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Krzysztof Małus 
Vice-President of OMEC 
Lead Trainer in PRINCE2, MSP, P3O and AgilePM 
TO AGILE OR NOT TO AGILE? 
THAT IS...
In that session 
 Common "wisdoms" about agile methods 
 "Mobile Supplier" - the fairy tale of a project 
 Agile in the...
COMMON "WISDOMS" ABOUT 
AGILE METHODS 
To agile or not to agile? © OMEC Sp. z o.o. 3
Agile methods 
 are used to manage projects ("we use Scrum to manage the 
project"). 
 are for IT projects only. 
 are ...
Agile - the feeling of chaos 
My agile guide 
says we should 
do it like this. 
Your agile guide 
must be wrong. 
My agile...
To agile or not to agile? 
To agile or not to agile 
That is a question. 
Whether ‘tis nobler in the mind to suffer 
The s...
MOBILE SUPPLIER – THE FAIRY 
TALE OF THE PROJECT 
To agile or not to agile? © OMEC Sp. z o.o. 7
Background and reasons of fairy tale 
project (1) 
 Multiland – a kingdom in a blooming period, a very wise king, happy 
...
Background and reasons of fairy tale 
project (2) 
 VVECC (Very Very Expensive Consulting Company) 
prepared a volume of ...
Agile in Multiland 
 Great enthusiasm for the project. 
 How should we deliver a project? Of course by agile. 
 The new...
Uncontrolled start 
 No clear project organization. 
 No project brief. 
 The consultants of external company 
are work...
Uncontrolled delivery 
 Daily stand-ups meeting without the business. 
 No plans, reports, documentation… 
 But we do n...
Uncontrolled closure 
 External supplier delivers the product, gets 
the money and disappears. 
 We have scooters instea...
Who is guilty? 
 Suppliers or technicians? 
 Business? Ministers? 
 Maybe agile is useless? 
 Maybe we should have tak...
AGILE IN THE ORGANIZATIONAL 
GOVERNANCE 
To agile or not to agile? © OMEC Sp. z o.o. 15
Strategy 
Change the 
Business 
Portfolio 
Strategic imperatives 
Corporate vision and goals 
External factors 
P3 governa...
Corporate governance layers 
PORTFOLIO 
PROGRAMME 
PROJECT 
TEAM 
PRODUCT 
DELIVERY 
MoP 
MSP 
PRINCE2 
SCRUM 
AGILEPM 
XP...
THE GENESIS OF AGILE 
APPROACHES 
To agile or not to agile? © OMEC Sp. z o.o. 18
Waterfall - the traditional approach 
Requirements 
Design 
Implementation 
Verification 
Maintenance 
To agile or not to ...
Problems in waterfall projects 
 Late delivery of products 
 Delayed or late ROI 
 The delivered solution isn’t really ...
Teamwork problems 
PROJECT 
Team 1 Team 2 
Technical 
team 
Business/users 
To agile or not to agile? © OMEC Sp. z o.o. 21
The team - co-operation with the customer 
To agile or not to agile? © OMEC Sp. z o.o. 22 
http://www.sealswcc.com
Agile contribution to the matrix organization 
(1) 
Main Board 
Line 1 Line 2 Line 3 
Portfolio 
Board 
Programme 
Board 
...
Agile contribution to the matrix organization (2) 
Portfolio Board 
Senior Executives 
[e.g. Programme 
Portfolio 
Directo...
Is the traditional approach always work? 
 Plan  Project reality 
©2010, 2011, 2012, 2013 Dynamic Systems Development Me...
Basics - What is negotiable? 
Traditional approach Agile approach 
©2010, 2011, 2012, 2013 Dynamic Systems Development Met...
What is Agile? 
 Generic Description of a style of working: 
• Flexibility 
• Working closely with customer throughout 
•...
AGILEPM REVIEW 
To agile or not to agile? © OMEC Sp. z o.o. 28
AgilePM in a nutshell 
©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. 
To agile or not to agile? © OM...
AgilePM -the philosophy 
 Projects aligned to clearly defined 
strategic goals. 
 Focus on early delivery of real benefi...
AgilePM - the principles 
1. Focus on the business 
need 
2. Deliver on time 
3. Collaborate 
4. Never compromise 
quality...
1: Focus on the business need 
Every decision taken during a project should be 
viewed in the light of the overriding proj...
