part 1
  • Earned Value Management - Part 2
  • Earned Value Management - Part 3
  • Control Costs - Output
  • Risk Management
  • What is a Project?
  • Program, Portfolio, Project
  • Project Life Cycle
  • Project Phase and Process Group
  • Project Management Knowledge Areas
  • Project Documents
  • EEF and OPA
  • Organization Structures
  • Powers of a Project Manager
  • Principles and Concepts
  • Risk Characteristics
  • Domains
  • Project Stakeholder Management - Part 1
  • Project Stakeholder Management - Part 2
  • Project Stakeholder Management - Part 3
  • Outputs from Project Management Plan
  • Risk Governance
  • Motivational Theories
  • Negotiation Methods
  • Processes sample
  • Risk Management in Portfolio, Program and Project Management
  • Plan Risk Management - Objectives
  • Risk Team
  • What is included in Risk Management
  • Plan Risk Management - Steps and Outputs
  • Risk Identification - Inputs
  • Risk Identification Requirements
  • Risk Identification - Tools and Techniques - Part 1
  • Risk Identification - Tools and Techniques - Part 2
  • Risk Identification - Tools and Techniques - Part 3
  • Risk Identification - Tool and Techniques - Part 4
  • Risk Identification - Documentation
  • Risk Identification - Outputs
  • Qualitative Risk Analysis - Need
  • Qualitative Risk Analysis - Inputs
  • Qualitative Risk Analysis - Tools and Techniques
  • Determine Probability and Impact
  • Risk Ranking
  • Risk Activity and Causes
  • Quantitative Risk Analysis - Overview
  • Quantitative Risk Analysis - Inputs
  • Quantitative Risk Analysis - Tools and Techniques
  • Monte Carlo Analysis
  • Contingency and Management Reserves
  • Quantitative Risk Analysis - Outputs
  • Risk Response Planning - Introduction
  • Risk Response Planning - Inputs
  • Risk Response Planning - Tools and Techniques
  • Strategies for Threats and Opportunities
  • Project Management Updates
  • Contingency and Fallback plan
  • Reserves
  • Risk Register Updates
  • Contracts and Risk Response plan - Outputs
  • Implement Risk Response
  • Monitor and Control Risk - Introduction
  • Monitor and Control Risk - Inputs
  • Monitor and Control Risk - Tools and Techniques
  • Contingency and Management Reserves
  • Risk Audit
  • Factors affecting Monitoring and Control of Risks
  • Monitor and Control Risk - Outputs
  • Earned Value Management
  • Portfolio Risk Management
  • Program Risk Management
  • Project Integration Management
  • Project Integration Management
  • Key concepts, Trends, Tailoring and Agile
  • Develop Project Charter - Overview
  • Develop Project Charter - Inputs
  • Develop Project Charter - Tools and Techniques
  • Develop Project Charter - Outputs
  • Develop Project Management Plan- Overview
  • Develop Project Management Plan - Inputs
  • Develop Project Management Plan - Tools and Techniques
  • Develop Project Management Plan - Outputs
  • Direct and Manage Project Work - Overview
  • Direct and Manage Project Work - Inputs
  • Direct and Manage Project Work-Tools and Techniques
  • Direct and Manage Project Work - Outputs
  • Manage Project Knowledge- Overview
  • Manage Project Knowledge -Inputs
  • Manage Project Knowledge -Tools and Techniques
  • Manage Project Knowledge - Outputs
  • Monitor and Control Project Work - Overview
  • Monitor and Control Project Work - Inputs
  • Monitor and Control Project Work -Tools and Techniques
  • Monitor and Control Project Work - Outputs
  • Perform Integrated Change Control - Overview
  • Perform Integrated Change Control - Inputs
  • Perform Integrated Change Control - Tools and Techniques
  • Perform Integrated Change Control - Outputs
  • Close Project Or Phase - Overview
  • Close Project Or Phase - Inputs
  • Close Project Or Phase -Tools and Techniques
  • Close Project Or Phase - Outputs
  • Project Integration Management - Agile
  • Project Quality Management
  • Project Quality Management- Overview
  • Trends, Tailoring and Agile
  • Key Concepts
  • Plan Quality Management - Overview
  • Plan Quality Management - Inputs
  • Plan Quality Management - Tools and Techniques - Part 1
  • Plan Quality Management - Tools and Techniques - Part 2
  • Plan Quality Management - Tools and Techniques - Part 3
  • Plan Quality Management - Output
  • Manage Quality - Overview
  • Manage Quality - Inputs
  • Manage Quality - Tools and Techniques - Part 1
  • Manage Quality - Tools and Techniques - Part 2
  • Manage Quality - Output
  • Manage Quality - Agile
  • Control Quality - Overview
  • Control Quality - Input
  • Control Quality - Tools and Techniques
  • Control Quality - Output
  • Feedback Survey
  • Feedback - Cambridge Agile Manager
Completion rules
  • All units must be completed
  • Leads to a certificate with a duration: Forever
Back