Transitioning To Agile

Transitioning to Agile

USD 500.00

Faculty Instructors: Tarun Sukhani

Two day course. This course introduces the fundamental steps for organisations to transition to Agile in a meaningful manner, adopting whatever agile methodology best fits their needs along the way. For some, this might mean Scrum and for others, it may mean Kanban or even a combination of two or more methdologies. Register for this course.

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Course Information

Day 1

Introduction to the Agile Movement and getting started (Origins of the Agile Movement; The Agile Manifesto; Why transitioning is so hard but worth it; ADAPTing to Agile – Awareness, Desire, Ability, Promotion, Transfer; Patterns for Adopting Agile; Interating towards Agility; Selecting Pilot Projects; Case Study : The Toyota Production System and Lean Manufacturing; Hands-on Exercises – analysing your current environment).

Individuals and Interaction (Overcoming Resistance; Communicating about Change; New Roles (Product Owner, Scrum Master); Changed Roles (Project Manager, Developers, Analysts, Testers etc); Improving Technical Practices; Introducing Metrics and Statistics/Empirical Process Control; Case Study : Scrum and Kanban; Hands-on exercises -metrics).

Teams and Team Interactions (Team Structure and Guidelines; Self-organising Teams; Embracing Whole-Team Responsibility; Generalists vs Specialists – The Cross-Functional Team; Fostering Team Learning – Knowledge Radiation; Encouraging Collaboration through Commitment).

Product Backlog (Shifting from Documents to Discussion; Progressively/iteratively Refine Requirements; Learning to Start without a Specification (Code before Design); Introducing User Stories; The Three C’s – Card Conversation, Confirmation; Introducing Sprints/Iterations; Deliver Working Software each Sprint/Interation; Release Planning; Separating Estimating from Committing; Integrate Testing into the Process; Automate at Different Levels; BDD and Acceptance Test-Driven Development; Paying off Technical Debt; Case Study : User Stories; Hands-on Exercises -Creating a Product Backlog).

Day 2

Organisational Interactions (Scaling Agile Deployments; Working with a Large Product Backlog; Proactively managing dependencies – lookahead planning; Coordinating Work Among Teams; Scaling the Sprint/Iteration planning meeting; Cultivating Communities of Practice; Distributed Teams; Coexisting with Other Approaches – Governance and Compliance; Human Resources, Facilities and the PMO; Case Study : Scaling Scrum; Hands-on Exercises (Practising Scrum and Kanban).

Next Steps (The Purpose of Measuring; General-Purpose Agility Measurements; Creating Your Own Assessment; Balanced Scorecard for Agile Teams; Case Study : Sprint Velocity, Process Charts, Burndown Charts; Hands-on Exercises (Creating Burndown and Process Charts).


22 – 23 Jan | Kuala Lumpur, Malaysia

Target Audience

CXOs (CIOs and CTOs in particular), Developers, Project Managers, Quality Assurance managers, Product Managers, Sales and Marketing Managers/Directors


Basic familiarity with project management and/or total quality management.

Key Benefits

1. Learn the underlying principles that guide Agile environments.
2. Learn how to overcome the resistance that inevitably comes with change.
3. Identify which roles will change and which roles are no longer neede in an Agile environment.
4. Discover how to employ Agile tools and processes in solving problems within complex environments.
5. Discover what productivity gains are possible and how to measure improvements in an Agile environment.
6. Prepare for Agile certifications such as the PSM or PMI-ACP.

Important Note

This course is brought to you in partnership with Tarun Sukhani.
Abstract background image courtesy Flaivoloko of

Training Grants – applicable to courses in Malaysia

Vertical Distinct Sdn Bhd is a PSMB (Pembangunan Sumber Manusia Berhad) Approved Training Provider and the courses offered in Malaysia are HRDF (Human Resource Development Fund) claimable. For guidelines and details on how to submit your application or claims to the HRDF, please visit HRDF.

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