www.apmg-
international.com
APMG-International Webinar
Agile PM vs PRINCE2®
Czwartek 27 czerwca 2013 / 13:00 CEST (Warszaw...
Agenda
• Powitanie & wprowadzenie
– Sabina Bieniecka, Business Development Manager - Polska
APMG-International
• Agile PM ...
About APMG-International
• Instytut egzaminacyjny i akredytacyjny o zasięgu globalnym
• udziela akredytacji/certyfikuje w ...
Trenerzy…
• Tomasz Nędzi:
– PRINCE2® / Agile PM® / MoR® / P3O® Approved Trainer,
– Prezes Zarządu i Lead Trainer w skills®...
Pytanie sondażowe
Kto z uczestników posiada certyfikat:
• PRINCE2 Foundation
• PRINCE2 Practitioner
• Agile PM Foundation
...
Agile Project Management Source
• Agile Project Management
is based on DSDM Atern
– DSDM - The oldest established Agile ap...
Basics – What is negotiable?
Delivering the Business Case
V1.1
© Crown Copyright 2009. Reproduced under Licence from OGC.
Fig
1.2 PROJECT ENVIRONMENT
PRINCE2 PROCESSES
PRINCE2 PRINCIPLE...
© Crown Copyright 2009. Reproduced under Licence from OGC.
Fig
11.1
Pre-project
SU
SB CP
IP
Initiation
stage
Subsequent
de...
The Development Framework
• Timebox supported by
– Daily stand-ups
• Communication and control
– Reviews
• On-going acceptance and
risk reductions
T...
Timeboxing - Iterations
• For each iteration (Investigate, Refine, Consolidate) within a Timebox
Identify what has to be
d...
© Crown Copyright 2009. Reproduced under Licence from OGC.
Fig
5.3
From the customer
From the supplier
Lines of authority
...
Roles and
Responsibilities
V1.1
• One person can have more than 1 role
• A role can be shared between people
– N.B. Busine...
17
Types of Product
Project
Products
Management
Baseline
Records
ReportsSpecialist
• Ensuring the right information is available at the right time
• Some products specific to one lifecycle phase,
others co...
Agile Project Management Source
• Agile Project Management full
content is defined in the Agile
Project Management Handboo...
Agile Project Management Certification
• Agile Project Management Foundation exam
– Simple multiple choice exam – 1 hour e...
Pytanie sondażowe
Który z wymiarów projektu jest
nienegocjowalny w projekcie agile?
• zakres
• jakość
• czas
• koszt
Pytanie sondażowe
Która z metod opisuje procesy, pryncypia,
produkty zarządcze, role w projekcie?
• PRINCE2®
• Agile Proje...
Pytania i odpowiedzi
Więcej informacji
• Strona www APMG-International
– www.APMG-International.com
• APMG - Agile Project Management
– http://...
www.apmg-
international.com
International
International
Dowiedz się więcej o nas z naszej strony:
www.APMG-International.c...
Agile PM vs PRINCE2 (Polish) - APMG-International Webinar
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Agile PM vs PRINCE2 (Polish) - APMG-International Webinar

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Czwartek 27 czerwca 2013 / 13:00 CEST (Warszawa, PL)
Przedstawione przez Tomasza Nędzi, skills® sp. z.o.o

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  • TELLWhen used in Projects & PRINCE2, confirms the model you are building on a flip chart
  • DISCUSS
  • TELLDraw this diagram on a flip chart building on the concepts of the interests and the levels of managementEmphasise this is both shorthand and simplificationBenefits of defined roles & separated responsibilitiesPRINCE2 cannot help with Organisational hidden agendasIt can only give a common vocabulary (which may be a disadvantage) and lists of responsibilities (which may be too easy and therefore there will be no buy in)PB - Ultimate Responsibility for the Project How do you get the real decision makers?PM - or Team Manager - Day to day manager to whom all team members reportProject Assurance - The Project Board's responsibilities to assure itself that the project is being conducted correctly If exercised by others (Project Assurance) they must have the right balance of powerProject Support - The provision of certain administrative services to the Project Manager. Often the group provides its services to many projectsTeam - Carry out Specialist Work PB must ensure they are adequately resourced.The line from the Project Assurance to the PB is a key tool in setting up checks and balances within the PMT.
