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Mentoring Team Members on Agile Practices

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AZ-400 Exam Prep: Microsoft Azure DevOps Solutions
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Mentoring Team Members on Agile Practices
Overview
DifficultyIntermediate
Duration21m
Students387
Ratings
4.2/5
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Description

This course provides the foundational knowledge that is required to effectively design and implement an agile work management approach in Azure DevOps. You will learn about project metrics and key performance indicators, or KPIs, and how they relate to DevOps projects. The course then moves on to how to mentor team members on Agile practices, as well as in-team and cross-team collaboration. You’ll learn how to achieve effective collaboration through cultural changes, cross-functional team collaboration, and tooling. The course comes to an end by looking at the steps and requirements required for creating organizational structures for Agile practices.

If you have any feedback related to this course, please contact us at support@cloudacademy.com

Learning Objectives

  • Understand the metrics and KPIs used in Azure DevOps, and the benefits they bring
  • Learn how Agile methods can be applied to teams through the use of mentoring and in-team and cross-team collaboration
  • Understand the tools and processes necessary for Agile practices
  • Understand the difference between horizontal and vertical teams

Intended Audience

This course is intended for:

  • Students preparing for Microsoft's AZ-400 exam
  • Anyone wanting to increase their understanding of Agile work practices in an Azure DevOps context

Prerequisites

To get the most from this course, you should have a basic understanding of Microsoft Azure and DevOps concepts.

 

Transcript

Hello and welcome to mentoring team members on agile practices. In this lesson, we are going to take a look at what it takes to mentor team members so that agile practices can be implemented successfully.

When an organization decides to begin the transformation to Agile, it will usually bring in one or more agile coaches or mentors. These mentors are brought in to help the organization's teams either adopt agile methods or to improve current methods that are in place. For these coaches and mentors to be effective, they must be real agents of change. By this, I mean that they must really want to help people realize how they are currently working and spending their time. And they must be good at driving adoption of the newer agile methods that they were brought in to develop.

When an agile coach or mentor is brought in, what the coach will typically do is work with multiple teams to implement the new agile methods. A key role of an agile coach or mentor is to remove both internal and external roadblocks that prevent the organization from implementing agile practices. To be effective at this, the agile coach or mentor needs to be good at not just coaching and mentoring, but also at teaching and facilitating. This is because the mentor needs to serve as both a consultant and a trainer.

Putting agile concepts into practice requires buy-in because doing so isn't as simple as learning the concepts through an agile training course. It takes dedication to facilitate change.

Agile coaches and mentors come in many different flavors. For example, some mentors may be technical experts that prefer to teach an organization's team members how to apply specific agile concepts and practices. Such technical oriented coaches and mentors may hold peer sessions with team members.

On the other hand, you may have agile coaches and mentors that focus more on agile processes or on the management of work activities. These types of will often demonstrate how to run standup meetings and review meetings.

Although bringing in external agile coaches and mentors can kickstart the process for moving to agile practices, ultimately, the team members within the organization will need to develop the ability to mentor each other. As team members become skilled at mentoring each other and at learning from one another, the move to agile practices becomes easier. For this to happen, however, teams need to work in a collaborative fashion, the work cannot be done by individuals in a vacuum.

 

Lectures

 

About the Author
Students19771
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Tom is a 25+ year veteran of the IT industry, having worked in environments as large as 40k seats and as small as 50 seats. Throughout the course of a long an interesting career, he has built an in-depth skillset that spans numerous IT disciplines. Tom has designed and architected small, large, and global IT solutions.

In addition to the Cloud Platform and Infrastructure MCSE certification, Tom also carries several other Microsoft certifications. His ability to see things from a strategic perspective allows Tom to architect solutions that closely align with business needs.

In his spare time, Tom enjoys camping, fishing, and playing poker.