Personally designed (content + graphics design), officially accredited AgilePgM® (Agile Programme Management) Foundation courseware. AgilePgM® is a Registered Trade Mark of Dynamic Systems Development Method Limited. Trademarks are properties of the holders, who are not affiliated with courseware author.

1. TheAPMG-InternationalAgileProgrammeManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.
DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.

2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/11 | 2/182

3.  The underpinning philosophy and principles of
AgilePgM
 The lifecycle of an AgilePgM programme
 The products produced by AgilePgM programme
 AgilePgM roles and responsibilities
 AgilePgM governance
 AgilePgM quality management
 Stakeholder engagement, communication
and management
Main goal
 Attempt Foundation exam with confidence
 Communicate freely within AgilePgM programme,
understanding its principles and philosophy
Secondary goal
 Benefits and value of Agile programmes and AgilePgM
M00 - Course introduction 3/11 | 3/182

4.  Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your profession
 Title, function, job responsibilities
 Your familiarity with the
project/programme management
 Your familiarity with the agile project/
programme management
 Your experience with DSDM/AgilePM/
Scrum or MSP/PMI-PgMP
 Your personal session expectations
M00 - Course introduction 4/11 | 4/182

5.  Foundation Exam
 Paper based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice exam
 Only one answer is correct
 50 questions, pass mark is 25 (50%)
 40 minutes exam
 No negative points, no “Tricky Questions”
 No pre-requisite for Foundation exam
 Sample, one (official) mock exam is
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/11 | 5/182

6. AgilePgM syllabus section code and title
OV Overview
LC Lifecycle
RS Roles, responsibilities and stakeholder engagement
GO Governance
PL Planning
MC Management and Control
QM Quality management
PR Products
Handbook PageSyllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
AgilePgM
handbook page
AgilePgM syllabus
section code
AgilePgMhandbookcover,copyright©DSDMConsortium
M00 - Course introduction 6/11 | 6/182

7. See Appendix #2 for more mind maps from DSDM Consortium products
M00 - Course introduction 7/11 | 7/182

8. quizlet.com/54201476/
M00 - Course introduction 8/11 | 8/182

9. Freeware, scalable
AgilePgM PDF
reference card
Programme Phases vs Products
vs Roles vs Responsibilities in one
big reference card
Free to download, use
and share
M00 - Course introduction 9/11 | 9/182

10. AgilePgM Programme
/ Tranche Approach
Questionnaire (PTAQ)
Helps in identifying and
minimizing risk related to Agile
programmes
Free to download, use
and share
M00 - Course introduction 10/11 | 10/182

11. twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile Coach, Trainer, Consultant
(former JEE/PHP developer, UX/UI designer, BA/SA)
Creator Writer / Translator Trainer / Coach
• Creator of 50+ mind maps from PPM and related
topics (2mln views): miroslawdabrowski.com
• Lead author of more than 50+ accredited materials
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL,
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP,
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc.
• Creator of 50+ interactive mind maps from PPM
topics: mindmeister.com/users/channel/2757050
• Product Owner of biggest Polish project
management portal: 4PM: 4pm.pl (15.000+ views
each month)
• Editorial Board Member of Official PMI Poland
Chapter magazine: “Strefa PMI”: strefapmi.pl
• Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods
translator for Polish language
• English speaking, international, independent
trainer and coach from multiple domains.
• Master Lead Trainer
• 11+ years in training and coaching / 15.000+ hours
• 100+ certifications
• 5000+ people trained and coached
• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a
Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum
• Agile Coach coaching C-level executives
• Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams
• Experience multiple Agile methods
• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects
• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years
• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based
on ISO/EIC 27001
• 25+ web portal design and development and
mobile application projects with iterative,
incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Ministry of Defense (Poland), Ministry of Justice (Poland),
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…
miroslawdabrowski.com/about-me/clients-and-references/
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer:
(MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management,
Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,
DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0,
ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development /
Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM
Simulation …
M00 - Course introduction 11/11 | 11/182

13. 1. Defining programme management and AgilePgM
2. AgilePgM philosophy and principles
3. AgilePgM roles and responsibilities
4. AgilePgM programme lifecycle
5. AgilePgM products
6. AgilePgM governance
7. Agile programme planning
8. Management and control
9. Quality management
M01 - Defining programme management and AgilePgM 2/30 | 13/182

14.  A philosophy and a mindset
 Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast and constant feedback, engagement
 Working closely and constantly with customer throughout
 Ensuring final solution actually meets business needs
 Focusing on business value/outcome NOT strictly project plan/output
 Focusing on value delivery NOT on fixed product definition
 Deferring decisions about details as late as possible
 No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive)
approach, then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
14M01 - Defining programme management and AgilePgM 3/30 | 14/182

15. “We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
Agile
(empirical/adaptive process control model)
Traditional
(defined/deterministic process control model)
People and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
While there is value in the items on the right; we value the items on the left more.
(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Defining programme management and AgilePgM 4/30 | 15/182

