Private corporate batches, live online cohorts and 1-on-1 mentoring in iterative delivery, backlog and flow management, and the engineering practices that make short cycles safe — taught by a practitioner who runs it in production.
20 years across DevOps, SRE and Security · 10,000+ engineers trained · Trained teams at JPMorgan Chase, Verizon, Nokia and the World Bank
Principal DevOps Engineer & Architect
Rajesh teaches Agile as a delivery system rather than a set of meetings: vertical slicing and backlog ordering, work-in-progress limits and flow metrics, forecasting from throughput, and the Extreme Programming practices — test-driven development, continuous integration, refactoring, collective ownership — without which short cycles simply move the pain later. Twenty years across DevOps, SRE and Security and 10,000+ engineers trained mean the sessions connect iteration mechanics to what actually happens downstream in build, test and release, including how agility survives change control and audit in regulated environments.
Twenty years across DevOps, SRE and Security, in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe and others. He has trained engineers at JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus — more than 10,000 people personally. He teaches what he runs, not what he reads.
You are booked with a named engineer, and that is who turns up. Marketplaces and larger providers rotate whoever is free, so the person who sold you the agenda is rarely the person teaching it.
The same trainer is available for the next engagement, which matters when a team builds on what it learned last time.
Your batch is assigned a named trainer before it starts, and that is who teaches it. See the full faculty.
Engagements are matched on the tool, not the calendar. For Agile that means a trainer who has run it in production — iterative delivery, backlog and flow management, and the engineering practices that make short cycles safe — rather than whoever is free that week. You are told who is teaching before you commit, and that person is on the discovery call that shapes the agenda.
Where a batch is large enough to need a second trainer, the pairing is declared up front. The lead trainer stays accountable for the syllabus and the assessment either way.
Principal DevOps Engineer & Architect
Twenty years across DevOps, SRE and Security in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe, IBM/Emptoris, Ness, MindTree and Accenture. He has trained more than 10,000 engineers personally, at organisations including JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus. He teaches what he runs, not what he reads.
Teams of 8–30
Custom agenda, your timezone, onsite or online, NDA-friendly.
Request a quoteIndividual engineers
A private instructor and a curriculum built around your goal.
₹99,999Individuals who want peers
Scheduled batch, max 8 to 10 hours of live instruction.
₹34,999A private batch starts with a discovery call. We look at the stack you actually run — the CI system, the cloud, the constraints — and map the agenda onto it, so examples use your topology rather than a generic one.
Delivery is onsite at your premises, live online, or hybrid, scheduled around your release calendar rather than ours. Batches run 8 to 30 engineers.
Every attendee leaves with recordings, slides, lab repositories and a completion certificate. You receive an attendance and assessment report. Invoicing supports PO and GST.
Talk to us about a private Agile batchAgile is an approach to building software in which work is delivered in small, usable increments, direction is corrected from evidence rather than from plan variance, and the people doing the work decide how it gets done. It emerged as a reaction to stage-gate delivery, where requirements were fixed up front, integration happened at the end, and the first honest feedback arrived long after the decisions that caused the problems.
The Agile Manifesto states four value preferences and twelve principles, but none of them are a process. What makes a team agile in practice is a set of concrete behaviours: work is sliced vertically so each item delivers something a user can see, the backlog is ordered by value and risk rather than by arrival date, work in progress is limited so items finish instead of accumulating, and each cycle ends with something inspectable and a decision about what to do next. Scrum, Kanban and Extreme Programming are different ways of arranging those behaviours; they are not interchangeable, and choosing between them is part of the skill.
The part organisations most often skip is engineering. Short cycles are only safe when the code can absorb them — which means automated tests, continuous integration, refactoring and collective ownership. A team that adopts two-week iterations without those practices does not become faster; it accumulates unfinished work and calls the resulting slowdown 'technical debt'. Agile without engineering discipline is the most common failure mode in the field, and it is treated as a first-class subject here rather than an appendix.
Most organisations have already 'gone agile' at least once, and many are on their second or third attempt. The ceremonies are in place, the boards exist, the standups happen — and lead time has not moved. That is the market this training addresses: not teams that have never heard of iterations, but teams running the mechanics without the underlying practices, where a sprint is a two-week deadline and the retrospective produces nothing anyone acts on.
The demand has correspondingly shifted from awareness to competence. Buyers ask for people who can slice a large piece of work into deliverable increments, forecast from throughput instead of from optimism, make dependencies visible, run a retrospective that changes something, and argue for the engineering investment that makes short cycles survivable.
There is also a regulatory and scale dimension. Agile in a bank, a telco or a medical device company has to coexist with audit, change control and multi-team dependencies. Teaching iterative delivery as though those constraints do not exist produces training that cannot be applied on Monday, which is why governance and scaling are covered explicitly rather than waved away.
The delivery problem that produced the Manifesto: fixed requirements, late integration, and feedback arriving after it was useful. The four values and twelve principles read as engineering claims rather than slogans, empiricism as the underlying idea, and an honest account of the work for which iterative delivery is the wrong answer.
Topics: Stage-gate delivery and its failure modes · The Agile Manifesto: four values, twelve principles · Empiricism — transparency, inspection, adaptation · Iterative versus incremental, and why both are needed · Cost of delay and why small batches win · Where Agile is a poor fit and what to do instead
Three different answers to the same problem, and how to choose. Scrum's timeboxed commitment model, Kanban's flow and pull model, Extreme Programming's engineering focus, and the hybrids teams actually run. Includes the diagnostic questions that make the choice evidence-based rather than fashionable.