  • Agile PM vs PRINCE2 (Polish) - APMG-International Webinar

    1. 1. www.apmg- international.com APMG-International Webinar Agile PM vs PRINCE2® Czwartek 27 czerwca 2013 / 13:00 CEST (Warszawa, PL) Przedstawione przez Tomasza Nędzi, skills® sp. z.o.o www.APMG-International.com
    2. 2. Agenda • Powitanie & wprowadzenie – Sabina Bieniecka, Business Development Manager - Polska APMG-International • Agile PM vs PRINCE2® – Tomasz Nędzi (skills® sp. z.o.o.) • Q&A • Dalsze informacje • Zamknięcie webinarium
    3. 3. About APMG-International • Instytut egzaminacyjny i akredytacyjny o zasięgu globalnym • udziela akredytacji/certyfikuje w zakresie Best Management Practice PPM portfolio • Szerokie portfolio programów certyfikacji dla profesjonalistów • 350+ Akredytowanych Organizacji Szkoleniowych (ATO) i Akredytowanych Organizacji Doradczych (ACO) z 1800+ akredytowanych trenerów i konsultantów • Egzaminy certyfikujące; 18000+ egzaminów w miesiącu • Siedziba główna w Wielkiej Brytanii; biura operacyjne albo formalne przedstawicielstwa w 12 krajach • Więcej informacji na: www.APMG-International.com
    4. 4. Trenerzy… • Tomasz Nędzi: – PRINCE2® / Agile PM® / MoR® / P3O® Approved Trainer, – Prezes Zarządu i Lead Trainer w skills® sp. z o. o. oraz – Prezes Stowarzyszenia BPUG® Polska. – Jest zaangażowany w zarządzanie projektami/programami od 1993. Zarządzał projektami m.in. dla IBM Polska i NASK. – Od 2004 roku przeszkolił z zarządzania projektami ponad 5000 Kierowników Projektów. – W 2004 roku przetłumaczył na język polski podręcznik PRINCE2®, oraz brał udział w tłumaczeniu podręczników „P3O® - Biura Portfeli, Programów i Projektów”, „MSP® Skuteczne Zarządzanie Programami” oraz „M_o_R® Zarządzanie Ryzykiem: Przewodnik dla Praktyków” na język polski. Jest recenzentem podręczników w wersji angielskiej.
    5. 5. Pytanie sondażowe Kto z uczestników posiada certyfikat: • PRINCE2 Foundation • PRINCE2 Practitioner • Agile PM Foundation • Agile PM Practitioner
    6. 6. Agile Project Management Source • Agile Project Management is based on DSDM Atern – DSDM - The oldest established Agile approach • Originally launched in 1995 – Owned by The DSDM Consortium • A not-for-profit collegiate organization • www.dsdm.org – Established and proven integration between *DSDM®Atern® and **PRINCE2® *DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries ** PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.
    7. 7. Basics – What is negotiable?
    8. 8. Delivering the Business Case V1.1
    9. 9. © Crown Copyright 2009. Reproduced under Licence from OGC. Fig 1.2 PROJECT ENVIRONMENT PRINCE2 PROCESSES PRINCE2 PRINCIPLES Progress Business Case Organization Quality PlansRisk Change PRINCE2 THEMES
    10. 10. © Crown Copyright 2009. Reproduced under Licence from OGC. Fig 11.1 Pre-project SU SB CP IP Initiation stage Subsequent delivery stage(s) Final delivery stage Directing Managing Delivering Directing a Project SB Controlling a Stage Controlling a Stage Managing Product Delivery Managing Product Delivery Key SU = Starting up a Project IP = Initiating a Project SB = Managing a Stage Boundary CP = Closing a Project Note • Starting up a Project is used by both the directing and managing levels • There should be at least two management stages, the first of which is the initiation stage. • Managing a Stage Boundary is first used at the end of the Initiation stage and repeated at the end of each subsequent stage except the final stage. It is also used to prepare Exception Plans, which can be done at any time including in the final stage. • For complex of lengthy initiations, Controlling a Stage and Managing Product Delivery can optionally be used to manage the initiation stage.