2: Deliver on time 
Delivering products on time is a very desirable outcome for 
a project and is quite often the single m...
3: Collaborate 
Team that work in a spirit of active cooperation and 
commitment will always outperform groups of individu...
4: Never compromise quality 
The level of quality to be delivered should be 
agreed at the start. All work should be aimed...
5: Build incrementally from firm foundations 
In order to deliver real benefit early, Atern advocates 
incremental deliver...
6: Develop iteratively 
In order to converge on an accurate business solution 
Atern uses iterative development to deliver...
7: Communicate continuously and clearly 
Poor communication is often cited as the biggest single 
cause of project failure...
8: Demonstrate control 
It is essential to be in control of a project at all times. 
 Use an appropriate level of formali...
AgilePM - the people 
©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. 
To agile or not to agile? © OME...
AgilePM - the process 
©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. 
To agile or not to agile? © OM...
AgilePM - the products 
Pre-Project Feasibility Foundations Exploration & Engineering Deployment Post-Project 
Project 
Re...
AgilePM - the core practices (1) 
 Timeboxing - used to support the main goals of DSDM to realize 
the development on tim...
AgilePM - the core practices (2) 
 MoSCoW prioritisation 
• MUST 
• SHOULD 
• COULD 
• WON'T 
 Prototyping - creation of...
AgilePM - the core practices (3) 
 Testing - through each iteration (not just only at the 
end) 
 Facilitated workshop 
...
AgilePM - the core practices (4) 
 Modelling - to visualise the diagrammatic 
representation of a specific aspect of the ...
AgilePM - the core practices (5) 
 Daily Stand-up - on a daily basis, the team working in 
a timebox get together to unde...
Prerequisites for using AgilePM 
 Acceptance of the Atern philosophy before starting work 
 Appropriate empowerment of t...
Critical Success Factors of Atern 
1. The acceptance of DSDM by senior management and other employees. 
This ensures that ...
SUCCESSFUL AGILE 
To agile or not to agile? © OMEC Sp. z o.o. 50
Background 
 A bank: problems with projects, no project delivers 
on time, no project delivers initial scope. 
 Business...
Agile resolution 
 Agile Project Manager is coming to help. 
Will you help me? 
Keep calm. I am a 
Project Manager. 
To a...
Agile diagnosis 
 Business and technical person do not collaborate. 
 In the projects there is a wall between them. 
 T...
Agile Project Manager proposal 
 There will be one integrated team of business and 
technical persons. 
 My team must be...
Agile team integration 
 All in the army. 
 One team culture. 
To agile or not to agile? © OMEC Sp. z o.o. 55
Agile team in the project 
To agile or not to agile? © OMEC Sp. z o.o. 56
WILL AGILE SAVE US? 
To agile or not to agile? © OMEC Sp. z o.o. 57
WILL NOT HELP 
 Not mature organizations without governance at the 
remaining layers 
 Without being embedded and owners...
WILL HELP 
 To build team level governance 
 To build climate of cooperation and not rivalry 
 To understand that chang...
AgilePM training 
The nearest AgilePM Foundation 
training is scheduled for: 
December 8th-10th 
in Vilnius 
• The AgilePM...
AGILEPM SAMPLE FOUNDATION 
EXAM QUESTIONS 
To agile or not to agile? © OMEC Sp. z o.o. 61
Sample Foundation questions 
1. What role should be perceived as the owner of the Business 
Case in AgilePM? 
a) Project M...
Sample Foundation questions 
2. What does AgilePM state about tailoring? 
a) No tailoring is needed 
b) AgilePM fits all p...
Sample Foundation questions 
3. What action should be taken when a "Could have" 
requirements cannot be completed in a tim...
Sample Foundation questions 
4. AgilePM states that in a complex environment… 
a) agile rules must always take precedence ...
Sample Foundation questions 
5. Which of the following is acceptable to vary in the in AgilePM 
project? 
a) Time 
b) Cost...
Sample Foundation questions 
6. What makes AgilePM inadvisable to apply? 
a) The business changing their mind during proje...
Sample Foundation questions 
7. Which role does not belong to the Solution Development 
Team? 
a) Team Leader 
b) Project ...
Sample Foundation questions 
8. In AgilePM, testing takes place… 
a) at the end of the project lifecycle 
b) at the end of...
