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AgilePM® - Agile Project Management - Foundation

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Personally designed (content + graphics design), officially accredited AgilePM® (Agile Project Management) Foundation courseware.

AgilePM® 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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  • //DOWNLOAD THIS BOOKS INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... //DOWNLOAD PDF EBOOK here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... //DOWNLOAD EPUB Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... //DOWNLOAD doc Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... //DOWNLOAD PDF EBOOK here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... //DOWNLOAD EPUB Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... //DOWNLOAD doc Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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  • Hello, great slide deck. Slide 21 about the agile manifesto has the columns the wrong way around for the statement at the bottom about which is valued. See http://agilemanifesto.org/
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  • Really good slides. Well done and thank you. Does anyone know if there is audio version of APMG AgilePM Foundation & Practioner available?
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  • Grate work and well explained. Is it possible to view remaining topics slides .
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AgilePM® - Agile Project Management - Foundation

  1. 1. TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited. DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.
  2. 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/11 | 2/270
  3. 3.  The underpinning philosophy, principles, terminology of AgilePM  The lifecycle of an AgilePM project  The products/artefacts produced by AgilePM project  AgilePM roles and responsibilities  AgilePM recommended techniques, their benefits and limitations  The mechanisms for control and how to test, estimate and measure progress in an Agile project Main goal  Attempt Foundation exam with confidence  Communicate freely within AgilePM project, understanding its principles and philosophy Secondary goal  Benefits and value of Agile and AgilePM M00 - Course introduction 3/11 | 3/270
  4. 4.  Please share with the class:  Your name and surname  Your organization  Your profession  Title, function, job responsibilities  Your familiarity with the agile project management  Your familiarity with the business analysis  Your experience with DSDM/AgilePM/ Scrum and BABOK  Your personal session expectations M00 - Course introduction 4/11 | 4/270
  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  60 questions, pass mark is 30 (50%)  1 hour exam  No negative points, no “Tricky Questions”  No pre-requisite for Foundation exam  Sample, two (official) mock exams are 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 | 5/270
  6. 6.  Practitioner Exam  Paper based and open book exam  Reference to AgilePM Handbook ONLY  Handbook is provided for students  2 hour exam  Complex multiple choice - Objective Test  4 questions worth 15 marks each (60 marks), pass mark is 30 (50%)  Pre-requisite for AgilePM Practitioner  AgilePM Foundation or  DSDM Atern Foundation certificate or  DSDM Advanced Practitioner certificate Candidates completing an examination in a language that is not their mother tongue, will receive additional time M00 - Course introduction 6/11 | 6/270
  7. 7. Handbook Page AgilePM syllabus section code and title LP Lifecycle and Products PR People and Roles TE Techniques CO Control Module slide number / total module slides Slide number / total slides Module number and name AgilePM handbook page AgilePM syllabus section code AgilePM is defined in the Agile Project Management Handbook • v1.2, 2013 • ISBN 0-9544832-4-3 SyllabusM00 - Course introduction 7/11 | 7/270
  8. 8. See Appendix #2 for more mind maps from DSDM Consortium products M00 - Course introduction 8/11 | 8/270
  9. 9. quizlet.com/42743032/ M00 - Course introduction 9/11 | 9/270
  10. 10. Freeware, scalable AgilePM PDF reference card Project Phases vs Products vs Roles vs Responsibilities in one big reference card Free to download, use and share M00 - Course introduction 10/11 | 10/270
  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/ M00 - Course introduction 11/11 | 11/270 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 …
