While agile has become the de facto standard for managing digital innovation teams, many wonder if they’re doing it ‘right’. Twitter is full of jokes about how teams say they do agile but don’t ‘really’ do it. The reality is that getting the most out of agile is less about observing specific procedures and more about how a team focuses and measures their progress.
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Über diesen Kurs
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Probieren Sie Coursera for Business ausWas Sie lernen werden
How to select and test agile practices to adaptively improve your team’s practice of agile
How to create an agile team charter that aligns your team’s focus with company strategy while leaving it free to work creatively
How to facilitate retrospectives with your team to iteratively, collaboratively improve your practice of agile
How to support your team’s transition to agile
Kompetenzen, die Sie erwerben
- agile product management
- Agile Software Development
- backlog management
- Kanban
- XP
Könnte Ihr Unternehmen von Mitarbeiterweiterbildungen für gefragte Kompetenzen profitieren?
Probieren Sie Coursera for Business ausLehrplan - Was Sie in diesem Kurs lernen werden
The Agile Team
Learning and Deciding
Building and Managing
Practicing Agile
Bewertungen
- 5 stars77,30 %
- 4 stars18,20 %
- 3 stars2,80 %
- 2 stars0,80 %
- 1 star0,88 %
Top-Bewertungen von FÜHRUNG AGILER TEAMS
The course was challenging for me since I lacked the experience of working in an IT/Software Development, but I thought all the practical exercises forced me to develop some practical skills.
This course gave me an idea on how to manage an agile team with different approaches and in different situations and learned the key role for each member of the team
This course has given too much inside about Agile. One of the great thing about this course is the Skits part which explain your real life challenges and practices of Agile.
Excellent Course covering the Basics of Agile Technology with practical examples on Business and related Models. A thorough analysis of ground-level challenges and potential solutions.
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