MODULE 1 – ABL – AGILITY AND ARCHITECTURE

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Agility for Architects

We shall look at how agile can be used for tasks where the principles of
the agile manifesto can be used to gain efficiencies and have all the
stakeholders benefit from the benefits of the agile way of working. Using
Agile frameworks to the T will not work in most cases and in fact shall be an anti-pattern if not used judiciously and in the right proportion along with other industry best practices.

Course Takeaways:

You will be able to use agile/ Kanban and a mix of lean principles to ensure that you do the work with the highest levels of efficiency and elicit rapid feedback from your stakeholders. The concept of shipping and a bias
for action as well as understanding what is the minimum viable increment

Course Content

SLICING USER STORIES THE RIGHT WAY (7 MODULES)

INTRODUCTION TO AGILE SLICING

INTRODUCTION TO USER STORIES

EPICS AND USER STORIES

ARRIVING AT USER STORIES

INVEST PRINCIPLE FOR USER STORIES

SPIDR TECHNIQUE FOR SPLITTING STORIES

SLICING A FUNCTIONAL USER STORY

AGILITY AND ENTERPRISE ARCHITECTURE

INTRODUCTION TO AGILITY AND ENTERPRISE ARCHITECTURE

SESSION 1 AGILE IN THE REAL WORLD

SESSION 2 AGILE IN THE REAL WORLD

SESSION 3 AGILE IN THE REAL WORLD

SESSION 4 AGILE IN THE REAL WORLD

SESSION 5 AGILE IN THE REAL WORLD

AGILITY AND ENTERPRISE ARCHITECTURE – WHERE DO THEY MIX AND MATCH ?

About Us

All organisations have an innate intelligence which enabled them to become an organisation in the first place. Most often organisations who reach some height do not get their steps right in terms of moving in the turns often failing to tap their intelligence. Intelligence in organisations and enterprises is hidden and disconnected and at times do not augment the need of the hour. The fallout would be enterprises fail to step up to the current challenges which once enabled them to stay ahead of the curve no longer seem to work. We often see what works to maintain a company of 10 is not enough when the numbers go up. We have all sorts of challenges right from knowledge management, isolated knowledge pockets, non modular legacy, all pieces glued together,scaling up the build , hit the right numbers on performance , get the architecture right , do we have people with the right skills and knowledge and many more.

All of these need to tap the organisational intelligence at various points and dovetail them to align with the business and eventually technology needs to enable this to provide value to the business, stakeholders and customers.