16.  Simple (straightforward)
 Everything is known
 Complicated
 More is known than unknown
 Complex
 More is unknown than known
 Chaotic (unpredictable)
 Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.
OV0203M01 - Defining programme management and AgilePgM 5/30 | 16/182

17. SENSE -> CATEGORISE -> RESPOND
• Sense - See what’s coming in
• Categorise - Make it fit predetermined categories
• Respond - Decide what to do
SENSE -> ANALYSE -> RESPOND
• Sense - See what’s coming in
• Analyse - Investigate or analyse, using expert knowledge
• Respond - Decide what to do
PROBE -> SENSE -> RESPOND
• Probe - Experimental input
• Sense - Failures or successes
• Respond - Decide what to do i.e. amplify or dampen
ACT -> SENSE -> RESPOND
• Act - Attempt to stabilise
• Sense - Failures or successes
• Respond - Decide what to do next
www.youtube.com/watch?v=N7oz366X0-8
M01 - Defining programme management and AgilePgM 6/30 | 17/182

18. Type Characteristics Leader’s/Manager’s job
Chaotic
 High Turbulence
 No clear cause-and-effect
 Unknowables
 Many decisions and no time
 Immediate action to re-establish order
 Prioritize and select actionable work
 Look for what works rather than perfection
 Act, sense, respond
Complex
 More unpredictability than predictability
 Emergent answer
 Many competing ideas
 Create bounded environments for action
 Increase levels of interaction and communication
 Servant leadership
 Generate ideas
 Probe, sense, respond
Complicated
 More predictability than unpredictability
 Fact-based management
 Experts work out wrinkle
 Utilize experts to gain insights
 Use metrics to gain control
 Sense, analyze, respond
 Command and control
Simple
 Repeating patterns and consistent events
 Clear cause-and-effect
 Well establish knowns
 Fact based management
 Use best practices
 Extensive communication not necessary
 Establish patterns and optimize to them
 Command and control
Agile thrives
here
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19. PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
Agile Programme Management (AgilePgM)
Agile Project Management (AgilePM)
Agile Unified Process (AUP)
Open Unified Process (OpenUP)
Large-scale Scrum (LeSS)
Scaled Agile Framework (SAFe)
Disciplined Agile Delivery (DAD)
Scrum at Scale (Scrum@Scale)
Scrum-of-Scrums
…
Scrum
Lean software development
Kanban (process + method)
Extreme Programming (XP)
Continuous Integration (CI)
Continuous Delivery (CD)
Feature-driven development (FDD)
Test Driven Development (TDD)
Crystal Clear
…
Fuller Approaches
(scalable to more than one team)
Lightweight Approaches
(mostly one team)
M01 - Defining programme management and AgilePgM 8/30 | 19/182

20. Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for
comparison)
AgilePgMDisciplinedAgile
Delivery(DAD)
ScaledAgileFramework(SAFe)
Management
of Portfolios
(MoP)
Managing
Successful
Programmes
(MSP)
Large-
Scale
Scrum
(LeSS)
Large-
Scale
Scrum
(LeSS)
Huge
Scrum@Scale
Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtreme Manufacturing (XM) /
Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior
Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) /
Continuous Deployment (CD) / DevOps / Rugged DevOps…
DSDM
AgilePF
AgileBA
PRINCE2
ScrumNexus
Kanban
ScrumBan XSCALE
Programmer
Anarchy
PRINCE2
Agile
Yet remember - Focus on Goals and results, not blindly following Best Practices!
M01 - Defining programme management and AgilePgM 9/30 | 20/182

21. M01 - Defining programme management and AgilePgM 10/30 | 21/182

22. Plan Design Code Test Release Review
Value to business after
deployment
Decision Demo
Working solution
M01 - Defining programme management and AgilePgM 11/30 | 22/182

23. Ability to Change
Business Value
Waterfall
time
time time
time
OV0203
Business Engagement
(visibility)
Risk
(of delivering wrong solution)
M01 - Defining programme management and AgilePgM 12/30 | 23/182

24. Plan Design Code Test Release Review
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Value to business after
big bang deployment
Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value to business after
deployment #1
Value to business after
deployment #2
Value to business after
deployment #3
Value to business after
final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
Agile is not just smaller waterfall! Working solution
M01 - Defining programme management and AgilePgM 13/30 | 24/182

25. Waterfall Agile
Ability to Change
Business Value
time
time time
time
OV0203
Risk
(of delivering wrong solution)
Business Engagement
(visibility)
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26. M01 - Defining programme management and AgilePgM 15/30 | 26/182

27.  AgilePgM is heavily influenced by DSDM Agile Project
Framework
 DSDM - The oldest established Agile approach (1994)
 Established and proven integration between DSDM and PRINCE2
 AgilePgM, DSDM AgilePF and AgilePM are owned by the
DSDM Consortium
 A not-for-profit collegiate organization
 www.dsdm.org
M01 - Defining programme management and AgilePgM 16/30 | 27/182