Sample Foundation questions 
9. What describes the nature of AgilePM project? 
a) Enabling constant change while maintaini...
Sample Foundation questions 
10.Which of the following statement is true? 
a) AgilePM can be used to complement other proj...
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Krzysztof Malus. To agile or not to agile

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There are huge expectations from Agile approaches. Agile is expected to resolve all the problems we face when using traditional project methods. What is more, it is described as a very easy to use, almost without any effort to embed it in an organization. We simply reject the traditional "waterfall" approach to project management and introduce Agile. Some people promise that you don’t need anything more if you start using Agile. The speaker will highlight all myths and facts about Agile and guide the audience through organizational governance of business change with the portfolio, programme, team and delivery management. Agile is a part of organization governance and there is a room for both Agile and traditional project management. There is no conflict between traditional and Agile approaches - they do support each other! The principles of AgilePM will be shortly presented together with good and bad examples of applying Agile to the projects.

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Krzysztof Malus. To agile or not to agile

  1. 1. Krzysztof Małus Vice-President of OMEC Lead Trainer in PRINCE2, MSP, P3O and AgilePM TO AGILE OR NOT TO AGILE? THAT IS THE QUESTION (FOR PROJECT MANAGERS) Vilnius, October 09th, 2014 PRINCE2®, MSP®, P3O®, MoP®, P3M3®, M_o_R®, ITIL®, MoV® are registered trade marks of AXELOS Limited The Swirl logo™ is a trade mark of AXELOS Limited DSDM and Atern are registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries. The OMEC logo is a trade mark of OMEC Sp. z o.o. To agile or not to agile? © OMEC Sp. z o.o. 1
  2. 2. In that session  Common "wisdoms" about agile methods  "Mobile Supplier" - the fairy tale of a project  Agile in the organization governance  The genesis of Agile approaches  AgilePM review  The story of the success with the Agile  Will Agile save us?  AgilePM sample Foundation exam questions To agile or not to agile? © OMEC Sp. z o.o. 2
  3. 3. COMMON "WISDOMS" ABOUT AGILE METHODS To agile or not to agile? © OMEC Sp. z o.o. 3
  4. 4. Agile methods  are used to manage projects ("we use Scrum to manage the project").  are for IT projects only.  are easy to use, no special deployment is needed.  are not bureaucratic as PRINCE2.  make conflicts to traditional approaches as PRINCE2. So either agile or PRINCE2.  are self-reliant so no another method is needed (neither to learn nor embed). To agile or not to agile? © OMEC Sp. z o.o. 4
  5. 5. Agile - the feeling of chaos My agile guide says we should do it like this. Your agile guide must be wrong. My agile guide says we should do it like that. Is there any chance to deliver? To agile or not to agile? © OMEC Sp. z o.o. 5
  6. 6. To agile or not to agile? To agile or not to agile That is a question. Whether ‘tis nobler in the mind to suffer The slings and arrows of outrageous fortune, Or to take arms against a sea of troubles, And by opposing end them? Press Yes if you want to agile Press No if you do not want to agile To agile or not to agile? © OMEC Sp. z o.o. 6
  7. 7. MOBILE SUPPLIER – THE FAIRY TALE OF THE PROJECT To agile or not to agile? © OMEC Sp. z o.o. 7
  8. 8. Background and reasons of fairy tale project (1)  Multiland – a kingdom in a blooming period, a very wise king, happy citizens.  Many balls, ceremonies, royal feasts and banquets, increased number of events and quests (everyone dreams to join).  Syndromes of insufficiency of food and drinks during royal banquets.  The quests are getting disappointed, KPI (Key Performance Indicators) of the kingdom are falling down.  The king wants to know the reasons, very expensive consulting company performs the analysis (6 months of a hard work). To agile or not to agile? © OMEC Sp. z o.o. 8
  9. 9. Background and reasons of fairy tale project (2)  VVECC (Very Very Expensive Consulting Company) prepared a volume of analysis: "food providers are guilty because they can’t manage to serve all the events in the palace".  Ministry of Supply: "Our suppliers use just hand barrows so they cannot bring much food in the narrow streets of the kingdom".  A project idea: Mobile Supplier (agile vehicles) will resolve the supplying projects!!! To agile or not to agile? © OMEC Sp. z o.o. 9