Topics: Scrum in outline: accountabilities, events, artifacts · Kanban: visualise, limit WIP, manage flow, explicit policies · Extreme Programming and its engineering practices · Scrumban and other working hybrids · Choosing by demand pattern: planned work versus interrupt-driven · Shu-Ha-Ri and when to deviate from a framework
The single highest-leverage skill in iterative delivery. Turning a large ambiguous request into ordered, independently valuable items — story mapping, INVEST, acceptance criteria — and slicing vertically through the stack rather than horizontally by layer, which is what most teams do wrong.
Topics: User stories, INVEST and their limits · Acceptance criteria and examples as specification · Story mapping to expose scope and sequence · Vertical versus horizontal slicing · Epics, features and the ordering problem · Definition of Ready and preventing half-formed work entering a cycle
How to answer 'when will it be done' without pretending to certainty. Relative estimation and where it breaks, velocity and its misuse as a productivity measure, and probabilistic forecasting from throughput — including how to give a range with a confidence level to a stakeholder who asked for a date.
Topics: Relative estimation, story points and planning poker · Velocity: legitimate uses and abuses · Cycle time and throughput as forecasting inputs · Probabilistic forecasting and Monte Carlo simulation · Right-sizing work and the case for fewer estimates · Release planning and roadmapping under uncertainty · Communicating ranges to stakeholders who want a date
The part most Agile training omits, and the reason most adoptions stall. Automated testing, continuous integration, refactoring, pair and mob programming, simple design and collective ownership — treated as the enabling conditions for iteration rather than as optional extras.
Topics: Test-driven development and the test pyramid · Continuous integration and keeping mainline releasable · Refactoring as continuous design, not a project · Pair and mob programming: cost, benefit and when to use them · Collective code ownership and simple design · Technical debt: measuring it and arguing for repayment · Definition of Done and its engineering content
Measuring a delivery system instead of measuring people. Lead time, cycle time, throughput and work-in-progress, read from a cumulative flow diagram; then retrospectives run as experiments with a hypothesis and a measurable outcome, rather than as a recurring complaint session.
Topics: Lead time, cycle time, throughput and WIP · Little's Law and why limiting WIP reduces lead time · Cumulative flow diagrams and reading blockage · Retrospective formats and facilitation · Turning retrospective output into owned experiments · Delivery metrics and their relationship to DORA measures · Anti-patterns: velocity targets, utilisation and individual metrics
What happens when one team becomes twelve, and when auditors get involved. Team topologies and organising around value streams, making dependencies visible and reducing them rather than coordinating them, the scaling frameworks in outline, and how iterative delivery coexists with change control, contracts and audit.
Topics: Organising teams around value streams · Dependency mapping, reduction and the coordination tax · Scaling frameworks in outline: SAFe, LeSS, Nexus, Scrum@Scale · Communities of practice and shared standards · Agile in regulated and audited environments · Contracts and procurement for iterative delivery · Common scaling anti-patterns and how they present
We rebuild the agenda around the tools you actually run.
Request a custom agendaTake a real feature request, story-map it, and slice it vertically until the first increment could ship in days — then defend the slice boundaries against a stakeholder who wants everything.
Build a cumulative flow diagram from a real team's history, identify where items queue, apply a WIP limit and predict the effect on lead time using Little's Law.
Forecast a real backlog from throughput data, produce an 85% confidence range, then rehearse presenting it to a stakeholder who asked for a single date.
Write a Definition of Done containing real engineering criteria, apply it retrospectively to the last month of completed work, and count how much would fail.
Run a structured retrospective on a real problem, convert the output into a single experiment with an owner, a hypothesis and a measure, and design how you will know it worked.
Produce a complete proposal for a real team: framework choice, backlog structure, cadence, WIP policy, Definition of Done, metrics and the first three improvement experiments.
Billed yearly at ₹9,996
Max 8 to 10 hours of live instruction
Full program, private instructor
8–30 engineers · custom agenda · onsite or online · PO and GST invoicing
Refunds. If we cancel or postpone a cohort, you get a full refund within 15 days. There is no money-back guarantee otherwise.
Terms. Course material remains licensed to the attendee. Read the terms.
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Certificate of completion
Great learning experience from a very knowledgeable instructor with well-prepared course notes. The lab exercises on AWS instance work well to learn the hands-on side of the course.
Rajesh is a very good trainer I have experienced in DevSecOps training. The number of contents in different topics he has posted on the DevOpsSchool public website are amazing and user friendly for beginners and experienced professionals.
The trainer (Rajesh) provided very good sessions on SRE profession. Not only hands-on learning on the tools but also SRE mindset.
Very good training session. Well explained from the basics to the complex concepts. Also tried to cover practicals and demos within the 3 hour sessions. The learning content and videos are of a great deal of help.
Basics explanation was exemplary from Rajesh where he dealt with complicated topics to be simple. Great learning stuff personally for me.
Very detailed explanation and has lots of patience in attending the questionnaire. Thanks again for your wonderful sessions.
| What matters | YouTube + blogs | Generic online course | Freelance marketplace | DevOpsSchool |
|---|---|---|---|---|
| Named practitioner | No | Rarely | Varies per booking | Yes — same trainer each time |
| Production experience | Unknown | Unknown | Unverified | 20 years, named employers |
| Custom agenda | No | No | Sometimes | Built from your stack |
| Onsite delivery | No | No | Sometimes | Yes |
| Lab environment | None | Sandbox that expires | Varies | Your own cloud — skill goes with you |
| Assessment | None | Quiz | Rarely | Assignments + capstone per module |
| Per-attendee certificates | No | Sometimes | Rarely | Yes |
| Corporate invoicing | No | Limited | Varies | PO and GST |
| Post-training support | None | Forum, time-limited | None | Lifetime forum access |
Tell us the team, the stack and the timeline. You'll get a straight answer, not a sales sequence.
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