Posted on August 25, 2026 by Yash Sutrave -
Introduction to the AI Value Architect Role
- Overview of course objectives and outcomes
- Why AI proficiency is now a business imperative
- The AI Value Architect as a dedicated role on the Agile Release Train (ART)
Recognize the Five Failure Modes
- Learn the five failure modes that stall AI pilots: unready data, unplanned operations, unbounded risk, unengineered adoption, and unmeasured value
- Use Feasibility Filters to de-risk an initiative before the first line of code is written
Lead the Value Maximizer Playbook
- Master the Audit, Activate, Optimize, Centralize framework
- Uncover and unlock the 80% of latent value in the AI tools your organization already owns
Run the AI-Native Solution Lifecycle
- Guide solutions through the Sense, Discover, Design, and Deliver phases
- Move an initiative from first signal to a production decision
- Turn a vague mandate into a finalized, cross-functional AI-Native Value Blueprint
Translate Risk into Strategy
- Build AI fluency to discuss complex trade-offs (e.g. RAG vs. fine-tuning economics) in business language
- Translate AI concepts so they engage non-technical stakeholders and secure sponsorship
Build the Core Artifacts
- Create the AI-Native Solution Charter, Value Blueprint, and implementation plans that accelerate execution
Amplify Success with AI-Powered Storytelling
- Use the AI-Powered Story Amplifier to transform technical success metrics into a C-suite-ready narrative
- Secure next-round funding and accelerate enterprise-wide adoption
Conclusion and Next Steps
- Recap of key learnings
- Establish a repeatable network of Value Architects across the ART
- Q&A and next steps toward certification
Posted on July 21, 2026 by -
- Module 1 – Welcome and Introduction
- Module 2 – AI Essentials
- Module 3 – You & A
- Module 4 – Your Scrum Team & AI
- Module 5 – Your Organization & AI
- Module 6 – AI Ethical Aspects
- Module 7 – Closing
Posted on July 21, 2026 by -
- Module 1 – Welcome and Introduction
- Module 2 – Artificial Intelligence (A Primer)
- Module 3 – The Stances of the Product Owner
- Module 4 – The Customer Representative
- Module 5 – The Visionary
- Module 6 – The Experimenter
- Module 7 – The Decision Maker
- Module 8 – The Collaborator & Influencer
- Module 9 – The Orchestrator
- Module 10 – Security & Ethics
- Module 11 – Closing
Posted on March 31, 2026 by Yash Sutrave -
- AI Orientation for Leaders – Building AI intuition to support sound decision‑making
- The Current State of AI Adoption – Understanding the AI Chasm and why most organisations fail to realise value
- The AI‑Native Organization Model – Organisational Catalysts, Enabling Capabilities, AI‑Empowered Agility, and Human‑Centric AI Culture
- AI Money Map – Connecting AI initiatives to business outcomes through value‑led prioritisation
- Five AI Value Patterns – Knowledge & decision support, customer interaction, workflow automation, risk & control, and expert productivity
- AI Strategic Intent & Vision – Defining the business bets your organisation will make on AI
- AI‑Native Workforce – Distributed AI fluency, change agents, and leadership responsibilities
- Human‑Centric AI Culture – Building trust, psychological safety, and augmentation‑first adoption
- AI‑Empowered Agility – Using agile principles to experiment, learn, and scale AI safely
- Curated Data – Why data quality, ownership, and accessibility determine AI success
- Governance & Ethics – Establishing guardrails that enable speed while managing business risk
- Operational AI Technology – Understanding the platforms and capabilities required to scale AI initiatives
- AI‑Native Leader Next Steps – Translating insights into a focused leadership action plan
Posted on November 14, 2025 by Yogesh Kumar -
Part 1: The Holistic View of the Business
- The Agile BA role in relation to mission and objectives
- How to analyze the business environment
- Measuring the success of implementing change
Part 2: The Agile Landscape
- What is Agile? Approaches and frameworks
- Why is Agile needed?
