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Agile Project Management and Facilitation Skills

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Presentation slides from APMG-International webinar on using effective facilitation during Agile projects. Webinar recording is available at …

Presentation slides from APMG-International webinar on using effective facilitation during Agile projects. Webinar recording is available at http://www.apmg-international.com/en/news-events/webinars/258475.aspx.

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  • 1. www.apmg-international.com APMG-International Webinar Agile Project Management and Facilitation Skills Thursday 17 October 2013 / 14:00 GMT (London, UK) Presented by David Tomlinson, FGI Ltd www.APMG-International.com
  • 2. Agenda • Welcome & introduction – Mark Constable, International Marketing Co-ordinator APMG-International • Agile Project Management and Facilitation Skills – David Tomlinson (FGI Ltd) • • • Q&A More Information Close
  • 3. About APMG-International • • • • • • • Global Examination & Accreditation Institute Official accreditation/qualification body for Best Management Practice PPM portfolio Extensive portfolio of professional management qualifications 350+ Accredit training (ATO) and consulting (ACO) organizations with 1800+ approved trainers and consultants Certify examination candidates; 18000+ exams per month HQ in UK; operational offices or formal representation in 12 countries Full details at www.APMG-International.com
  • 4. Your presenter… • • • • • • David Tomlinson, FGI Training & Consultancy Ltd AgilePM® Trainer and Facilitation Skills certified IT and HM Forces background, including Agile delivery of management information systems projects and programmes. In a consultancy role, have assisted organisations in adopting and adapting best practice methodologies and frameworks, including facilitation d other support such as coaching and mentoring. Familiar with a wide variety of the best practice suite of products, as a Prince2® and MSP® trainer, an ITIL® expert and certified in MoP® . Linkedin profile http://www.linkedin.com/in/msptrainer
  • 5. Signposts • • • • • Introduction to Agile Facilitated Workshops in Agile Introduction to Facilitation Skills Sample of an applied technique How they can work together
  • 6. Introduction to Agile Project Management Version 1.1 www.apmg-businessbooks.com
  • 7. 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
  • 8. What is Agile? • Generic Description of a style of working – Flexibility – Working closely with customer throughout – Ensuring final solution actually meets business need – Deferring decisions about detail as late as possible AG I L E
  • 9. www.apmg-international.com What is Agile? A G I • Scrum • Lean • Extreme Programming (XP) Lightweight Lightweight Approaches Approaches L E • DSDM Atern • Agile Unified Process (AUP) Fuller Approaches Fuller Approaches (but still agile) (but still agile)
  • 10. Agile Project Management - The Basics
  • 11. Agile Principles • Focus on the business need • Deliver on time • Collaborate • Never compromise quality • Build incrementally from firm foundations • Develop iteratively • Communicate continuously and clearly • Demonstrate control
  • 12. • Collaborate – Requires team to: • Involve the right stakeholders at the right time, throughout project • Team members are empowered to make decisions • Actively involve business representatives • Build one-team culture
  • 13. • Communicate continuously and clearly – Requires team to: • Use facilitated workshops • Use ‘Rich Communication’ –modelling, prototyping • Present iterations of evolving solution early and often • Encourage informal, face-to-face communication at all levels • Manage stakeholder expectations • Keep documentation lean and timely
  • 14. Communication – Facilitated Workshops • • One of Atern’s 5 key techniques “A structured approach to ensure that a group of people can reach a predetermined objective in a compressed timeframe, supported by an impartial facilitator.” Enables principles – Rich Communication, Collaborative working, continuous communication • • • • High quality team decisions in short timescales High level of buy-in and ownership, achieving consensus Used throughout lifecycle Need to be planned in (and budgeted for) Clear
  • 15. Types of Workshop within Agile projects • • • • • • • • • Role terms of reference Risk capture and analysis Gathering requirements Prioritisation Planning Problem solving Issues Retrospectives Timebox reviews
