Instructor: Alex Gray

AI Native Foundations

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

Jira Essentials with Agile Mindset

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.

Advanced Certified ScrumMaster® (A-CSM®)

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

Certified ScrumMaster®(CSM®)

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?

 

Certified Scrum Product Owner® (CSPO®)

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

Advanced Certified Scrum Product Owner® (A-CSPO®)

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