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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/uva-darden-agile-team-management
课程评论：没有评论
课程名称：管理敏捷团队 概述：敏捷已成为管理数字创新团队的事实标准，但许多人仍然怀疑他们是否做得“正确”。社交媒体上充满了关于团队声称他们实施敏捷但实际上并没有真正做到的笑话。实际上，充分利用敏捷的方法并不在于遵循特定程序，而在于团队如何聚焦和衡量他们的进展。本课程旨在帮助您更好地制定团队的目标、成功的定义和敏捷实践，而不仅仅是枯燥地讲解敏捷方法论。在学习了 Scrum、XP 和看板等敏捷必备知识的同时，您还将学习如何帮助团队提出关于工作方式的正确问题，并引导出敏捷如何提供帮助的有效答案。 本课程由弗吉尼亚大学达登商学院的巴滕研究所支持，巴滕研究所的使命是通过创业和创新改善世界。 课程大纲： 1. **敏捷团队**：本周，我们将介绍软件开发的四个基本任务，以帮助您定义对团队重要的内容，以及哪些敏捷实践最适合您。我们将讨论如何通过敏捷团队章程实现与公司的一致性，同时保持自主性。最后，我们将介绍主要的敏捷方法论——Scrum、XP 和看板，帮助您将团队的重要事项与敏捷的最佳实践结合起来。 2. **学习与决策**：团队的一个关键焦点是促进对结果的关注，而非输出。没有这种关注，您将无法从响应待办事项清单转向推动能够对公司产生积极影响的用户结果。本周，您将学习如何定义和优先考虑团队在学习和决策方面的重要事项，并将其与 Scrum、XP 和看板相关的敏捷实践相结合。 3. **构建与管理**：本周我们将深入探讨软件构建的工作和管理敏捷团队的核心职责。敏捷，尤其是 XP，提供了一系列关于具体编码实践的丰富工作材料。我们将逐步介绍最显著的做法，并讨论它们与您所学其他概念和实践之间的关键联结。在管理工作的探讨中，我们将更深入地了解在敏捷环境中什么是有效的管理。 4. **实践敏捷**：在学习了软件开发的四项工作后，您将在本周的同行评审作业中考虑这些工作与您工作的关系。最终，您将制定出一个清晰的计划，以完成学习、决策、构建和管理项目的任务。
Name:The Agile Team
Description:This week we’ll introduce the four fundamental jobs of software development to help you define what’s important to your team and, hence, which of the many agile practices might make the most sense for you to try out. Then we’ll talk about achieving alignment with your company while maintaining autonomy through an agile team charter. We’ll close by stepping through the leading agile methodologies--Scrum, XP, and kanban. You’ll finish the week with an understanding of how to pair what’s important to your team with the best of what agile has to offer.
Name:Learning and Deciding
Description:One of the most critical focal points for any team is facilitating a focus on outcomes over output. Without this, you’ll never graduate from responding to requests about your to-do list of output to driving better user outcomes that move the needle for your company. This week, you’ll learn how to define and prioritize what’s important to your team in the areas of learning and deciding, and to pair those with relevant agile practices from Scrum, XP, and kanban.
Name:Building and Managing
Description:This week we’ll dive into the jobs of building software and the core management jobs in running an agile team. Agile--and XP in particular--offers a rich body of work on specific coding practices. We’ll step through a few of the most prominent and discuss key linkages with the other concepts and practices you’ve learned. On the job of managing, we’ll dive deeper into what that means and what works in an agile context.
Name:Practicing Agile
Description:Now that you’ve learned about the four jobs of software development, you’ll have a chance to think through how they relate to your work in this week’s peer-reviewed assignment. You’ll finish the course with a clear plan to accomplish the jobs of learning, deciding, building, and managing for your project.
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. Rather than just boring you with an accounting of agile methodologies, this course focuses on helping you better charter your team’s focus, definition of success, and practice of agile. While learning about agile mainstays like Scrum, XP, and kanban, you’ll also learn to help your team ask the right questions about how they’re working and facilitate good answers on how agile can help. 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: www.batteninstitute.org.