  • 16. www.apmg-international.com Roles and Responsibilities • • • • Workshop Facilitator Manages workshop process Catalyst for workshop preparation and communication Responsible for context of workshop, NOT the content Independent of workshop outcome
  • 17. Asking or telling? Strategy workshop The way forward? My idea My idea My idea
  • 18. Asking or telling? Strategy workshop The way forward? My idea My idea My idea
  • 19. Differences between Functions High Consultant (gives answers) Trainer (uses participative methods) Subject Knowledge Coach (tends to work ‘one-to-one’) Facilitator (works with group) Low Process High
  • 20. Agile Workshop Facilitation - Success Factors • • • • • An effective trained, independent Workshop Facilitator (emphasis mine) Flexibility in format, but clearly defined objectives Thorough preparation before the workshop by Facilitator, Cofacilitator and Participants Decisions and agreements should not be forced but if agreement cannot be reached the appropriate activity should be elicited from the group Participants should ideally receive a report within 48 hours detailing decisions, actions and the product of the workshop
  • 21. Source of Facilitation • Facilitation – an art science, skill or all three? • Facilitation – a Manual of Models, Tools and Techniques for Effective Group Working by Tony Mann • Process IcebergTM by Resource Developing Business www.apmg-businessbooks.com
  • 22. Value of Facilitation • • • • • • • identify issues resolve problems encourage productive interaction develop accurate objectives define the scope of change projects encourage and empower contributions in a safe, non-threatening environment engage stakeholders.
  • 23. Understanding Task and Process TASK = What we do PROCESS = How we do it Therefore there are “Task issues” and “Process/Format methods”
  • 24. Link Between Task And Process OBJECTIVE MODEL Tasks Tools Activities Techniques
  • 25. Approaches • • • Models Tools Techniques Used to help groups take appropriate decisions for different levels of: • Uncertainty • Emotional disruption • Urgency • Need for buy-in • Organizational maturity
  • 26. Application in the Use of Techniques All – Each person works on their own (quietly) doing the activity, using the technique Group – A group works together doing the activity, using the technique All to One – Everyone does the activity out loud), directed to one person or one place (e.g. flip chart) One to All – One person does the activity, on behalf of everyone
  • 27. Coping with Different Degrees of Uncertainty Dysfunctional Transitional Process Aware Certainty    Complexity    Uncertainty   
  • 28. Facilitation Triangle Maturity of the Group/Individual Size & Complexity of the How mature is the Group/Individual? Task/Objectives How much does the group/ How much does the Individual want to mature in Individual/Manager terms of process skills using want to achieve? this task? How important/urgent is How does the Manager see Facilitator’s the task? their role in the task? responsibility GROUP MATURITY The Facilitator’s responsibility is to help the client to understand the significance of the ‘Triangle’. Each element of the Triangle must be in balance if the group is to succeed. TIME TASK Time Available How much time is the Group able to allocate to this task? Will this include time on process reviews?
  • 29. Process Iceberg © Meeting Model Planning a Meeting/Event Objectives & Tasks 80% Process Format & Tools Inter-Personal Interactions Team Roles © Resource Strategic Change Facilitators Buy-in Neutral Emotions 20%
  • 30. Feedback Model 1 2 3 4 1 - Misunderstanding or misinterpreting what was said 2 - Missing out some important points or details 3 - Feeding back accurately and fully what was said 4 - Getting behind the words to the “hidden” message
  • 31. S ummarise ( the background/context) P ropose (Format, technique(s)) O utcome/Output (what will result)
  • 32. Applying the ‘right’ Model, Tool or Technique Six Sigma World Cafe Hosting Open-ended AI Rich Picture Animal Kingdom Debate Scope SCA Four Box RIG Uncertainty Dots Brain Storm Brain Dump Degree of Uncertainty Narrow Convergent Type of Thinking Divergent Certainty
  • 33. Brain dumping It is desirable to draw out from the group all the information that is known about a particular situation, action or event. “There are a number of factors/issues which we need to explore”
  • 34. ‘Voting’ with ‘Dots’ Groups Here two groups have dots. One group goes first followed by the other group. They can put Large dots on the green Post Its™ and up to 5 smaller dots on the yellow & blue Post Its™
  • 35. All Here everyone (‘All’) have dots – each person can put 1 large Dot up to 3 dots on the smaller Post Its™ .