  10. 10. Agile in Multiland  Great enthusiasm for the project.  How should we deliver a project? Of course by agile.  The news about the power of agile came to Multiland in the songs of bards coming from the world.  Likely better than PRINCE2 and no effort is needed.  The king is expecting the results - so the work has been started. Of course with the agile approach. To agile or not to agile? © OMEC Sp. z o.o. 10
  11. 11. Uncontrolled start  No clear project organization.  No project brief.  The consultants of external company are working in the palace but there is no Project Initiation Documentation.  Some voices about the need to apply the methods are just ignored.  Agile approach is supposedly self-acting if everyone wants it. To agile or not to agile? © OMEC Sp. z o.o. 11
  12. 12. Uncontrolled delivery  Daily stand-ups meeting without the business.  No plans, reports, documentation…  But we do not need the above controls. Everybody knows what to do, waste the time to plan… After all this is unfailing Agile. To agile or not to agile? © OMEC Sp. z o.o. 12
  13. 13. Uncontrolled closure  External supplier delivers the product, gets the money and disappears.  We have scooters instead of vehicles.  Everybody is surprised.  The scooters squeaks and the wheels fall off.  The kingdom indicators are falling down. To agile or not to agile? © OMEC Sp. z o.o. 13
  14. 14. Who is guilty?  Suppliers or technicians?  Business? Ministers?  Maybe agile is useless?  Maybe we should have taken a chance on PRINCE2?  Maybe coaching?  Maybe we should have bought any planning tool?  But: • no project documentation available • PM and the Project Board say they were not in their roles • Seems no one managed the team • There have been no collaboration, daily stand-ups of the technicians and the business.  The king is guilty!!! To agile or not to agile? © OMEC Sp. z o.o. 14
  15. 15. AGILE IN THE ORGANIZATIONAL GOVERNANCE To agile or not to agile? © OMEC Sp. z o.o. 15
  16. 16. Strategy Change the Business Portfolio Strategic imperatives Corporate vision and goals External factors P3 governance Programme Programme Project Project Project Project Project Run the Business Team Organizational Change Management Project P3O® P3O® P3O® Product Delivery Team 1 Team 2 Team 3 To agile or not to agile? © OMEC Sp. z o.o. 16
  17. 17. Corporate governance layers PORTFOLIO PROGRAMME PROJECT TEAM PRODUCT DELIVERY MoP MSP PRINCE2 SCRUM AGILEPM XP DSDM (ATERN) To agile or not to agile? © OMEC Sp. z o.o. 17
  18. 18. THE GENESIS OF AGILE APPROACHES To agile or not to agile? © OMEC Sp. z o.o. 18
  19. 19. Waterfall - the traditional approach Requirements Design Implementation Verification Maintenance To agile or not to agile? © OMEC Sp. z o.o. 19
  20. 20. Problems in waterfall projects  Late delivery of products  Delayed or late ROI  The delivered solution isn’t really what the business wanted  Business constantly changes his mind  Unused features  Communication problems (team work) To agile or not to agile? © OMEC Sp. z o.o. 20
  21. 21. Teamwork problems PROJECT Team 1 Team 2 Technical team Business/users To agile or not to agile? © OMEC Sp. z o.o. 21
  22. 22. The team - co-operation with the customer To agile or not to agile? © OMEC Sp. z o.o. 22 http://www.sealswcc.com
  23. 23. Agile contribution to the matrix organization (1) Main Board Line 1 Line 2 Line 3 Portfolio Board Programme Board Project Board Team To agile or not to agile? © OMEC Sp. z o.o. 23
  24. 24. Agile contribution to the matrix organization (2) Portfolio Board Senior Executives [e.g. Programme Portfolio Director SROs and Corporate Functions] Design Authority Portfolio Office Senior Responsible Owner [e.g. CEO or Divisional head] Strategy Operations Programme Board Senior Responsible Owner IT and Financial Advisors Business Change Manager/s Project Board Executive Senior User Project Manager Team Manager Team members Expert Reference Group Stakeholders Business Executives Programme Manager Senior Supplier Programme Office Project Office Portfolio Project Programme Business operations Direct reporting line Indirect reporting line Team Manager Team members To agile or not to agile? ©Crown Copyright 2008. All rights reserved. Material is reproduced under licence from AXELOS. © OMEC Sp. z o.o. 24 AGILE
  25. 25. Is the traditional approach always work?  Plan  Project reality ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 25 Material is reproduced under licence from DSDM Consortium.
