The document provides an overview of an introduction workshop for Agile and Scrum certification. It includes an agenda that covers topics like value driven delivery, stakeholder engagement, boosting team performance, adaptive planning, problem detection and resolution, and continuous improvement. Concepts like the agile manifesto, user stories, team roles, tools and techniques, and knowledge/skills are discussed. It also addresses team dynamics and models like Tuckman's stages of team formation and situational leadership styles. Interactive exercises are included on estimating, minimal marketable features, leadership styles, and adaptive planning. The document aims to equip participants with foundational knowledge for agile frameworks.

1. The PMO Company B.V.
Birkstraat 95-10, 3768HD Soest - The Netherlands - +31 30 85 000 85 - info@thepmocompany.com
1
Introduction Workshop, session 2
Agile & Scrum for PMOC
First the recap
At the end Retro

2. Service Operation
Unit 3 : Service Operation Processes ─ Part 1
r3.0.0
Module 2 Introduction to Agile
2
Introduction Workshop The PMO Company for Agile &
Scrum certification

3. 3
Date Subject
2 Oct Introduction
2 Oct Domain 1 Value Driven Delivery
2 Oct Domain 2 Stakeholder Engagement
9 Oct Domain 3 Boosting Team Performance
9 Oct Domain 4 Adaptive planning
16 Oct Domain 5 Problem Detection and Resolution
16 Oct Domain 6 Continuous Improvement
16 Oct Retrospective and sprint planning

4. What will you go for?
Sleutel
Model
PMP
ACP
IPMA
BCD
IPMA C
Agile
Prince2
SCM
PSM
etc
Scrum
SAFe
suite
XP

5. Structure of the sessions
➢Learning backlog
➢Sprints of 30 minutes:
❑ 20 minutes explanation,
❑ 10 minutes interaction.
➢Every person puts the top three suggestions on a
“Learning Flip Over Backlog”
5

6. Recap of 1st session
• Value driven
• Stakeholder Engagement
• Risk managing
– risk is anti-value hence value
driven delivery encompasses
concept of risk reduction,
– no good risks or opportunities,
– risk is in scheduled work
activities,
– regulatory compliance is done
as you go
• Risk Adjusted Backlog
– Product backlog
– Sprint backlog
– Spikes 6

7. Risk adjusted Backlog
7
Risk 1
(€ 9.000x 50%=) € 4.500
Expected Monetary Value
Risk 2
(€ 8.000x 50%=) € 4.000
Risk 3
(€ 3.000x 50%=) € 1.500
Risk 4
(€ 6.000x 25%=) € 1.500
Risk 5
(€ 2.500x 25%=) € 625
Risk 6
(€ 500x 25%=) € 125
Risk 7
(€ 500x 20%=) € 100
Percentage that we require
the mitigation action
Determinewhich
riskscan
proactively
tackled
Req 1 (€ 5.000)
Req 2 (€ 4.000)
Req 3 (€ 3.000)
Req 4 (€ 2.000)
Req 5 (€ 1.000)
Req 6 (€ 500)
Req 7 (€ 100)
ROI
Req 1 (€ 5.000)
Req 2 (€ 4.000)
Req 3 (€ 3.000)
Req 4 (€ 2.000)
Req 5 (€ 1.000)
Req 7 (€ 100)
Risk 2 action (€ 4.000)
Risk 4 action (€ 1.500)
Risk 5 action (€ 625)
Req 6 (€ 500)
Risk 7 action (€ 100)
Risk 2 action (€ 4.000)
Risk 4 action (€ 1.500)
Risk 5 action (€ 625)
Risk 7 action (€ 100)

8. Agile concepts (Agile Manifesto)
Values:
1. Individuals and interaction over processes and tools
2. Working software over comprehensive
documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
8

9. Wat is Agile according to YOU?
Afhankelijk van de situatie en de samenstelling van het team ingrijpen of
motiveren om er zelf uit te komen
Agile is ook in waterval kunnen werken wanneer dat noodzakelijk is
Als iets tijdskritisch is dan kunnen we beter een beproefde methode
gebruiken
Als je een sprint opstart, lever je op wat is afgesproken
Als waardestroom manager bevestig je het resultaat van de door het team
uitgevoerde prioritering
9

10. User Stories
I-independent
N-Negotiable
V-Valuable
E-Estimatable
S-Small
T-Testable
– The n at independent is added
10

11. Service Operation
Unit 3 : Service Operation Processes ─ Part 1
r3.0.0
Module 2 Introduction to Agile
11
Domain 3
Boosting Team Performance

12. Team Roles
• Project Manager in an Agile
environment ?
• Servant Leadership
• Product Owner
• Scrum Master / Agile Coach
• Team of developers
– T-shape
– Learning
– Accountable
• Sponsor
• Training
• Coaching
• Mentoring
12

13. Exercise: team roles
Task Responsibility
Provides the due date for the project and / or releases
Facilitates meetings (planning, reviews and retrospectives
Manages the product backlog, making sure it is accurate, up-2-date and prioritized
by business value
Helps the delivery team self-govern and self-organize, instead of governing and
organizing them
Writes acceptance tests for the product increments
Demonstrates the completed product increment to the customer in the iteration
review meeting
Focuses on the big picture of whether the project will deliver the expected value on
time and on budget
Determines whether each completed product increment is working as intended, and
either accepts it or requests changes in the iteration review meeting
Acts as a servant leader to the delivery team, helping them improve and removing
barriers to their process. 13

14. Tools and Techniques
• Daily stand-ups
• Co-located teams
• Team space
• Caves?
• Agile Tooling
• Adaptive leadership
• Emotional Intelligence
14