  • 36. One to All Here the group’s dots – are placed by one person on behalf of them.
  • 37. Essential & Desirable Essential Desirable
  • 38. Relative Importance Grid RELATIVE IMPORTANCE SCORE SHEET What makes you choose a particular retailer? ISSUE Reasons for using a supermarket ……………………………………………….. CRITERIA ……………………………………………. 1. Well stocked shelves Safety features …………………………………………….. 1 2 13 14 15 16 17 18 19 2. Plenty of choice Low Fuel consumption …………………………………………….. 2 3 24 25 26 27 28 29 2 10 2 11 2 12 3. Cafe Speed Top Score the grid ………….…………………………………. 3 4 35 36 37 38 39 3 10 3 11 3 12 4. Plenty of boot Quick check-outs space ……………………………………………. 4 5 46 47 48 49 4 10 4 11 4 12 5. ……………………………………………. 5 6 57 58 59 5 10 5 11 5 12 6. ……………………………………………. 6 7 68 69 6 10 6 11 6 12 7. ……………………………………………. 7 8 79 7 10 7 11 7 12 Complete the grid n x (n – 1) 2 1 10 1 11 1 12 3 1 2 0 4x3 2 =6 Check the total Name: ………………………………. Position: ……………………………… 8. ……………………………………………. 8 9 9. ……………………………………………. 9 10 9 11 9 12 10. ……………………………………………. 10 11 10 12 11. …………………………………………… 12. …………………………………………… 11 12 8 10 8 11 8 12 Department: …………………………… Organisation: ………………………….. For office use: Project Name: File: ID Code: Entered: Consider each of the pairs of statements above. Work horizontally - from each pair select the one which is most important to you in terms of the criteria set and put a circle around the appropriate number on the scale alongside each statement. For example: take the first pairing “1 2” , if you think that the most important statement is number ‘1’ then you would put a circle around ‘1’ on the first line of numbers e.g. 1 2. Do this for all pairings until you have completed the scoring grid. Thank you.
  • 39. M oSCoW Must No workarounds Should Workarounds possible Could
  • 40. Qualifications – Agile Project Management® Foundation – 3 days culminating in •Multiple choice format •60 questions per paper •30 marks required to pass (out of 60 available) - 50% •60 minutes duration •Closed-book. Practitioner – 1 additional day •Objective testing •4 questions per paper, 15 marks available per question •30 marks required to pass (out of 60 available) - 50% •Two hours duration •Open book (restricted to the manual only) examination.
  • 41. Qualifications – Facilitation® Foundation – 3 days culminating in •Multiple choice format •50 questions per paper •25 mark or more required to pass (out of 50 available) - 50% •40 minute duration •Closed book. Practitioner – 1 additional day •Objective testing •8 questions per paper, with 10 marks available per question •40 marks or more required to pass (out of 80 available) - 50% •2 ½ hours duration •Open book exam (Facilitation book and manual only). •Please Note: available from the beginning of November 2013
  • 42. Summary • One of Agile’s 5 key techniques “A structured approach to ensure that a group of people can reach a predetermined objective in a compressed timeframe, supported by an impartial facilitator.” • Process Iceberg® delineates between Task and Process and gives Models, Techniques and Tools and allows effective support of groups from dysfunctional to process aware. • An effective trained, independent Workshop Facilitator is a success factor for AgilePM® • Facilitation training and qualification supports this critical role, and assist other functions in addition.
  • 43. M ore Information • APMG-International: – www.APMG-International.com • APMG-International Agile Project Management Scheme – www.apmg-international.com/AgilePM • APMG-International Facilitation Scheme – www.apmg-international.com/Facilitation • FGI Training & Consultancy – www.fgiltd.co.uk – Email David at David.Tomlinson@fgiltd.co.uk http://www.linkedin.com/company/apmg-international @ APMG_Inter Thank you for attending!