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TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.
DSDM,Atern,AgilePM,AgilePgM...
Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/13 | 2/257
 The underpinning philosophy and principles
of AgilePM V2
 The lifecycle of an AgilePM V2 project
 The products produce...
 Let’s Get to Know Each Other
 Please share with the class:
 Your name and surname
 Your organization
 Your professio...
 Foundation Exam
 Paper based and closed book exam
 Only pencil and eraser are allowed
 Simple multiple (ABCD) choice ...
 Practitioner Exam
 Paper based and open book exam
 Reference to AgilePM V2 Handbook ONLY
 Handbook is provided for st...
AgilePM syllabus section code and title
LP Lifecycle and Products
PR People and Roles
TE Techniques
CO Control
Syllabus Ha...
M00 - Course introduction 8/13 | 8/257
quizlet.com/42743032/
M00 - Course introduction 9/13 | 9/257
Freeware, scalable
AgilePM V2 PDF
reference card
Project Phases vs Products vs
Roles vs Responsibilities in one
big refere...
Tailored to
DSDM/AgilePM V2
Projects
Helps in identifying and
minimizing risk related to Agile
projects
Free to download, ...
Audit tool tailored to
DSDM/AgilePM V2
Projects
Helps in determining health of
agile projects in accordance to
agile and D...
twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawd...
1. Defining agile, DSDM and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparin...
M01 - Defining agile, DSDM and AgilePM 3/39 | 16/257
 A philosophy and a mindset (not a methodology)
 Flexibility, agility, transparency, adaptability, incremental
delivery,...
Agile Mindset 4 Agile Values 12 Agile Principles
M01 - Defining agile, DSDM and AgilePM 5/39 | 18/257
Agile PracticesAgile Mindset 4 Agile Values
Unlimited
number of
practices
12 Agile Principles
M01 - Defining agile, DSDM a...
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - Defining agile, DSDM and Agile...
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
M01 - Defini...
PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
Agile Project Management (AgilePM)
Agile Unified Process (AU...
Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for...
M01 - Defining agile, DSDM and AgilePM 11/39 | 24/257
Agile
(empirical/adaptive process control model)
Traditional
(defined/deterministic process control model)
People and Inte...
Examples:
Assembling, construction,
transporting, accounting
Examples:
Sales, marketing, painting,
music, creative writing...
 Approaches typically call for a significant
amount of formality and detail
 Big Design Up Front (BDUF)
 Requirements a...
 Different style of management (compared
to traditional (a.k.a. waterfall))
 Enabling constant change during elaboration...
Plan Design Code Test Release Review
Decision Demo
Value delivered
(big bang)
Working solution
M01 - Defining agile, DSDM ...
Ability to Change
Business Value Risk
(of delivering wrong solution)
Waterfall
time
time time
time
?
Business Engagement
(...
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Project ...
Waterfall Agile
Business Engagement
(visibility)
Ability to Change
Business Value Risk
(of delivering wrong solution)
time...
SENSE -> CATEGORISE -> RESPOND
• Sense - See what’s coming in
• Categorise - Make it fit predetermined categories
• Respon...
 Simple (straightforward)
 Everything is known
 Complicated
 More is known than unknown
 Complex
 More is unknown th...
Type Characteristics Leader’s/Manager’s job
Chaotic
 High Turbulence
 No clear cause-and-effect
 Unknowables
 Many deci...
M01 - Defining agile, DSDM and AgilePM 23/39 | 36/257
 PART 1 – REDUCING WASTE AND PROJECT
FAILURE, AND STIMULATING ECONOMIC
GROWTH
 „12. Government will ensure that technolo...
 Quotes:
 Most attempts to solve the problems with
government IT have treated the symptoms
rather than resolved the unde...
 US Department of Defense
(DoD) is going agile with the
help of Dr. Jeff Sutherland
 Early and continual involvement of
...
M01 - Defining agile, DSDM and AgilePM 27/39 | 40/257
M01 - Defining agile, DSDM and AgilePM 28/39 | 41/257
 Agile project delivery framework that
delivers the right solution at the right
time
 Delivery is on time ensuring an ea...
