Agile Development in Practice (Project-centered Course)

Start Date: 03/08/2020

Course Type: Common Course

Course Link:

About Course

This project-centered course provides a guided opportunity for you to practice your agile development skills. Using the venture design process that frames the four courses in this Specialization, you will apply agile processes to a project of your choice or to a provided venture concept. From persona, problem scenario, and user story development to designing user testing and product launch, you’ll practice leading an agile project. You’ll finish the course with a portfolio-building design brief that demonstrates your learning and specialized skills in agile product development. To get the most out of this course, we suggest you first complete the other four courses in the Agile Development Specialization: Agile Meets Design Thinking; Running Product Design Sprints, Managing an Agile Team, Testing with Agile. As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 40 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation:

Course Syllabus

Welcome to this project-centered course. By completing the four prerequisite courses, you are now ready to bring together all that you have learned and apply it to develop a product from charter to user testing. To get started, read the course overview and introduce yourself to your classmates. Next, watch the "Welcome and Getting Started" video lecture and then get to work developing your positioning statement. We've included some optional review videos to guide you through the process. Post in the discussion forums your Positioning Statement--then take some time to read through your peers' posts and give feedback.

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Course Introduction

Agile Development in Practice (Project-centered Course) This project-centered course gives you the opportunity to learn how to develop and test agile methods into a practical application. In this course, you will learn how to use agile methodologies and techniques for project initiation and implementation. You will also learn how to apply these methods and techniques to your project initiation and implementation. This is part of a Specialization created in partnership between Agile Team and Microsoft. You will learn by doing: - Developing a good mockset and then running tests to validate your methods and techniques - Testing using MVC (Model-View-Controller) and MVP (Multi-View-Layout) frameworks - Integrating Agile within your project processes - Integrating Agile within your project processes This is part 1 of a specialization created in partnership between Agile Team and Microsoft. You will learn by doing: - Writing good mocksets and then running them through your mockset development pipeline system-wide - Working closely with your mockset team - Working closely with your mockset team This is part 1 of a specialization created in partnership between Agile Team and Microsoft. You will learn by doing: - Writing good mocksets and then running them through your mockset development pipeline system-wide - Working closely with your mockset team - Working closely with your mockset team This is part

Course Tag

Product Development Persona (User Experience) Agile Management Agile Software Development Design Thinking

Related Wiki Topic

Article Example
Agile Project Management (book) The book starts off by stating that new challenges in product development require adaptive, not anticipatory, project management. It then introduces the reader to the basic agile values as written in the Agile Manifesto, and to the six guiding principles of agile project management. Next, the agile project management framework is broken down into five project phases and discussed in detail. Lastly, the book ends by talking about the scaling of agile project management approaches and the cultural changes required to continuously produce desired results when using agile practices. It uses a variety of examples from different industries as illustrations.
Agile Project Management (book) Agile Project Management: Creating Innovative Products by Jim Highsmith discusses the management of projects using the agile software development methodology. The book has been recommended by different reviewers.
Agile software development Agile methods have much in common with the Rapid Application Development techniques from the 1980/90s as espoused by James Martin and others. In addition to technology-focused methods, customer-and-design-centered methods, such as Visualization-Driven Rapid Prototyping developed by Brian Willison, work to engage customers and end users to facilitate agile software development.
Agile software development A survey performed by Version One found respondents cited insufficient training as the most significant cause for failed agile implementations Teams have fallen into the trap of assuming the reduced processes of agile development compared to other methodologies such as waterfall means that there are no actual rules for agile development. Agile development is a set of prescribed methodologies, and training/practice is a requirement.
Agile software development A similar survey, the State of Agile, is conducted every year starting in 2006 with thousands of participants from around the software development community. This tracks trends on the benefits of agile, lessons learned, and good practices. Each survey has reported increasing numbers saying that agile development helps them deliver software faster; improves their ability to manage changing customer priorities; and increases their productivity. Surveys have also consistently shown better results with agile product development methods compared to classical project management. In balance, there are reports that some feel that agile development methods are still too young to enable extensive academic research of their success.
Agile software development In 2005, a group headed by Alistair Cockburn and Jim Highsmith wrote an addendum of project management principles, the Declaration of Interdependence, to guide software project management according to agile software development methods.
Agile usability engineering Early implementations of usability engineering in user-centered design came into professional practice during the mid–late 1980s. Early implementations of agile software development evolved in the mid-1990s. It has only been within the past few years that the human-computer interaction community have seen widespread acceptance of agile usability engineering.
Agile software development The term "agile" was first coined for this in 2001, in the "Manifesto for Agile Software Development ("Agile Manifesto")," and is usually written as "Agile" (with a capital "A").
Agile software development Incremental software development methods can be traced back to 1957. Evolutionary project management and adaptive software development emerged in the early 1970s. During the 1990s, a number of "lightweight" software development methods evolved in reaction to the prevailing "heavyweight" methods that critics described as heavily regulated, regimented, and micro-managed. These included: from 1991, rapid application development; from 1994, unified process and dynamic systems development method (DSDM); from 1995, Scrum; from 1996, Crystal Clear and extreme programming (XP); and from 1997, feature-driven development. Although these originated before the publication of the Agile Manifesto in 2001, they are now collectively referred to as agile methods.
Agile modeling Agile modeling (AM) is a methodology for modeling and documenting software systems based on best practices. It is a collection of values and principles, that can be applied on an (agile) software development project. This methodology is more flexible than traditional modeling methods, making it a better fit in a fast changing environment. It is part of the agile software development tool kit.
Agile software development Organizations and teams implementing agile development often face difficulties transitioning from more traditional methods such as waterfall development, such as teams having an agile process forced on them. These are often termed "agile anti-patterns" or more commonly "agile smells". Below are some common examples:
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People-centered development Sustainability is an inherent component and explicit goal of people-centered development. People-centered development calls for the establishment of self-supporting social and economic systems, key elements of a sustainable society. In addition to its commitment to people-centered development, the DAC High-Level Meeting in May 1996 made sustainability a concrete development goal, requiring the implementation of national sustainability initiatives by 2005 in order to reverse deforestation, water pollution, and other trends of environmental degradation.
Agile Architecture Agile architecture means how enterprise / system / software architects apply architectural practice in agile software development. A number of commentators have identified a tension between traditional software architecture and agile methods along the axis of adaptation (leaving architectural decisions until the last possible moment) versus anticipation (planning in advance). (Kruchten, 2010 )
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People-centered development In the context of people-centered development, central elements of participation include:
People-centered development In the context of people-centered development, elements of justice include:
Agile software development Agile methodologies can be inefficient in large organizations and certain types of developments. Many organizations believe that agile methodologies are too extreme and adopt a hybrid approach that mixes elements of agile and plan-driven approaches. Some methods, such as Dynamic systems development method (DSDM), have combined elements of agile and plan-driven approaches in a disciplined way, without sacrificing the fundamental principles that make agile work.
People-centered development David Korten claims that people-centered development is the only way to develop sustainable communities. He criticized the common development practice of increased economic output through natural resource depletion. Korten also advocates sustainability in the financing of development projects and the relationships of external assistance. He calls on external development partners to support objectives chosen by the people, building communities' capacity to manage resources and meet local needs independently.