  26. 26. Basics - What is negotiable? Traditional approach Agile approach ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 26 Material is reproduced under licence from DSDM Consortium.
  27. 27. 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 To agile or not to agile? © OMEC Sp. z o.o. 27
  28. 28. AGILEPM REVIEW To agile or not to agile? © OMEC Sp. z o.o. 28
  29. 29. AgilePM in a nutshell ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 29 Material is reproduced under licence from DSDM Consortium.
  30. 30. AgilePM -the philosophy  Projects aligned to clearly defined strategic goals.  Focus on early delivery of real benefits to the business.  To be successful requires: • Key stakeholder understanding of business objectives • Empowerment to the appropriate level • Collaboration to deliver the right solution • On time delivery, according to business priorities • Stakeholders willing to deliver a fit-for-purpose solution • Acceptance that change is inevitable. ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 30 Material is reproduced under licence from DSDM Consortium.
  31. 31. AgilePM - the principles 1. Focus on the business need 2. Deliver on time 3. Collaborate 4. Never compromise quality 5. Build incrementally from firm foundations 6. Develop iteratively 7.Communicate continuously and clearly 8. Demonstrate control ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 31 Material is reproduced under licence from DSDM Consortium.
  32. 32. 1: Focus on the business need Every decision taken during a project should be viewed in the light of the overriding project goal, which is to deliver what the business needs it to deliver, when it needs it to be delivered.  Clearly define the scope of the solution  Understand the true business priorities  Establish a sound Business Case  Seek continuous business sponsorship and commitment  Guarantee the Minimum Usable Subset of features (MoSCoW prioritisation) To agile or not to agile? © OMEC Sp. z o.o. 32
  33. 33. 2: Deliver on time Delivering products on time is a very desirable outcome for a project and is quite often the single most important success factor. Late delivery can undermine the very rationale for a project.  Timebox the work  Focus on business priorities  Always meet deadlines To agile or not to agile? © OMEC Sp. z o.o. 33
  34. 34. 3: Collaborate Team that work in a spirit of active cooperation and commitment will always outperform groups of individuals working in loose association.  Involve the right stakeholders, at the right time, throughout the project  Ensure that the members of the team are empowered to take decisions on behalf of those they represent without waiting for higher-level approval  Actively involve the business representatives  Build one-team culture To agile or not to agile? © OMEC Sp. z o.o. 34
  35. 35. 4: Never compromise quality The level of quality to be delivered should be agreed at the start. All work should be aimed at achieving that level of quality. No more and no less. A solution has to be 'good enough'.  Set the level of quality at the outset  Ensure that quality does not become a variable  Design, document and test appropriately  Build in quality by constant review  Test early and continuously To agile or not to agile? © OMEC Sp. z o.o. 35
  36. 36. 5: Build incrementally from firm foundations In order to deliver real benefit early, Atern advocates incremental delivery.  Strive for early delivery of business benefit where possible  Continually confirm the correct solution is being built  Formally re-assess priorities and ongoing project viability with each delivered increment To agile or not to agile? © OMEC Sp. z o.o. 36
  37. 37. 6: Develop iteratively In order to converge on an accurate business solution Atern uses iterative development to deliver the right solution.  Do enough design up front to create strong foundations  Take an iterative approach to building all products  Build customer feedback into each iteration to converge on an effective business solution  Accept that most detail emerges later rather than sooner  Embrace change – the right solution will not evolve without it  Be creative, experiment, learn, evolve To agile or not to agile? © OMEC Sp. z o.o. 37
  38. 38. 7: Communicate continuously and clearly Poor communication is often cited as the biggest single cause of project failure.  Run daily team stand-up sessions  Use facilitated workshops  Use rich communication techniques such as modelling and prototyping  Present iterations of the evolving solution early and often  Keep documentation lean and timely  Manage stakeholder expectations throughout the project  Encourage informal, face to face communication at all levels To agile or not to agile? © OMEC Sp. z o.o. 38
  39. 39. 8: Demonstrate control It is essential to be in control of a project at all times.  Use an appropriate level of formality for tracking and reporting  Make plans and progress visible to all  Measure progress through focus on delivery of products rather than completed activities  Manage proactively  Evaluate continuing project viability based on the business objectives To agile or not to agile? © OMEC Sp. z o.o. 39
  40. 40. AgilePM - the people ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 40 Material is reproduced under licence from DSDM Consortium.
