and welcome to the course. The faces of agile,
how rapid application development scrum, lean
X, P, D. S, D M and Con von all helped form some of the foundations for agile methodology and agile practices. I'll be your instructor, Dr Kean Tomlin, and let's go ahead and get this started.
So while this course will introduce you to the history, applicability and techniques that are used in an agile project management, one of the record three recommendations that I have for this course is that you have a business management background.
In addition to that, that you have some experience with either cybersecurity, which is, of course, the focus of most of the cyber recourses or other types of I T projects. If you don't have any experience, not to worry, once we start getting into some of the details about what a project is,
I think that most of you will be able to identify things that you've done in your personal or professional career
that will start toe make a lot more sense as why these air projects and these one time efforts
on then also a general knowledge of a project management methodologies which traditionally is what they call Waterfall, that we'll get into more detail on that later in the course eyes also ideal for learning a little bit more about agile. And really the goal of these prerequisites is just to sort of put you in a position or a place,
where some of these techniques and some of the history will make more sense to you and also give you the opportunity to apply some of these agile methodologies in your own professional life, especially with cybersecurity. For those of you that
are not new to cybersecurity but are starting to get into more senior and managerial roles,
having a good understanding of agile will benefit you greatly in your career.
So again, my name is Dr Kean Tomlin. I am a
professor of both cybersecurity and national security. I'm a consultant
as well as an author.
I'm a retired U. S. Army master diver. I've got 20 years of project management experience in both the private sector and the public sector. In my previous life, I was a United States Army diver for about 15 years, so I basically got to travel around the world and go underwater and blow stuff up.
It was a very, very fun job,
but unfortunately it takes a toll on the body. So
I had to retire a couple years ago, and then I got back into I T project management and cybersecurity A. To bottom of this page, you'll see my LinkedIn profile. If you would like to connect our contact me, that would be the best way to do so. I just look me up on LinkedIn
here. The supplement supplementary materials Don't worry so much. You'll see this slide again toward the end of the class. But this also gives you an opportunity to take a screenshot or pause the video at this time
and maybe pull up some of these references. If you are interested in gathering more information before we actually get into,
the agile. Of course,
I will reference these references during various portions of the course, so if you have them now, that will be great. If not, then just note that these are the references, and I will be talking about most of these throughout the course.
This course is intended for project managers for very obvious reasons. Software developers or developers and general security managers, information security managers. The terms air relatively in related product owners, which may not be something you're familiar with. But we will talk about
can be leveraged in agile. So you may have heard that term before. Maybe not. Of course, Project team members will be interested in this type of information
and really anyone who's interested in the faster
delivery of products to market or what we also call the realization of value. So when you start getting into the higher level of project management, and for those of you that have taken my Enterprise Project Management course, this term should be pretty familiar to you. Is this idea
we're doing what's called strategy execution? So the term project management is the mawr commonly known term for various types of jobs and career fields. But what you're really doing is executing strategy. So anyone who's interested in how to bring value to their organization
primarily this is, ah, software related or I t related, really. But how do you bring value to the organization in a much more rapid fashion than has traditionally been done with? Project management is
will be interested in learning more about agile methods.
Here's our learning objectives for this course we want. In this course, we're gonna learn about the origins and philosophy that surrounds agile project management. Various types of agile methodologies, which we'll see later in the course, is more of a guideline sets situation than rules the best practices when executing agile projects.
How to select an agile methodology for a project that's going to best. Suit that project.
How to plan projects using various agile methodologies and how to execute those projects using various agile methodologies
in Module one, we're going to learn the introduction to the course, which you're currently in. Less than 1.2 is the Project Management Overview, or we're getting to just a really brief overview of the principles of project management and less than 1.3, which is the waterfall type of project management versus Agile.
that point you'll start to see where some of the benefits of agile come into play when compared to the traditional waterfall methodology of project management.
So in less than 1.1, we're going to answer the question. Why did agile become a viable project management philosophy? So why do we have this thing called agile? Is it just a a new cool term for people to use and throw around? Or is there an actual viable reason to have
your traditional waterfall style project management? Well, basically, what happened is software development
started to rapidly accelerate in the 19 eighties, and in the 19 eighties they noticed that the traditional methods of project management created about a three year delivery cycle. So the idea is, if I went to my software people
in 1980 said, Hey, I need a piece of software to do X, Y and Z to benefit my organization.
You would get that software in about three years. All things being equal,
well, that was not nearly fast enough for a myriad of reasons, one of which was, of course, the changing pace of business. Also, you had a lot of time between
the initial requirements gathering and then actually getting your functional software. And then you would finally get your software and you would wouldn't do what you wanted to do or wouldn't look the way that you wanted to look because your mental internal vision as the customer was often times different than that of the developer.
So what we needed was a solution to get to market a minimum viable product, remember, minimum viable product, because you're going to hear that a lot. What is the minimum
level of functionality? Again, primarily, was software
that allows this software to go to market because we know that whatever we do, we're going to have enhancements. We're gonna have changes, and that's part of the agile methodology is really embracing that stuff.
But from a cost versus benefits standpoint, what we needed was minimum viable product as quickly as possible so that we can bring this software to market to the customer or whatever. And then we would then have subsequent sieve cycles to support that. So
with three years was too long. We need a continuous delivery. We needed to get to the minimum viable product as quickly as possible.
So in today's video, we discussed the introduction. We talked about the need for agile as a project management philosophy, and we also talked about minimum viable product, what it is and why it's important. I hope you'll join me for the next video when we talk about less than 1.2