- Role and responsibilities of the Agile BA and Agile team
Part 3: Stakeholders
- Stakeholder types / personas
- RACI and RASCI in Agile
- Empowerment of Stakeholders in an Agile project
Part 4: Dealing with Requirements
- The Agile approach to requirements
- User Stories, Epics, Acceptance Criteria
- The Agile Business Analyst’s link to quality and testing
- The Agile Requirements Life Cycle
- Checking completeness
Part 5: The Agile Business Case
- Strategic and project business cases
- Understanding the business problem
- As Is, To Be, Abstraction
- Gap Analysis and Value Streams
Part 6: Facilitated Workshops
- The role of Facilitation in Agile
- How to organize and run a Facilitated Workshop
Part 7: Prioritization
- Combining and prioritizing requirements
- Customer perception and expectation
Part 8: Modelling and prototyping
- 6 perspectives for modelling
- Tacit information
- Reasons and perspectives for prototyping
Part 9: Working in a timebox
- Timebox structure and iterative development
Posted on October 29, 2025 by Yash Sutrave -
Throughout this blended learning pathway, learners will complete various activities to practice and apply knowledge, and the Learning Lab will cumulatively assess all skills gained. Those who complete all required elements will be eligible for the Advanced Scrum Master certification:
• Advanced Facilitator: Conflict and Collaboration
• Self Paced Learning(2 hours)
• Facilitated Workshop(4hours)
• SAFe Skills(Self Paced)
• Measuring Team and ART Flow( 1hour)
• Accelerating Team Flow (1 hour)
• Cultivating High performing Teams(1 hour)
• 4 hour learning Lab
Posted on September 8, 2025 by Yash Sutrave -
Introduction to AI-Native Foundations
- Overview of course objectives and outcomes
- Introduction to the EDGE™ Imperative
Part 1: Grasp the EDGE™ Imperative
- Explore Exponential, Disruptive, Generative, and Emergent forces transforming work
- Discuss the impact of these forces on various industries
Part 2: Understanding AI and Related Technologies
- Simplified explanations of AI, ML, GenAI, LLMs, RAG, and intelligent agents
- Master safe and effective AI prompting with proven techniques
- Real-world examples and applications
Part 3: Applying AI-Native Success Factors
- Introduction to the 7 AI-Native Success Factors
- Case studies and practical applications to drive value from day one
Part 4: Workflow Improvement and Transformational Thinking
- Redesign one of your personal workflows using AI
- Business Brief: Identifying high-impact opportunities
- Strategies for transformational thinking in AI adoption
Part 5: Roadmap to AI-Native
- Develop a strategic approach to becoming AI-Native
- Tools and strategies for implementation
Part 6: The AI-Native Pitch
- Design a personal 30-60-90 day AI plan
- Pitch AI use cases with confidence
- Workshop: Crafting and delivering effective AI pitches
Conclusion and Next Steps
- Recap of key learnings
- Strategies for continued AI fluency and confidence
- Q&A and feedback session
Posted on June 25, 2025 by Yash Sutrave -
Section 1: Introduction to Technical Program Management
- What is Program Management
- What is different about Technical Program Management
- Brief History of Technical Program Management
- Technical Program Structure → Organizational overview, Team Structure, Roles &
- Responsibilities
- Role of a Technical Program Manager → Technical vs Non-Technical Orgs
- Domain Oriented Technical Program Managers (Infrastructure, EBI, Ops, Cyber Security,
- Mobile, Web, Backend etc.)
- Team Exercise – Skills for Successful Technical Program Management
Section 2: Technology in Technical Program Management
- Technical Capabilities of a TPM
- Fundamentals of High-Level System Design → Scaling (Vertical vs. Horizontal) Processing
- & Pre-processing, Queuing, Caching, Decoupling, Microservices, Load Balancing, Logging
- & Metrics, noSQL, Sharding etc.
- Low Level Design → Object Oriented Design, Design Patterns, Core Classes & Objects,
- Relationships, Methods etc.