  41. 41. AgilePM - the process ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 41 Material is reproduced under licence from DSDM Consortium.
  42. 42. AgilePM - the products Pre-Project Feasibility Foundations Exploration & Engineering Deployment Post-Project Project Review Record Delivery Control Pack Deployment Plan Delivery Plan Timebox Plan Timebox Review Record Management Foundations Solution Assurance Pack ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 42 Material is reproduced under licence from DSDM Consortium. Outline Plan Terms of Reference Feasibility Assessment Business Foundations Prioritised Requirements List Benefits Assessment Solution Foundations Evolving Solution Deployed Solution
  43. 43. AgilePM - the core practices (1)  Timeboxing - used to support the main goals of DSDM to realize the development on time, within budget and with the desired quality. Because time and budget are fixed, the only remaining variables are the requirements. ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 43 Material is reproduced under licence from DSDM Consortium.
  44. 44. AgilePM - the core practices (2)  MoSCoW prioritisation • MUST • SHOULD • COULD • WON'T  Prototyping - creation of prototypes of the system under development at an early stage of the project. It enables the early discovery of shortcomings in the system and allows future users to ‘test-drive’ the system. ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 44 Material is reproduced under licence from DSDM Consortium.
  45. 45. AgilePM - the core practices (3)  Testing - through each iteration (not just only at the end)  Facilitated workshop ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 45 Material is reproduced under licence from DSDM Consortium.
  46. 46. AgilePM - the core practices (4)  Modelling - to visualise the diagrammatic representation of a specific aspect of the system or business area that is being developed  Configuration Management - to control products ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 46 Material is reproduced under licence from DSDM Consortium.
  47. 47. AgilePM - the core practices (5)  Daily Stand-up - on a daily basis, the team working in a timebox get together to understand progress, expose and possibly resolve issues. ©2010, 2011, 2012, 2013 Dynamic Systems Development Method Limited. To agile or not to agile? © OMEC Sp. z o.o. 47 Material is reproduced under licence from DSDM Consortium.
  48. 48. Prerequisites for using AgilePM  Acceptance of the Atern philosophy before starting work  Appropriate empowerment of the Solution Development Team  Commitment of senior business management to provide the necessary Business Ambassador (and Business Advisor) involvement  Incremental delivery  Access by the Solution Development Team to business roles  Solution Development Team stability  Solution Development Team skills  Solution Development Team size  A supportive commercial relationship To agile or not to agile? © OMEC Sp. z o.o. 48
  49. 49. Critical Success Factors of Atern 1. The acceptance of DSDM by senior management and other employees. This ensures that the different actors of the project are motivated from the start and remain involved throughout the project 2. The commitment of management to ensure end-user involvement. The prototyping approach requires a strong and dedicated involvement by end user to test and judge the functional prototypes 3. The team has to be composed of skilful members that form a stable empowered union. The team has to possess the power and possibility to make important decisions without having to escalate. The team needs the right technology to conduct the project (development environment, project management tools, etc.) 4. Supportive relationship between customer and vendor is required. This goes for both projects that are delivered internally within companies or by outside contractors To agile or not to agile? © OMEC Sp. z o.o. 49
  50. 50. SUCCESSFUL AGILE To agile or not to agile? © OMEC Sp. z o.o. 50
  51. 51. Background  A bank: problems with projects, no project delivers on time, no project delivers initial scope.  Business dissatisfaction.  CEO needs a success.  Do I need to employ VVECC (Very Very Expensive Consulting Company)? To agile or not to agile? © OMEC Sp. z o.o. 51
  52. 52. Agile resolution  Agile Project Manager is coming to help. Will you help me? Keep calm. I am a Project Manager. To agile or not to agile? © OMEC Sp. z o.o. 52
  53. 53. Agile diagnosis  Business and technical person do not collaborate.  In the projects there is a wall between them.  They are perfect in blaming: "It not our fault". To agile or not to agile? © OMEC Sp. z o.o. 53