    11. 11. The Development Framework
    12. 12. • Timebox supported by – Daily stand-ups • Communication and control – Reviews • On-going acceptance and risk reductions Timeboxing • Created by the Team • MoSCoW for this Timebox • Milestone dates – e.g.. Planned Review sessions • Roles and Responsibilities • Deliverables (with acceptance criteria) 2-4 (exceptionally 6) weeks 60-80%10-20% 10-20% Investigation Refinement Consolidation
    13. 13. Timeboxing - Iterations • For each iteration (Investigate, Refine, Consolidate) within a Timebox Identify what has to be done in this iteration Agree informal plan for how this will be achieved in this iteration Evolve solution as appropriate with detailed input from Business Ambassador Review the solution with Business Ambassador (and others?)
    14. 14. © Crown Copyright 2009. Reproduced under Licence from OGC. Fig 5.3 From the customer From the supplier Lines of authority Project Assurance responsibility Lines of support/advice Within the project management team Corporate or programme management Project Board Senior User(s) Senior Supplier(s) Team members Change Authority Project Support Project Manager Team Manager(s) Business, User and Supplier Project Assurance Executive
    15. 15. Roles and Responsibilities V1.1 • One person can have more than 1 role • A role can be shared between people – N.B. Business Sponsor would not be a shared role – Visionary is rarely a shared role • All responsibilities must be covered • Project roles – Managing, directing, co-ordinating • Solution Development Team (SDT) roles – Creating the Solution • Other roles – As appropriate, specialists
    16. 16. 17 Types of Product Project Products Management Baseline Records ReportsSpecialist
    17. 17. • Ensuring the right information is available at the right time • Some products specific to one lifecycle phase, others continue to evolve • Flexibility – Not all products required for every project – Formality of products varies from project to project and organization to organization • Progress demonstrated by delivery of products – More detail later (Full products detail in Manual - Appendix C) Products - Summary
    18. 18. Agile Project Management Source • Agile Project Management full content is defined in the Agile Project Management Handbook • A copy of this handbook will be provided to delegates to support the training course • This Handbook is also the definitive source for all Agile Project Management exams
    19. 19. Agile Project Management Certification • Agile Project Management Foundation exam – Simple multiple choice exam – 1 hour exam – 60 questions, pass mark is 30 (50%) – Taken at the end of Day 3 of training • Agile Project Management Practitioner exam (optional day 4) – Complex multiple choice – Objective Test - 2 hour exam – Open book exam (reference to Agile PM Handbook allowed) – 4 questions worth 15 marks each (60 marks), pass mark is 30 (50%) – Pre-requisite for Agile PM Practitioner :- • Agile Project Management Foundation (or DSDM Atern Foundation) certificate or • DSDM Advanced Practitioner certificate
    20. 20. Pytanie sondażowe Który z wymiarów projektu jest nienegocjowalny w projekcie agile? • zakres • jakość • czas • koszt
    21. 21. Pytanie sondażowe Która z metod opisuje procesy, pryncypia, produkty zarządcze, role w projekcie? • PRINCE2® • Agile Project Management
    22. 22. Pytania i odpowiedzi
    23. 23. Więcej informacji • Strona www APMG-International – www.APMG-International.com • APMG - Agile Project Management – http://www.apmg-international.com/pl/kwalifikacje/agilepm/agile-pm-pl.aspx • PRINCE2 – strona oficjalna – www.prince-officialsite.com • skills® sp. z.o.o – www.skills.pl http://www.linkedin.com/company/apmg-international @APMG_Inter
    24. 24. www.apmg- international.com International International Dowiedz się więcej o nas z naszej strony: www.APMG-International.com DZIĘKUJEMY ZA UDZIAŁ

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