 An Agile full Project Delivery Framework that delivers the
right solution at the right time
 Any kind of project (not j...
M01 - Defining agile, DSDM and AgilePM 31/39 | 44/257
 AgilePM V2 is based on DSDM Agile
Project Framework (AgilePF)
 DSDM - The oldest established Agile
approach (1994)
 Bo...
 Next release of Agile Project
Management (AgilePM) aligned
with newest DSDM AgilePF
 1 Philosophy
 8 Principles
 5 In...
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
V...
Self-Directed Teams (Agile) Tightly Managed Teams
Take initiative
(exceed their comfort zone if needed)
over Take directio...
 What is the goal?
 What is the project context?
 Simple or complex environment?
 Simple product development?
 On-goi...
 Lightweight agile approaches adequate for
simpler environments and often are
dedicated for optimizing team performance
...
M01 - Defining agile, DSDM and AgilePM 38/39 | 51/257
M01 - Defining agile, DSDM and AgilePM 39/39 | 52/257
1. Defining agile, DSDM and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparin...
M02 - AgilePM philosophy and principles 3/31 | 55/257
16M02 - AgilePM philosophy and principles 4/31 | 56/257
 This is achieved when all
stakeholders:
 Understand and buy into the
business vision and objectives
 Are empowered to ...
17
Project doesn’t
have to deliver
full scope in
order to be
successful
M02 - AgilePM philosophy and principles 6/31 | 58/...
M02 - AgilePM philosophy and principles 7/31 | 59/257
 What is Principle?
 What does Principles do for you?
 What does Principles do for your
organization?
 Why Principles?...
 Principles support the philosophy
 Both DSDM AgilePF and AgilePM have 8 principles
 Highlight attitude and mindset nee...
1. Focus on the Business Need
2. Deliver on Time
3. Collaborate
4. Never Compromise Quality
5. Build Incrementally from Fi...
“There is nothing so
useless as doing
efficiently that which
should not be done
at all.”
Peter F. Drucker
M02 - AgilePM ph...
 Decisions are always based around project goal
 To deliver WHAT business NEEDS (not just wants) it to deliver,
WHEN it ...
“My favorite things in life
don't cost any money. It's
really clear that the most
precious resource we all
have is time.”
...
 Requires team to
 Timebox the work into manageable chunks of time
 Have clear focus on business priorities and needs (...
“Good design begins
with honesty, asks
tough questions, comes
from collaboration and
from trusting your
intuition.”
Freema...
 Requires team to
 Involve the right stakeholders at the right time, throughout project
 Ensure team members are empowe...
“Quality is not an act,
it is a habit.”
Aristotle
M02 - AgilePM philosophy and principles 17/31 | 69/257
 Requires team to
 Set level of quality at the outset
 A solution has to be “good enough”
 Right-engineering (no under...
“The increment must
be completed,
meaning the
increment must be a
complete piece of
usable software.”
K. Schwaber,
J. Suth...
 Requires teams to
 Build complete, small chunks (increments) from firm foundations
 Strive for early delivery of busin...
Functional
Usable
Secure
Fast
Minimum Viable Product
(a.k.a. potential shippable increment/product)
Not MVP
MVP
Functional...
“People don’t know
what they want until
you show it to them.”
Steve Jobs
M02 - AgilePM philosophy and principles 22/31 | 7...
 Nothing built perfectly 1st time
 Requires team to
 Do enough design up front (EDUF) to create strong foundations
 Bu...
“Electric communication
will never be a substitute
for the face of someone
who with their soul
encourages another
person t...
 Requires team to
 Use “rich visual communication” like modelling, prototyping
 e.g. (less formal) UI prototyping, mock...
“The company owner
doesn't need to win.
The best idea does.”
John C. Maxwell
M02 - AgilePM philosophy and principles 26/31...
 In many environments it is not enough simply to be in
control, it needs to be able to prove it
 Requires team (especial...
 Every project is different, principles have to be adapted
 „adopt and adapt” approach
 AgilePM need to determine the c...
74M02 - AgilePM philosophy and principles 29/31 | 81/257
M02 - AgilePM philosophy and principles 30/31 | 82/257
I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are al...