  12. 12. 1. Defining agile and AgilePM 2. AgilePM philosophy and principles 3. AgilePM roles and responsibilities 4. Preparing for AgilePM project 5. AgilePM project lifecycle, phases and products 6. Communication 7. Delivering on time - prioritization and timeboxing 8. Requirements, estimating and measurement 9. Project planning 10. Never compromising quality 11. Project control and risk management M01 - Defining agile and AgilePM 2/27 | 13/270
  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 agile and AgilePM 3/27 | 14/270
  14. 14. Agile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile and AgilePM 4/27 | 15/270
  15. 15. Agile PracticesAgile Mindset 4 Agile Values Unlimited number of practices 12 Agile Principles M01 - Defining agile and AgilePM 5/27 | 16/270
  16. 16. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile and AgilePM 6/27 | 17/270
  17. 17. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles Being Agile Doing Agile M01 - Defining agile and AgilePM 7/27 | 18/270
  18. 18. Dynamic Systems Development Method (DSDM) Agile Project Management (AgilePM) Agile Unified Process (AUP) Open Unified Process (OpenUP) Scaled Agile Framework (SAFe) Disciplined Agile Delivery (DAD) Scrum-of-Scrums Scrum at Scale … Scrum Lean software development Kanban (process + method) Extreme Programming (XP) Continuous Integration (CI) Feature Driven Development (FDD) Test Driven Development (TDD) Crystal Clear … Fuller ApproachesLightweight Approaches 9M01 - Defining agile and AgilePM 8/27 | 19/270
  19. 19. M01 - Defining agile and AgilePM 9/27 | 20/270
  20. 20. “We are uncovering better ways of developing software by doing it and helping others do it” Through this work we have come to value Traditional Agile Processes and Tools over People and Interactions Comprehensive Documentation over Working Software Contract Negotiation over Customer Collaboration Following a Plan over Responding to Change 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 agile and AgilePM 10/27 | 21/270
  21. 21.  Approaches typically call for a significant amount of formality and detail  Big Design Up Front (BDUF)  Requirements are captured in a formal set of documents which follow standardized templates  This may be preceded by a number of detailed requirements related documents, built with increasing levels of detail, including a high level vision and low level functional requirements documents  Relevant stakeholders must generally formally approve each of these documents before work begins Sequential / cascade / waterfall M01 - Defining agile and AgilePM 11/27 | 22/270
  22. 22.  Different style of management (compared to traditional (a.k.a. waterfall))  Enabling constant change during elaboration of the detail  Continuously correcting course  Maintaining aim on target -> value (delivering a usable solution on a fixed date)  Monitoring progress in a different way  Measured by delivery of products (not by activity)  Sustaining the high rate of progress throughout  Targeting and motivating empowered teams (Not directing them)  Servant Leadership  Collaboration requires a no-blame culture  Building culture of team success/failure Incremental, iterative and adaptive M01 - Defining agile and AgilePM 12/27 | 23/270
  23. 23. Plan Design Code Test Release Review Decision Demo Value to business after big bang deployment Working solution M01 - Defining agile and AgilePM 13/27 | 24/270
  24. 24. Ability to Change Business Value Risk (of delivering wrong solution) Waterfall time time time time ? Business Engagement (visibility) M01 - Defining agile and AgilePM 14/27 | 25/270
  25. 25. Project adaptation for changed/new business requirements Project adaptation for changed/new business requirements Project adaptation for changed/new business requirements Plan Design Code Test Release Review Working solutionAgilePM is not just smaller waterfall! 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 M01 - Defining agile and AgilePM 15/27 | 26/270
  26. 26. Waterfall Agile Business Value time time time time Ability to Change Risk (of delivering wrong solution) Business Engagement (visibility) M01 - Defining agile and AgilePM 16/27 | 27/270
  27. 27.  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. Agile thrives here M01 - Defining agile and AgilePM 17/27 | 28/270
  28. 28.  Agile Project Management is based on another method called DSDM Atern  DSDM - The oldest established Agile approach  Originally launched in 1994  DSDM is owned by The DSDM Consortium  A not-for-profit collegiate organization  www.dsdm.org  Certification of individuals from AgilePM is maintained globally by APMG International 9M01 - Defining agile and AgilePM 18/27 | 29/270
  29. 29.  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  Atern does not compromise on quality i.e. the solution is not over or under engineered  Atern Agility  Atern Flexibility  Hybrid method combining project management with product delivery Lead author: Keith Richards 14M01 - Defining agile and AgilePM 19/27 | 30/270