28.  Agile Programme Management is strongly
based on thinking introduced in DSDM
 Agile project delivery framework that delivers
the right solution at the right time
 Project team and significant stakeholders being
focused on the business outcome
 Delivery is on time ensuring an early ROI
 All people involved work collaboratively to deliver
the optimum solution
 Work is prioritised according to business need
and the ability of users to accommodate changed
in the agreed timescale
 AgilePF does not compromise on quality i.e. the
solution is not over or under engineered
 Hybrid method combining project
management with product delivery
M01 - Defining programme management and AgilePgM 17/30 | 28/182

29.  An Agile Project Delivery Framework that delivers the right
solution at the right time
 Any kind of project
 Focused on business value
 On time and in budget
 Quality and control
 Incremental
 Iterative
 Adaptive
 Collaborative
 Right solution at the right time
 Established and proven integration
with PRINCE2
“True Agile”
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30. M01 - Defining programme management and AgilePgM 19/30 | 30/182

31. M01 - Defining programme management and AgilePgM 20/30 | 31/182

32. 02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015
DSDM
V1
DSDM
V2
DSDM
V3
DSDM
V4
DSDM
V4.1
DSDM
V4.2
DSDM
Atern
DSDM
AgilePF
AgilePM
V1
AgilePM
V2
AgilePgM
AgileBA
V4 Published online
derived
derived
derived
derived
M01 - Defining programme management and AgilePgM 21/30 | 32/182

33.  AgilePgM emphasis on the Agile concepts of
empowerment, active stakeholder involvement
and iterative development and incremental
delivery of benefits
 Iterative development and incremental delivery
 Recognises that the programme will evolve over
time and cannot be fully defined up front
 Embraces an iterative approach where best
solutions will emerge based on frequent review
and feedback
 Promotes culture of empowerment where teams
at all levels are free, indeed expected to make
decisions within the scope of what they have
been asked to deliver
OV0203M01 - Defining programme management and AgilePgM 22/30 | 33/182

34. Agile organization
Strategic Portfolio Management
Agile Active Portfolio Management
Agile Planned Portfolio
Management
Agile
Programme
Management
Agile
Project
Management
Agile
Project
Management
Agile
Project
Framework
M01 - Defining programme management and AgilePgM 23/30 | 34/182

35. ProjectProject
ProjectProjectProject
Portfolio of Initiatives
Programme Project ProjectProgrammeProgrammeProgrammeProgramme
Project
ProjectProject
Project
ProjectProject
Project
ProjectProjectProject
ProjectProject
Project
ProjectProject
Project
ProjectProject
ProjectProjectProject
Progra
mme
Progra
mme
Progra
mme
ProjectProject
ProjectProject
ProjectProject
ProjectProject
ProjectProject
M01 - Defining programme management and AgilePgM 24/30 | 35/182

36. capability
project
project
project
capability
Corporate
objective
Project life cycle
Programme
Programme
output
output
output
project
project
output
output
capability
benefits
dis-benefits
outcomes
CapabilityEnablement
Projects (run iterativelly)
(deliver outputs incrementally)
Business as Usual
(exploits capabilities into live/production environment)
M01 - Defining programme management and AgilePgM 25/30 | 36/182

37. capability
project
project
project
capability
Corporate
objective
Project life cycle
output
output
output
project
project
output
output
capability
benefits
dis-
benefits
outcomes
CapabilityEnablement
capability
project
project
project
capability
Corporate
objective
Project life cycle
output
output
output
project
project
output
output
capability
benefits
dis-
benefits
outcomes
CapabilityEnablement
capability
project
project
project
capability
Corporate
objective
Project life cycle
output
output
output
project
project
output
output
capability
benefits
dis-
benefits
outcomes
CapabilityEnablement
Tranche #1
Tranche #2
Tranche #3
Programme
M01 - Defining programme management and AgilePgM 26/30 | 37/182

38. OV0102
Portfolio
The set of initiatives that an organisation is either carrying out or may carry out in the
future
Programme
A temporary, flexible structure created to deliver outcomes and benefits related to the
organisation’s strategic objectives by driving, monitoring and coordinating a set of
related projects and activities
Project
A temporary structure created to deliver one or more outputs that contribute to one
or more capabilities
Capability
An ability or capability for an organisation to deliver benefit, either to its customers
or shareholders. A capability will normally consist of 4 major components: business
processes, people, physical assets and information (a.k.a. POTI model)
Capability Enablement
The act of making a capability available for regular operation use by an organisation so
that capability is, in fact, “Live”
Benefit
The measurable improvement resulting from an outcome perceived as an advantage
by one or more stakeholders which contributes towards one or more organisational
objective(s)
Tranche
A set of projects and related activities that are required to deliver or more of the
capabilities defined within a programme
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39. M01 - Defining programme management and AgilePgM 28/30 | 39/182

40. M01 - Defining programme management and AgilePgM 29/30 | 40/182

41. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated! 
(your feedback = more free stuff)

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