AgilePM® V2 - Agile Project Management V2 - Foundation
AgilePM® V2 - Agile Project Management V2 - Foundation
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AgilePM® V2 - Agile Project Management V2 - Foundation

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Personally designed (content + graphics design), officially accredited AgilePM® V2 (Agile Project Management V2) 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.

Published in: Business

AgilePM® V2 - Agile Project Management V2 - Foundation

  1. 1. TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited. DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.
  2. 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/13 | 2/257
  3. 3.  The underpinning philosophy and principles of AgilePM V2  The lifecycle of an AgilePM V2 project  The products produced by AgilePM V2 project  AgilePM roles and responsibilities  AgilePM V2 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 V2 project, understanding its principles and philosophy Secondary goal  Benefits and value of Agile and AgilePM V2 M00 - Course introduction 3/13 | 3/257
  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 management and agile  Your experience with DSDM/AgilePM/ Scrum  Your personal session expectations M00 - Course introduction 4/13 | 4/257
  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 5/13 | 5/257
  6. 6.  Practitioner Exam  Paper based and open book exam  Reference to AgilePM V2 Handbook ONLY  Handbook is provided for students  2.5 hour exam  Complex multiple choice - Objective Test  4 questions worth 20 marks each (80 marks), pass mark is 40 (50%)  Dictionary/translation lists allowed  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 6/13 | 6/257
  7. 7. AgilePM syllabus section code and title LP Lifecycle and Products PR People and Roles TE Techniques CO Control Syllabus Handbook Page Module slide number / total module slides Slide number / total slides Module number and name AgilePM V2 handbook page AgilePM syllabus section code AgilePMhandbookcover,copyright©DSDMConsortium M00 - Course introduction 7/13 | 7/257
  8. 8. M00 - Course introduction 8/13 | 8/257
  9. 9. quizlet.com/42743032/ M00 - Course introduction 9/13 | 9/257
  10. 10. Freeware, scalable AgilePM V2 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 10/13 | 10/257
  11. 11. Tailored to DSDM/AgilePM V2 Projects Helps in identifying and minimizing risk related to Agile projects Free to download, use and share M00 - Course introduction 11/13 | 11/257
  12. 12. Audit tool tailored to DSDM/AgilePM V2 Projects Helps in determining health of agile projects in accordance to agile and DSDM philosophy and AgilePM project requirements Free to download, use and share 150 audit questions! M00 - Course introduction 12/13 | 12/257
  13. 13. 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 13/13 | 13/257
  14. 14. 1. Defining agile, DSDM and AgilePM 2. AgilePM philosophy and principles 3. AgilePM roles and responsibilities 4. Preparing for agile project management 5. AgilePM project lifecycle, phases and products 6. Delivering on time - prioritization and timeboxing 7. People, teams and interactions 8. Requirements and user stories 9. Estimating and measurement 10. Project planning 11. Never compromising quality 12. Risk management 13. Tailoring AgilePM M01 - Defining agile, DSDM and AgilePM 2/39 | 15/257
  15. 15. M01 - Defining agile, DSDM and AgilePM 3/39 | 16/257
  16. 16.  A philosophy and a mindset (not a methodology)  Flexibility, agility, transparency, adaptability, incremental delivery, iterative cycle, fast feedback  Working closely, constantly with users and customer  Ensuring final solution actually meets business needs  Focusing on business value/outcome not strictly project plan/output  Focusing on value delivery not on fixed specification  Deferring decisions about details as late as possible  No “big design up front” (BDUF), in place of “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 M01 - Defining agile, DSDM and AgilePM 4/39 | 17/257
  17. 17. Agile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 5/39 | 18/257
  18. 18. Agile PracticesAgile Mindset 4 Agile Values Unlimited number of practices 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 6/39 | 19/257
  19. 19. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 7/39 | 20/257
  20. 20. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles Being Agile Doing Agile M01 - Defining agile, DSDM and AgilePM 8/39 | 21/257