  30. 30.  An Agile full 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 M01 - Defining agile and AgilePM 20/27 | 31/270
  31. 31. 02.1995 •DSDM V1 12.1995 •DSDM V2 09.1997 •DSDM V3 2002 •DSDM V4 2003 •DSDM V4.1 2006 •DSDM V4.2 2008 •DSDM V5 (Atern) 07.2010 •AgilePM V1 Published online Published online also published online M01 - Defining agile and AgilePM 21/27 | 32/270
  32. 32. M01 - Defining agile and AgilePM 22/27 | 33/270
  33. 33.  What is the Requirement or Context?  Simple or Complex Environment?  Simple Product Development?  On-going backlog of features/improvements to be built  Delivering Projects and Programmes?  Full project lifecycle  Cross project dependencies  Minimal formality or within a structured corporate culture?  Constant contact with client/business? M01 - Defining agile and AgilePM 23/27 | 34/270
  34. 34.  Lightweight agile approaches adequate for simpler environments  Complex environments need a fuller Agile approach  Concept of “Project” management and delivery  Project Manager role  Full lifecycle  Compliance and regulations requirements  Recognizing the constraints of corporate culture  Integrated project gateway systems with compliance and audits checks 15M01 - Defining agile and AgilePM 24/27 | 35/270
  35. 35.  Does your organization promote Agile?  Are there any formal projects managed in Agile style in your organization?  Which Principles are used in you organization?  Are there any formal approaches defining which principle?  Polices, documents, management practices …  Are there any centre of excellences providing knowledge of Agile?  Are you using Agile for entire project, or just for specific project phases/areas? M01 - Defining agile and AgilePM 25/27 | 36/270
  36. 36. M01 - Defining agile and AgilePM 26/27 | 37/270
  37. 37. M01 - Defining agile and AgilePM 27/27 | 38/270
  38. 38. 1. Defining agile and AgilePM 2. AgilePM philosophy and principles 3. AgilePM roles and responsibilities 4. Preparing for AgilePM project 5. AgilePM project lifecycle, phases and products 6. Communication 7. Delivering on time - prioritization and timeboxing 8. Requirements, estimating and measurement 9. Project planning 10. Never compromising quality 11. Project control and risk management M02 - AgilePM philosophy and principles 2/39 | 40/270
  39. 39. M02 - AgilePM philosophy and principles 3/39 | 41/270
  40. 40.  Projects must be 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  Constant and ongoing collaboration with the client and end users to deliver the right solution at the right time according to business priorities  Stakeholders willing to deliver a fit-for-purpose solution (not full scope solution)  Acceptance that change is inevitable and it is integral part of our lives and as well part of our projects 18M02 - AgilePM philosophy and principles 4/39 | 42/270
  41. 41.  Every project is different, principles have to be adapted  „adopt and adapt” approach  AgilePM need to determine the correct level of rigour  Too much formality can slow progress down, even cause paralysis  Too little formality can lead to a seat-of-the-pants approach  Risk assessment is undertaken early on in the project lifecycle and is part of project lifecycle  e.g. using Project Approach Questionnaire (PAQ)  Ensure AgilePM projects are not „out of Governance”  Maintain people empowerment and degree of freedom 15M02 - AgilePM philosophy and principles 5/39 | 43/270
  42. 42.  Principles support the philosophy  AgilePM has 8 principles  Highlight attitude and mindset needed by team  Compromising any principle undermines philosophy  And introduces risk (threats)  Applying all principles ensures maximum benefit  Collectively principles enable organizations (not just projects) to collaboratively deliver best value solutions 19M02 - AgilePM philosophy and principles 6/39 | 44/270
  43. 43. 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 M02 - AgilePM philosophy and principles 7/39 | 45/270
  44. 44. “There is nothing so useless as doing efficiently that which should not be done at all.” Peter F. Drucker M02 - AgilePM philosophy and principles 8/39 | 46/270
  45. 45.  Decisions are always based around project goal  To deliver WHAT business NEEDS (not just wants) it to deliver, WHEN it needs to be delivered  Needs can be different that requirements  Requires to  Explore and understand true business priorities  Establish sound and agreed business case  Deliver Minimum Useable Subset of requirements  Principle supported by  Roles: Business Sponsor, Business Visionary  Products: Business products agreed at Foundations  Techniques: MoSCoW, Timeboxing 20M02 - AgilePM philosophy and principles 9/39 | 47/270
