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 July 21, 2025 by Yogesh Kumar -
1. Agile & Jira Foundations
- Agile concepts: Agile as a mindset, iterative planning, continuous improvement, and team empowerment.
- Jira basics: Explanation of projects, work items, boards, and key user roles (administrators, project admins, and team members).
- Key takeaway: Jira is a flexible tool that aligns with agile principles to help teams visualize, plan, and track work effectively.
2. Visualizing and Managing Work
- Boards and workflows: Boards represent the workflow, with columns tied to statuses (e.g., To Do, In Progress, Done).
- Work item movement: Changing columns updates a work item’s status, keeping progress transparent.
- Reports and dashboards: Dashboards and reports are introduced for visibility into progress and bottlenecks.
3. Enriching Work Items
- Adding detail: Use labels, attachments, time logging, estimates, and comments to provide context.
- Work types: Stories, tasks, bugs, epics, and subtasks, including hierarchy and when to use each.
- Developer integration: Linking commits, branches, and builds to work items for better traceability.
4. Kanban Method
- Flow and WIP limits: Limiting work in progress improves focus and identifies bottlenecks.
- Pull vs. push: Pull systems empower teams to choose work as capacity allows.
- Continuous prioritization: Kanban supports steady delivery and incremental improvement.
5. Scrum Method
- Artifacts: Product backlog, sprint backlog, and increments for managing scope and progress.
- Sprints and velocity: Time-boxed work, story point estimation, and using velocity for planning.
- Roles and events: Responsibilities of product owners, scrum masters, and teams; ceremonies like sprint planning, daily standups, reviews, and retrospectives.
6. Searching and Filtering
- Quick and basic search: Searching by keywords or fields to locate work items quickly.
- Filters and quick filters: Saved searches to personalize views or refine boards and reports.
- Bulk actions: Performing changes on multiple items simultaneously for efficiency.
7. Working with Epics
- Organizing work: Grouping related work items under a higher-level epic.
- Tracking progress: Epic panels, swimlanes, and reporting help visualize epic completion.
- Managing relationships: Using the “Parent” field to link related items.
8. Dashboards and Reporting
- Custom dashboards: Configurable views for projects, teams, or individuals.
- Gadgets: Adding charts, lists, and other components to track KPIs.
- Sharing dashboards: Personal vs. shared dashboards to support collaboration.
9. Lean and Agile Principles
- Toyota Production System: Roots of lean thinking, kanban, and continuous improvement.
- Lean principles: Limiting WIP, mapping value streams, eliminating waste, and building quality in.
- Agile Manifesto alignment: Empowering teams, embracing change, delivering incrementally, and maintaining sustainable pace.
- Combined mindset: Lean provides the foundation; agile builds on it to handle complexity and rapid change.
10. Capstone & Integration
- Hands-on exercises: Practice applying principles by configuring projects and workflows.
- Jira family overview: Brief orientation on Jira Software, Jira Service Management, and Product Discovery.
- Key outcome: Confidence to adapt Jira setups to unique team processes while maintaining agile and lean alignment.
Posted on April 23, 2025 by Yash Sutrave -
Part 1 – Lean, Agile, and Scrum
- Show how Scrum is aligned with the Agile Manifesto
- Know the history of Scrum and Agile
- Understand the value of other agile approaches
- Analyze the personality traits of a ScrumMaster
- Know when transparency inspection and adaptation are not working
Part 2 – Facilitation
- Know how to recognize divergent and convergent thinking
- Understand the challenges of integrating multiple perspectives
- Use facilitative listening
- Use alternatives to open discussion
- Know when not to be a facilitator
- Design a facilitated event
- Create a working agreement
Part 3 – Coaching and Training
- Understand the elements of a coaching stance
- Use coaching techniques
- Identify improvements to coaching interventions
- Be able to explain Scrum and its benefits to a stakeholder
Part 4 – Service to the Scrum Team
- Describe the qualities of a self-managing team
- Use techniques to enable a team to improve its own effectiveness
- Know different models for group development
- Facilitate the creation of a Definition of Done
- Explain development practices and how they are beneficial
Part 5 – Service to the Product Owner
- Describe Product vision and Product Goals.
- Know how to create a Product Goal with the Scrum Team and stakeholders.
- Create and refine a Product Backlog that supports achieving a Product Goal.
Part 6 – Service to the Organization
- Understand the organizational impediments that can affect your Scrum team
- Practice how to resolve organizational impediments
Part 7 – Scaling Scrum
- Recognize at least two approaches to scaling Scrum.
- Techniques for visualizing, and reducing dependencies.
- Benefits of feature teams versus component teams.
Part 8 – Organizational Change
- Understanding complex systems.
- Initiating organizational change.