  21. 21. PRINCE2 Agile (P2A) Dynamic Systems Development Method (DSDM) 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 NEXUS Framework … Scrum Lean software development Kanban (process + method) Extreme Programming (XP) Continuous Integration (CI) Continuous Delivery (CD) Continuous Deployment (CD) Feature-driven development (FDD) Test Driven Development (TDD) Behavior Driven development (BDD) Crystal Clear … Fuller ApproachesLightweight Approaches M01 - Defining agile, DSDM and AgilePM 9/39 | 22/257
  22. 22. Portfolio Programme Project Team Development / Delivery / Deployment (mostly IT focused) AgilePM Scrum Non Agile (just for comparison) AgilePgM Disciplined Agile 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 Crystalmethodologies PRINCE2 Agile Yet remember - Focus on Goals and results, not blindly following Best Practices! M01 - Defining agile, DSDM and AgilePM 10/39 | 23/257
  23. 23. M01 - Defining agile, DSDM and AgilePM 11/39 | 24/257
  24. 24. 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 “We are uncovering better ways of developing software by doing it and helping others do it” Through this work we have come to value 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 13M01 - Defining agile, DSDM and AgilePM 12/39 | 25/257
  25. 25. Examples: Assembling, construction, transporting, accounting Examples: Sales, marketing, painting, music, creative writing Empirical Predictive/Deterministic  Frequent inspection and adaptation occurs as work proceeds  Processes are accepted as imperfectly defined  Outputs are often unpredictable and unrepeatable  Work and outcomes are understood before execution  Given a well-defined set of inputs, the same outputs are generated every time  Follow the pre-determined steps to get known results M01 - Defining agile, DSDM and AgilePM 13/39 | 26/257
  26. 26.  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, DSDM and AgilePM 14/39 | 27/257
  27. 27.  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  Close and ongoing collaboration with business  No-blame culture (learning culture) Incremental, iterative and adaptive M01 - Defining agile, DSDM and AgilePM 15/39 | 28/257
  28. 28. Plan Design Code Test Release Review Decision Demo Value delivered (big bang) Working solution M01 - Defining agile, DSDM and AgilePM 16/39 | 29/257
  29. 29. Ability to Change Business Value Risk (of delivering wrong solution) Waterfall time time time time ? Business Engagement (visibility) M01 - Defining agile, DSDM and AgilePM 17/39 | 30/257
  30. 30. 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 Value delivered (big bang) Plan Review Plan Review Plan Review Plan Review Test Analyse Test Analyse Test Analyse Test Analyse Value delivered Value delivered Value delivered Value delivered Decision Demo Decision Demo Decision Demo Decision Demo AgilePM is not just smaller waterfall! Working solution M01 - Defining agile, DSDM and AgilePM 18/39 | 31/257
  31. 31. Waterfall Agile Business Engagement (visibility) Ability to Change Business Value Risk (of delivering wrong solution) time time time time M01 - Defining agile, DSDM and AgilePM 19/39 | 32/257
  32. 32. 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 agile, DSDM and AgilePM 20/39 | 33/257
  33. 33.  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. M01 - Defining agile, DSDM and AgilePM 21/39 | 34/257
  34. 34. 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 agile, DSDM and AgilePM 22/39 | 35/257
  35. 35. M01 - Defining agile, DSDM and AgilePM 23/39 | 36/257
  36. 36.  PART 1 – REDUCING WASTE AND PROJECT FAILURE, AND STIMULATING ECONOMIC GROWTH  „12. Government will ensure that technology requirements are considered earlier in the policymaking process. This approach will be supported by the application of lean and agile methodologies that will reduce waste, be more responsive to changing requirements and reduce the risk of project failure.”  13. Where possible, government will move away from large ICT projects that are slow to implement or pose a greater risk of failure. Additionally, the application of agile ICT delivery methods, combined with the newly established Major Projects Authority, will improve government’s capability to deliver projects successfully and realise benefits faster. https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf M01 - Defining agile, DSDM and AgilePM 24/39 | 37/257