- Building Large Scale Distributed Systems
- Technical Goals in a Program Lifecycle
- Team Exercise – Technical System Design Case Study
Section 3: Program Initiation (Requirements & Design)
- Problem Statement – Defining the Program Vision
- Pitfalls of Requirements (Agile & Waterfall) → Waterfall Too Much, Agile Too Little
- User-Centric Functional & Non-Functional Requirements
- Intrinsic & Extrinsic Technical Requirements & Architecture Design
- Three Ts of Program Planning → Team, Technology & Time (TTT)
- Scope Management & Common Program Mishaps
- Theory of Estimation → Relative & Absolute
- Political Management & Planning → Organizational Limitations,
- Cadence & Artifacts Delivery Set-up
- Team Exercise – Initiation of a Technical Program in a Non-Technical, Political Landscape
Section 4: Technical Program Execution
- Agile Sprints Execution
- Effective Communication within a Technical Program
- Measuring Team Performance & Technical Progress
- Responding to Program Management Bureaucracy
- Program Execution Pitfalls – DSU Fails, No Retros, No POs, No Testing in Sprints, Backlog
- Readiness, Vendor Management, Resource Sharing etc.
- Management of Technical Debt
- Technical Deployment Patterns, Roll-out & Release Management – Blue Green
- Deployments, Dark Launches, A/B Testing, Canary Releases, Feature Flags etc.
- Leading a DevOps, DevSecOps & Site Reliability Engineering Model
- Gaining Business Intelligence – Telemetry, TDD, HDD, Logging, Monitoring
- Team Exercise – Creation of a Robust Execution Structure across the SDLC
Section 5: Program Control & Reporting
- Controlling & Reporting at Different Levels of a Program – Team vs Line Management vs
- Senior Leadership
- Technical Metrics Gathering & Reporting – Code Coverage, Automation, Deployment
- Frequency, MTTR etc.
- People Performance & Program Management Metrics Reporting – Statuses, RAG etc.
- Reporting Frequency & Audience
- Strategic & Political Escalation
- Scaling, Expanding & Distributing the Technical Solution across the Organization
- Team Exercise – Metrics & Reporting at All Levels of a Program
Section 6: Case Study Program
- Technical Program Management Simulation
- Team Exercise – Designing a modern application microservice from initiation to technical
- execution, communication and reporting while dealing with challenges
Posted on June 23, 2025 by Yash Sutrave -
Part 1: Collaborative Product Framing
- Gain a common understanding of the who? what? and why?
- Establish goals and success measures for the product/product line and map those to corporate initiatives
- Identify the target market segments and design targets
- Identify and document market conditions
- Discuss and document strengths and constraints that will be leveraged or need mitigation plans
Part 2: Market Segment/Design Target Definition
- Prioritize identified target design targets or market segments
- Identify design target’s desired goals and outcomes
- Define how to measure success in meeting the needs of the design targets
- Develop pragmatic personas for 1-2 design targets
Part 3: Visualize Your Candidate Initiatives (Large and Small)
- Apply techniques for visualizing our opportunities for solving user problems. It might look like one or more of the following:
- Story, opportunity, or value stream mapping
- Affinity mapping
- Work in progress (WIP) mapping
- Discuss balance of market needs, buyer needs, user needs, and product needs (e.g. KLO or technical health)
Part 4: Techniques for Grouping and Sequencing Those Ideas – Affinity Mapping & Customer Journeys
- Discover horizontal paths through the experience or other logical groupings
- Identify areas with greatest need for minimal viable learning (MVL)
- Begin to order or “bucket” initiatives
Part 5: Roadmapping
- Relative sizing of initiatives
- Sequence based on cost/benefit analysis and release robustness
- Identify the MVP and subsequence release timing and form into a roadmap artifact
Posted on June 23, 2025 by Yash Sutrave -
Master the Fundamentals of Value Stream Mapping: Understand the core principles and concepts of Value Stream Mapping to identify inefficiencies and streamline processes.
Facilitate Effective Value Stream Workshops: Develop the skills to confidently conduct workshops, engage stakeholders, and guide teams through the Value Stream Mapping process.
Identify and Eliminate Waste in Processes: Learn to recognize workflow inefficiencies and apply Lean principles to reduce waste and enhance productivity.
Create Future State Value Stream Maps: Gain the ability to design optimized future state maps that highlight opportunities for process improvement and enhance value delivery.
Utilize Data-Driven Decision Making: Leverage metrics and performance data to guide decision-making, ensuring improvements are based on measurable outcomes.
Foster Cross-Functional Collaboration: Develop techniques to encourage teamwork and collaboration across departments, ensuring alignment and smooth coordination throughout the value stream.