Part 9 – Scrum Mastery
- How you as a ScrumMaster fulfill the Scrum values
- Recognize types of conflict
- Patterns for responding to conflict
- Effective leadership
Posted on October 17, 2020 by Yash Sutrave -
Part 1: Scrum Theory
- Empiricism and the three empirical pillars
- Benefits of an Iterative and Incremental approach
- The Scrum Framework
- Scrum Values
- Scrum alignment to the Agile Manifesto
Part 2: The Scrum Team
- The responsibilities of the Scrum Team
- The responsibilities of the Product Owner, Developers, and Scrum Master
- Single Product Owners
- Product Owners own the Product Backlog
- Delivering an Increment
- Benefits of a cross-functional and self-managing Scrum Team
Part 3: Scrum Events and Activities
- Benefits of Timeboxing
- Purpose of a Sprint
- Define and perform Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective
- Product Backlog Refinement
- Inspecting and Adapting events
- When to cancel a sprint
- Daily Scrum is not a status meeting
Part 4: Scrum Artifacts and Commitments
- Purpose of the Product Backlog, Sprint Backlog, Increment
- The commitments of Product Goals,Sprint Goals, Definition of Done
- Product Backlog emergence
- Attributes of a Product Backlog
- Sprint and Increment relationship
- Evolution of a Definition of Done
- Multiple Teams working on one Product Backlog
Part 5: Scrum Master Core Competencies
- Facilitation
- Facilitating decision making
- Teaching
- Coaching
- Mentoring
Part 6: Service to Scrum Team, Product Owner and Organization
- How does a Scrum Master serve the Scrum Team
- Explaining Technical Debt
- Understanding development practices to improve quality and reduce technical debt
- Supporting the Product Owner
- Organizational impediments that affect Scrum Teams
- Techniques for resolving impediments
- Why are there no Project managers in Scrum?
Posted on October 17, 2020 by Yash Sutrave -
Part 1: Product Owner Core Competencies
- Product Owner in different organizations
- Demonstrate progress on goals to Stakeholders
- Gathering insights
- Product Owner Interaction with Scrum teams
- Product Ownership of multiple teams
- Owning the Product backlog
- Collaborating with the Scrum team
Part 2: Goal Setting and Planning
- Defining Value
- Product Visions and Product Goals
- Creating a Sprint Goal
- Product Planning and Release Planning
- Identifying small valuable increments
Part 3: Understanding Customers and Users
- Product Discovery
- Segmenting customers and users
- Conflicting customer needs
- Defining Product Outcomes
- Connecting developers to users
Part 4: Validating Product Assumptions
- Validating Product assumptions in Scrum
- Approaches to validate assumptions
Part 5: Working the Product Backlog
- Outcome vs Output
- Maximizing outcomes
- Product economics
- Describing and measuring value
- Creating Product Backlogs, Product Goals, and Product Backlog Items
- Refining a Product Backlog
Part 6: Scrum Theory
- Empiricism and the three empirical pillars
- Benefits of an iterative and incremental approach
- The Scrum Framework
- Scrum Values
- Scrum alignment to the Agile Manifesto
Part 7: Scrum Teams
- The responsibilities of the Scrum Team
- The responsibilities of the Product Owner, Developers, and Scrum Master
- Working with stakeholders
- Working with multiple teams
Part 8: Scrum events and activities
- Benefits of timeboxing
- Purpose of a Sprint
- Define and perform Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective
- Product Backlog Refinement
Part 9: Artifacts and commitments
- Purpose of the Product Backlog, Sprint Backlog, Increment
- The commitments of Product Goals, Sprint Goals, and Definition of Done
- Product Backlog emergence
- Attributes of a Product Backlog
- Sprint and Increment relationship
- Evolution of a Definition of Done
Posted on October 17, 2020 by Yash Sutrave -
Part 1: Product Owner Core Competencies
- The importance of the product ownership
- The mindset and Actions of a Product Owner
- Interacting with Stakeholders
- Product Owners as facilitators
- Facilitation techniques
- Facilitation of conversations with Stakeholders
- Understanding the risk of technical debt
- Understanding the importance of development practices
- Recognize approaches to scaling scrum
- Visualizing and reducing dependencies
- Benefits of Feature Teams
Part 2: Advanced Goal setting and planning
- Operationalizing Product Strategy
- Approaches to define product strategy
- Product Planning
- Visualizing and communication Strategy, ideas, and features
Part 3: Empathizing with Customers and Users
- Connecting Developers with Customers
- Customer product discovery techniques
Part 4: Advanced Product Assumption Validation
- Recognize cognitive biases
- Improving your Sprint Review
- Defining Hypotheses
- Planning how to test hypotheses
- Validating assumptions in Scrum
Part 5: Product Backlog Management
- Techniques for measuring value
- Techniques for ordering Product Backlogs
- Getting enough Product Backlog items ready
- Improving Product Backlog Refinement