  37. 37.  Quotes:  Most attempts to solve the problems with government IT have treated the symptoms rather than resolved the underlying system- wide problems. This has simply led to doing the wrong things ‘better’.  Most government IT therefore remains trapped in an outdated model, which attempts to lock project requirements up- front and then proceeds at a glacial pace. The result is repeated system-wide failure.  March 2011 http://www.instituteforgovernment.org.uk/publications/system-error M01 - Defining agile, DSDM and AgilePM 25/39 | 38/257
  38. 38.  US Department of Defense (DoD) is going agile with the help of Dr. Jeff Sutherland  Early and continual involvement of the user,  Multiple, rapidly executed increments or releases of capability,  Early, successive prototyping to support an evolutionary approach,  A modular, open-systems approach.  15 December 2010 https://www.mitre.org/sites/default/files/pdf/11_0401.pdf M01 - Defining agile, DSDM and AgilePM 26/39 | 39/257
  39. 39. M01 - Defining agile, DSDM and AgilePM 27/39 | 40/257
  40. 40. M01 - Defining agile, DSDM and AgilePM 28/39 | 41/257
  41. 41.  Agile project delivery framework that delivers the right solution at the right time  Delivery is on time ensuring an early ROI  All people involved work collaboratively to deliver the optimum solution  Work is prioritised according to business needs and the ability of users/business to accommodate changed in the agreed timescale  Agile Project Framework forms the base for AgilePM and enables easy integration with AgilePgM  Hybrid method combining project management with product delivery 10M01 - Defining agile, DSDM and AgilePM 29/39 | 42/257
  42. 42.  An Agile full Project Delivery Framework that delivers the right solution at the right time  Any kind of project (not just IT)  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 10 “True Agile” M01 - Defining agile, DSDM and AgilePM 30/39 | 43/257
  43. 43. M01 - Defining agile, DSDM and AgilePM 31/39 | 44/257
  44. 44.  AgilePM V2 is based on DSDM Agile Project Framework (AgilePF)  DSDM - The oldest established Agile approach (1994)  Both DSDM AgilePF and AgilePM are owned by the DSDM Consortium  A not-for-profit organisation  www.dsdm.org  Certification of individuals from AgilePM is maintained globally by APMG International  www.apmg-international.com 10 (DSDM Consortium logo) (AgilePM certification and qualification logo, not AgilePM method logo) M01 - Defining agile, DSDM and AgilePM 32/39 | 45/257
  45. 45.  Next release of Agile Project Management (AgilePM) aligned with newest DSDM AgilePF  1 Philosophy  8 Principles  5 Instrumental Critical Success Factors  6 Project Lifecycle Phases  13 Roles  14 Management Products  7 Techniques  … 10M01 - Defining agile, DSDM and AgilePM 33/39 | 46/257
  46. 46. 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 agile, DSDM and AgilePM 34/39 | 47/257
  47. 47. Self-Directed Teams (Agile) Tightly Managed Teams Take initiative (exceed their comfort zone if needed) over Take directions (follows plans without any creative input; do tasks) Focus on team contributions (uses diversity of team member skills as opportunities) over Seek individual reward Concentrate on solutions (understands business impact of technical decisions) over Focus on low-level objectives (their own objectives not project goals; lack of systems thinking) Co-operate (with each others and with other teams by helping them) over Compete (for better (sometimes) local KPIs) Continuously look for better ways of working (during project lifecycle using retrospectives) over Comply with processes (in extreme cases regardless of the outcome) Take steps to prevent emergencies (culture of collective ownership and engagement) over React to emergencies M01 - Defining agile, DSDM and AgilePM 35/39 | 48/257
  48. 48.  What is the goal?  What is the project context?  Simple or complex environment?  Simple product development?  On-going backlog of features/improvements to be built  Required compliance with legal requirements  Minimal formality or within a structured corporate culture?  Constant contact with client/business?  Starting from concept/idea or from establish and defined list of requirements? M01 - Defining agile, DSDM and AgilePM 36/39 | 49/257
  49. 49.  Lightweight agile approaches adequate for simpler environments and often are dedicated for optimizing team performance  Complex environments need a fuller Agile approach including programmes and portfolio  Full project lifecycle  Project Manager role  Recognizing the constraints of corporate culture  Integrated project gateway systems with compliance and audits checks  Geographically located and virtual teams  … and many more … M01 - Defining agile, DSDM and AgilePM 37/39 | 50/257