  46. 46. “My favorite things in life don't cost any money. It's really clear that the most precious resource we all have is time.” Steve Jobs M02 - AgilePM philosophy and principles 10/39 | 48/270
  47. 47.  Requires to  Timebox the work (aka. Sprint in Scrum) the work  Have clear focus on business priorities and needs (not just requirements)  Always hit deadlines - predictable deliverables  Build confidence through predictable delivery and maintain reputation  DO NOT EVER EXTEND TIMEBOX!  Instead deliver smaller scope  Principle supported by  Roles: Project Manager, Team Leader  Techniques: MoSCoW, Timeboxing 21 Hurts Agile culture; Breaks habits; Lowers teams reputation as a trusted business partner M02 - AgilePM philosophy and principles 11/39 | 49/270
  48. 48. “Good design begins with honesty, asks tough questions, comes from collaboration and from trusting your intuition.” Freeman Thomas M02 - AgilePM philosophy and principles 12/39 | 50/270
  49. 49.  Requires to  Involve the right stakeholders at the right time, throughout project  Ensure team members are empowered to make decisions on behalf of those they represent  Encourage pro-active involvement from the business representatives  Build a one team culture (also between supplier and customer)  Work in a spirit of active cooperation and commitment  Principle supported by  Roles: Business Sponsor, Business Visionary, Business Ambassador  Techniques: Facilitated Workshops, Daily Stand-ups 21M02 - AgilePM philosophy and principles 13/39 | 51/270
  50. 50. “Quality is not an act, it is a habit.” Aristotle M02 - AgilePM philosophy and principles 14/39 | 52/270
  51. 51.  Requires team to  Set level of quality at the outset  A solution has to be “good enough”  Right-engineering (no under-engineering or over-engineering)  Ensure quality does not become a variable  Design, document and test appropriately and continuously  Test early and continuously - ”fail fast, learn fast”  Build in quality by constant review with the right people  Principle supported by  Roles: Solution Tester  Products: Testing products  Techniques: MoSCoW, Timeboxing, Daily Stand-ups  Early and integrated testing 21 - 22M02 - AgilePM philosophy and principles 15/39 | 53/270
  52. 52. “The increment must be completed, meaning the increment must be a complete piece of usable software.” K. Schwaber, J. Sutherland M02 - AgilePM philosophy and principles 16/39 | 54/270
  53. 53.  Requires teams to  Build complete, small chunks (increments) from firm foundations  Strive for early delivery of business benefit where possible  Incremental delivery (of value to production/live environment)  Continually confirm correct solution is being built  Incremental delivery encourages stakeholder confidence, offering a source of feedback for use in subsequent Timeboxes  Formally re-assess priorities and ongoing project viability  Principle supported by  The DSDM Lifecycle phases  Solid base of knowledge during Feasibility and Foundations  Incremental development through Evolutionary Development  Incremental deployment through Deploy 22M02 - AgilePM philosophy and principles 17/39 | 55/270
  54. 54. Functional Usable Secure Fast Minimum Viable Product (a.k.a. potential shippable product) Not MVP MVP Functional Usable Secure Fast M02 - AgilePM philosophy and principles 18/39 | 56/270
  55. 55. “People don’t know what they want until you show it to them.” Steve Jobs M02 - AgilePM philosophy and principles 19/39 | 57/270
  56. 56.  Nothing built perfectly 1st time  Requires team to  Do enough design up front (EDUF) to create strong foundations  Build products using an iterative approach  Build customer feedback into each iteration  Accept that most detail emerges later rather than sooner  Embrace change - the right solution will not evolve without it  Change is inevitable, allow for it and harness its benefits  Be creative, experiment, learn, evolve  Principle supported by  Iteration and constant review (client and user)  Ensures the evolving solution aligns with what business really needs 22M02 - AgilePM philosophy and principles 20/39 | 58/270
  57. 57. “Electric communication will never be a substitute for the face of someone who with their soul encourages another person to be brave and true.” Charles Dickens M02 - AgilePM philosophy and principles 21/39 | 59/270
