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AgilePgM® - Agile Programme Management - Foundation

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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.

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AgilePgM® - Agile Programme Management - Foundation

  1. 1. TheAPMG-InternationalAgileProgrammeManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited. DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.
  2. 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/11 | 2/182
  3. 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. 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. 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. 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. 7. See Appendix #2 for more mind maps from DSDM Consortium products M00 - Course introduction 7/11 | 7/182
  8. 8. quizlet.com/54201476/ M00 - Course introduction 8/11 | 8/182
  9. 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. 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. 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
  12. 12. 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
  13. 13.  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
  14. 14. “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
  15. 15.  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
  16. 16. 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
  17. 17. 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 M01 - Defining programme management and AgilePgM 7/30 | 18/182
  18. 18. 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
  19. 19. 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
  20. 20. M01 - Defining programme management and AgilePgM 10/30 | 21/182
  21. 21. 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
  22. 22. 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
  23. 23. 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
  24. 24. Waterfall Agile Ability to Change Business Value time time time time OV0203 Risk (of delivering wrong solution) Business Engagement (visibility) M01 - Defining programme management and AgilePgM 14/30 | 25/182
  25. 25. M01 - Defining programme management and AgilePgM 15/30 | 26/182
  26. 26.  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
  27. 27.  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
  28. 28.  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” M01 - Defining programme management and AgilePgM 18/30 | 29/182
  29. 29. M01 - Defining programme management and AgilePgM 19/30 | 30/182
  30. 30. M01 - Defining programme management and AgilePgM 20/30 | 31/182
  31. 31. 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
  32. 32.  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
  33. 33. 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
  34. 34. 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
  35. 35. 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
  36. 36. 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
  37. 37. 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 M01 - Defining programme management and AgilePgM 27/30 | 38/182
  38. 38. M01 - Defining programme management and AgilePgM 28/30 | 39/182
  39. 39. M01 - Defining programme management and AgilePgM 29/30 | 40/182
  40. 40. 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)  MIROSLAWDABROWSKI.COM/downloads

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