15. Knowledge and skills
• Brainstorm Techniques
• Building empowered
teams
• Co-location &
geographical dispersed
teams
• Building High
performance teams
• Coaching and mentoring
• Team motivation
15

16. Team Dynamics
16

17. Human factors Tuckman & Dreyfuss
A Working group
That is learning about
Each other
A Pseudo team that is
Challenging each other
And developing into
Potential team
A Real Team that is
Working as one and
Becomes a High performing
team
A Potential team that is
Working with each other
And developing into a
Real team
1
23
4
5

18. Human factors
1
23
4
5
Team members:
Low/some
Competence, low
Commitment
Leader:
High Directive,
High supportive
behavior
Team members:
Low Competence,
High Commitment
Leader:
High Directive,
Low supportive
behavior
Team members:
Moderate/high
Competence, variable
Commitment
Leader:
Low Directive,
High supportive
behavior
Team members:
High Competence,
High Commitment
Leader:
Low Directive,
Low supportive
behavior

19. Exercise: Leadership style
Behavior of persons Servant
Leadership
Command &
Control
Handing out detailed task lists
Doing administrative work for team members
Creating the entire project’s WBS 1 weekend so as not to disturb
the team
Posting the project Gantt chart on the office wall
Posting a suggestion box on the office wall
19

20. Exercise : connect the boxes
Stages of team formation Situational Leadership styles
Forming Supporting
Storming Delegating
Norming Directing
Performing Coaching
20

21. Summary
• Dreyfus model of adult skill acquisition based
on commitment, decisions and perspective
– novice ,advanced beginner, competent,
proficient, expert
• Tuckman model of team formation: forming,
storming, norming, performing, adjourning
• Blanchard & Hershey Situational leadership:
Directing, Coaching, Supporting,
Delegating....
• Training / Coaching / Mentoring difference
• Co-location within 33ft or 10 m physically with
large open room, whiteboards, sticky’s, video
conference, food/snacks/toys
• Lyssa Adkins Green zone <> Red zone
– take responsibility <> blames others
– respond nondefensively <> responds
defensively
– uses persuasion rather than force <>
uses name, shame blame
– brainstorming = Quiet Writing, Round-
robin, free4all
– games: remember the future, prune the
product tree, speedboat
21

22. Service Operation
Unit 3 : Service Operation Processes ─ Part 1
r3.0.0
Module 2 Introduction to Agile
22
Domain 4 Adaptive Planning

23. Classic: PID and Iterations
23

24. Pictorial view of elements in a scrum team
24

25. • We…..
– Choose
– Build teams
– Adapt
– Learn
– Deliver value
25
Hyperloop
scrum
teams
2018
July 2018 team selection &
work-technique
August 2018
team building + priority
Sept – Nov 2018 forming
+ norming 2 Innovate
December 2018
(transforming)
January 2019
getting ready

26. Tools and Techniques
• Process Tailoring
• Iteration & release
planning
• Wide band Delphi &
planning poker
• Progressive elaboration
• Relative sizing / story
points
• Timeboxing
• Minimally marketable feature
(MMF)
• Ideal time
• Affinity estimating
26

27. Knowledge and skills
• Time, budget & cost
estimation
• Value based
decomposition and
prioritization
• Business case
development
• Agile charters
• Innovation games
27

28. necessity
28
➢ The backbone of the application is the list of essential activities
the application / building supports
➢ The walking skeleton is the software / structure we build that
supports the least number of necessary tasks across the full span
of user experience
time
Story mapping
The backbone
The moving skeleton

29. Exercise: Estimating
Question True False
Agile estimates are all encompassing: they should include time
for documentation & testing
Agile estimates are time-boxed, once estimates are set they can
not be altered
Agile estimates are created by the product owner
Story points are preferable to ideal days because story points
better match estimate characteristics; they are called stories
because not all stories are true
Agile teams create their own estimates
Risk should not be factored into story estimates
Teams new to agile should rely on experienced project manager
to create the estimates for them
29

30. Exercise: Minimal Marketable Feature
Minimal Viable Product / Feature Next updates to make it a Full Product
Pencil
Passenger car
ATM
Torch (light)
30

31. Agile Plans
Trial and demonstration uncover true requirements, which
then require replanning
Agile planning is less of an upfront effort, and instead is
done more throughout the project
Midcourse adjustments are the norm
31

32. Proces Analysis; Seven principles
1. Interactive, Face-to-face communication is the cheapest and fastest
channel for exchanging information;
2. Excess methodology weight is costly
3. Larger teams need heavier methodologies
4. Greater ceremony is appropriate for projects with greater criticality
5. Increasing feedvback and coomunication reduces the need for
intermediate deliverables
6. Discipline, skills, and understandig counter process, formality, and
documentation
7. Efficiency is expendable in nonbottleneck activities
32

33. Exercise: Planning
Question True False
Agile projects typically do more up-front planning than traditional
projects
Agile projects typically do more overall planning than traditional
projects
If we create our plans at the last responsible moment they will
not change
Midcourse adjustment on Agile projects are not common
Knowledge projects tend to have high rates of change
If the project diverges from the original plan this could be a sign
that our initial plan was flawed.
33

34. Process Tailoring
➢Get used to normal, out-of-the-box agile
before attempting to change it.
➢Carefully examine the motivation to drop,
amend, or append a practice.

35. SAFe or
other Framework?
35

36. Agile business case
36

37. That’s it folks …………….for the 2nd session
What did we learn
What did you like
What can i improve next time
37

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