  54. 54. Agile Project Manager proposal  There will be one integrated team of business and technical persons.  My team must be empowered to decide.  I need some founds for the initial integration.  There must be reword for the team for a success. To agile or not to agile? © OMEC Sp. z o.o. 54
  55. 55. Agile team integration  All in the army.  One team culture. To agile or not to agile? © OMEC Sp. z o.o. 55
  56. 56. Agile team in the project To agile or not to agile? © OMEC Sp. z o.o. 56
  57. 57. WILL AGILE SAVE US? To agile or not to agile? © OMEC Sp. z o.o. 57
  58. 58. WILL NOT HELP  Not mature organizations without governance at the remaining layers  Without being embedded and ownership given  In portfolio management  In project management  In project management (except of AgilePM) To agile or not to agile? © OMEC Sp. z o.o. 58
  59. 59. WILL HELP  To build team level governance  To build climate of cooperation and not rivalry  To understand that changes must happen during the project time and we must handle them for business benefits  To achieve the right solution by applying techniques such as modelling and prototyping  To manage projects (some approaches as AgilePM) To agile or not to agile? © OMEC Sp. z o.o. 59
  60. 60. AgilePM training The nearest AgilePM Foundation training is scheduled for: December 8th-10th in Vilnius • The AgilePM Foundation certification is planned at the end of the training course. To agile or not to agile? © OMEC Sp. z o.o. 60
  61. 61. AGILEPM SAMPLE FOUNDATION EXAM QUESTIONS To agile or not to agile? © OMEC Sp. z o.o. 61
  62. 62. Sample Foundation questions 1. What role should be perceived as the owner of the Business Case in AgilePM? a) Project Manager b) Business Ambassador c) Business Visionary d) Business Sponsor D To agile or not to agile? © OMEC Sp. z o.o. 62
  63. 63. Sample Foundation questions 2. What does AgilePM state about tailoring? a) No tailoring is needed b) AgilePM fits all projects without tailoring c) AgilePM should be tailored to suit a project's individual needs within the organizations' governance needs d) AgilePM should be tailored to suit Business Sponsor's individual needs C To agile or not to agile? © OMEC Sp. z o.o. 63
  64. 64. Sample Foundation questions 3. What action should be taken when a "Could have" requirements cannot be completed in a timebox? a) Automatically move it to the next timebox b) The Project Manager is empowered to drop the requirement c) The Solution Development Team is empowered to drop the requirement from the timebox d) Extend the timebox C To agile or not to agile? © OMEC Sp. z o.o. 64
  65. 65. Sample Foundation questions 4. AgilePM states that in a complex environment… a) agile rules must always take precedence over corporate constraints b) agile rules must always defer to corporate constraints c) agile rules are important but corporate constraints must also be acknowledged d) agile is not possible C To agile or not to agile? © OMEC Sp. z o.o. 65
  66. 66. Sample Foundation questions 5. Which of the following is acceptable to vary in the in AgilePM project? a) Time b) Cost c) Quality d) None of the above D To agile or not to agile? © OMEC Sp. z o.o. 66
  67. 67. Sample Foundation questions 6. What makes AgilePM inadvisable to apply? a) The business changing their mind during project delivery b) Project communication problems c) PRINCE2 widely embedded in the organization d) No empowerment of the Solution Development Team D To agile or not to agile? © OMEC Sp. z o.o. 67
  68. 68. Sample Foundation questions 7. Which role does not belong to the Solution Development Team? a) Team Leader b) Project Manager c) Business Ambassador d) Solution Tester B To agile or not to agile? © OMEC Sp. z o.o. 68
  69. 69. Sample Foundation questions 8. In AgilePM, testing takes place… a) at the end of the project lifecycle b) at the end of each timebox c) throughout the project lifecycle d) at the end of each increment C To agile or not to agile? © OMEC Sp. z o.o. 69
  70. 70. Sample Foundation questions 9. What describes the nature of AgilePM project? a) Enabling constant change while maintaining the aim of the project on target b) Preventing drift from the specification once agreed and approved as the time is of the essence and fixed c) Avoiding documentation as this is time consuming d) Avoiding reporting as this is unnecessary in agile environment A To agile or not to agile? © OMEC Sp. z o.o. 70
  71. 71. Sample Foundation questions 10.Which of the following statement is true? a) AgilePM can be used to complement other project management disciplines b) AgilePM can be used only in the projects with one team c) AgilePM is limited to IT projects only d) AgilePM removes the need of project management A To agile or not to agile? © OMEC Sp. z o.o. 71

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