  58. 58.  Requires to  Use “rich visual communication” like modelling, prototyping  e.g. (less formal) UI prototyping, mockups, mind maps, …  e.g. (more formal) UML / SysML, BPMN, OBASHI, Archimate, …  Present iterations of evolving solution early and often  Keep documentation lean and timely  Encourage informal, face-to-face communication at all levels  Principle supported by  Techniques: Facilitated workshops, Daily Stand-ups  Clearly defined roles  Constant user involvement and empowerment  Models and prototypes 23M02 - AgilePM philosophy and principles 22/39 | 60/270
  59. 59. “The company owner doesn't need to win. The best idea does.” John C. Maxwell M02 - AgilePM philosophy and principles 23/39 | 61/270
  60. 60.  In many environments it is not enough simply to be in control, it needs to be able to prove it  Requires to  Use appropriate level of formality for tracking and reporting  Make plans and progress visible to all stakeholders  Measured progress through delivery of products  Manage proactively (management by exception)  Continuously evaluate project viability based on business objectives  Principle supported by  Roles: Project Manager, Team Leader  Techniques: Timeboxing  Products: Management Foundations, Timebox Plans 23M02 - AgilePM philosophy and principles 24/39 | 62/270
  61. 61.  It is vital that stakeholders buy in to the Philosophy. They will get a working solution on the agreed date, but they should not expect a 100% solution. As stakeholders, they are able to drive what is important, so they will get what the business needs  Be open and clear about the Philosophy and the way Atern delivers right from the start. Be prepared for stakeholders initial concerns „So at the start you can't tell me exactly what I'll get at the end?”.  In Atern projects, the majority of the negotiation is around the fine detail, not the major headlines  Treat non-adherence to the principles as a risk  Breaking any of the principles will be a significant risk to the success of the agile process and the success of the project  Discuss the Principles openly with the project team at the start of the project and ensure everyone buys into them 18, 24M02 - AgilePM philosophy and principles 25/39 | 63/270
  62. 62. M02 - AgilePM philosophy and principles 26/39 | 64/270
  63. 63. Agile to be successful requires _____? a) on time delivery, according to business priorities b) collaboration to deliver the right solution c) acceptance that change is inevitable d) key stakeholder understanding of business objectives M02 - AgilePM philosophy and principles 27/39 | 65/270
  64. 64. Which are characteristics of Self Directed Teams (Agile)? a) Comply with processes, regardless of outcome b) Compete c) Continuously look for better ways of working d) Focus on low-level objectives M02 - AgilePM philosophy and principles 28/39 | 66/270
  65. 65. Which is an AgilePM principle? a) Focus on Benefits b) Test Continuously c) Clarify and Refine d) Never Compromise Quality M02 - AgilePM philosophy and principles 29/39 | 67/270
  66. 66. How Agile is managing Change Management? a) Baseline prototype, at least at the end of Development Timebox b) Manage change in every element in project c) Change is not recommended d) Few, or even no baselines M02 - AgilePM philosophy and principles 30/39 | 68/270
  67. 67. What Agile state as 4 project parameters? a) Time, cost, quality and benefits b) Time, facilities, results, benefits c) Cost, quality, time, features d) Quantity, time, cost, future M02 - AgilePM philosophy and principles 31/39 | 69/270
  68. 68. Self Directed Teams (Agile) _____. a) take initiative b) co-operate c) continuously look for better ways of working d) comply with processes, regardless of outcome M02 - AgilePM philosophy and principles 32/39 | 70/270
  69. 69. Which of these is an AgilePM principle? a) Communicate often b) Communicate Verbally c) Communicate Formally d) Communicate Continuously and Clearly M02 - AgilePM philosophy and principles 33/39 | 71/270
  70. 70. On of characteristics of Agile Project Management is_____. a) similar style of management like traditional b) strictly adhering to project plan c) measured by delivery of products (not by activity) d) measured by project plan progress M02 - AgilePM philosophy and principles 34/39 | 72/270
  71. 71. Self Directed Teams (Agile) _____. a) take initiative b) co-operate c) continuously look for better ways of working d) comply with processes, regardless of outcome M02 - AgilePM philosophy and principles 35/39 | 73/270
  72. 72. Agile Project Management _____. a) keeps teams on track b) sets team objectives, then lets them get on with it c) sustains team culture and morale d) manages business involvement with team M02 - AgilePM philosophy and principles 36/39 | 74/270
  73. 73. M02 - AgilePM philosophy and principles 37/39 | 75/270
  74. 74. M02 - AgilePM philosophy and principles 38/39 | 76/270
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