AGILE-200
Leading Agile
How We Conduct Training :
O&B Headquarters (3F Carlos J. Valdes Building, 108 Aguirre, Legazpi Village, Makati City)
Client's premises (Private sessions available with a minimum number of participants)
Course Overview
In many organizations, leaders are recruited from diverse backgrounds and may have varying interpretations and applications of Agile methodologies. This course provides an avenue for these experienced leaders to exchange their insights on successful and unsuccessful approaches, fostering a shared understanding of Agile principles and practices.
The goal is to create a unified foundation that enables effective collaboration and transforms the organization into a highly competitive product development powerhouse.
Prerequisite Details
At least one year experience in practicing a mature-level of Agile Software Development.
Learning Outcomes
From this workshop, trainees will:
- Understand the challenges and opportunities of leading Agile teams and organizations.
- Gain insights into successful and unsuccessful approaches to Agile from experienced leaders.
- Develop a shared understanding of Agile principles and practices.
- Create a unified foundation for effective collaboration.
- Transform the organization into a highly competitive product development powerhouse.
Suitable For
Experienced Agile practitioners who will lead teams and organizational units
Course Outline
Why does software development succeed or fail?
We’ll break down the real reasons projects either hit their mark or fall apart—leadership gaps, unclear goals, weak collaboration, and cultural barriers. This sets the context for why Agile is more than just a process—it’s about changing how organizations work.
Review of Principles & Practices
A sharp refresher on Agile principles and practices. This part makes sure everyone is aligned on the fundamentals, so discussions about leadership and scaling aren’t lost in mixed interpretations.
Roles
We’ll cover the responsibilities of Product Owners, Scrum Masters, and Agile leaders—what they should focus on, and what they should stay out of.
The emphasis is on enabling teams, not micromanaging them.
Requirements
A look at how Agile leaders drive clarity without locking teams into rigid specs. We’ll talk about backlogs, prioritization, and keeping requirements customer-focused and adaptable.
Iterative Development
How short cycles of delivery create speed and fl exibility. Leaders will see how to guide teams in balancing quick delivery with consistent quality, and why iteration drives better results than big-bang releases.
Estimation
We’ll tackle estimation for what it really is: a planning and communication tool, not a crystal ball. You’ll learn when and how to use techniques like story points or planning poker to manage expectations with stakeholders.
Engineering
Good Agile leadership means knowing the value of strong engineering practices—automated testing, continuous integration, refactoring. These aren’t “nice-to-haves”; they’re the backbone of sustainable agility.
Scaling Agile
Finally, we’ll cover how to extend Agile beyond single teams. From coordinating across squads to exploring scaling frameworks, the focus is on creating alignment at the organizational level without losing the agility that made it work in the first place.