  50. 50. M01 - Defining agile, DSDM and AgilePM 38/39 | 51/257
  51. 51. M01 - Defining agile, DSDM and AgilePM 39/39 | 52/257
  52. 52. 1. Defining agile, DSDM and AgilePM 2. AgilePM philosophy and principles 3. AgilePM roles and responsibilities 4. Preparing for agile project management 5. AgilePM project lifecycle, phases and products 6. Delivering on time - prioritization and timeboxing 7. People, teams and interactions 8. Requirements and user stories 9. Estimating and measurement 10. Project planning 11. Never compromising quality 12. Risk management 13. Tailoring AgilePM M02 - AgilePM philosophy and principles 2/31 | 54/257
  53. 53. M02 - AgilePM philosophy and principles 3/31 | 55/257
  54. 54. 16M02 - AgilePM philosophy and principles 4/31 | 56/257
  55. 55.  This is achieved when all stakeholders:  Understand and buy into the business vision and objectives  Are empowered to make decisions within their area of expertise  Collaborate  To deliver a fit for purpose business solution  To deliver to agreed timescales in accordance with business priorities  Accept that change is inevitable as understanding of solution grows over time 16 “Best business value emerges when projects are aligned to clear business goals, deliver frequently and involve the collaboration of motivated and empowered people” M02 - AgilePM philosophy and principles 5/31 | 57/257
  56. 56. 17 Project doesn’t have to deliver full scope in order to be successful M02 - AgilePM philosophy and principles 6/31 | 58/257
  57. 57. M02 - AgilePM philosophy and principles 7/31 | 59/257
  58. 58.  What is Principle?  What does Principles do for you?  What does Principles do for your organization?  Why Principles? M02 - AgilePM philosophy and principles 8/31 | 60/257
  59. 59.  Principles support the philosophy  Both DSDM AgilePF and AgilePM have 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 20M02 - AgilePM philosophy and principles 9/31 | 61/257
  60. 60. 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 20, 68M02 - AgilePM philosophy and principles 10/31 | 62/257
  61. 61. “There is nothing so useless as doing efficiently that which should not be done at all.” Peter F. Drucker M02 - AgilePM philosophy and principles 11/31 | 63/257
  62. 62.  Decisions are always based around project goal  To deliver WHAT business NEEDS (not just wants) it to deliver, WHEN it needs to be delivered  Requires team to  Seek and understand TRUE business priorities  Maintain continuous business sponsorship and commitment  Establish sound business case (and monitor it constantly)  Guarantee Minimum Useable SubseT - MUST  Principle supported by  Business roles  Business products agreed at Foundations phase  MoSCoW, Timeboxing 21, 68M02 - AgilePM philosophy and principles 12/31 | 64/257
  63. 63. “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 13/31 | 65/257
  64. 64.  Requires team to  Timebox the work into manageable chunks of time  Have clear focus on business priorities and needs (not just requirements)  Always hit deadlines  Build confidence through predictable delivery and maintain reputation  DO NOT EVER EXTEND TIMEBOX!  Instead deliver smaller scope  Principle supported by  Project Manager and Team Leader roles  MoSCoW  Timeboxing 21, 69 Hurts Agile culture; Breaks habits; Lowers teams reputation as a trusted business partner M02 - AgilePM philosophy and principles 14/31 | 66/257
  65. 65. “Good design begins with honesty, asks tough questions, comes from collaboration and from trusting your intuition.” Freeman Thomas M02 - AgilePM philosophy and principles 15/31 | 67/257
  66. 66.  Requires team 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  Business roles  Facilitated Workshops  Workshop Facilitator role 21, 70M02 - AgilePM philosophy and principles 16/31 | 68/257
  67. 67. “Quality is not an act, it is a habit.” Aristotle M02 - AgilePM philosophy and principles 17/31 | 69/257
  68. 68.  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  Testing products and early, integrated testing  Regular reviews throughout project lifecycle  MoSCoW, Timeboxing 21, 71M02 - AgilePM philosophy and principles 18/31 | 70/257
  69. 69. “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 19/31 | 71/257
  70. 70.  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 AgilePM Lifecycle phases  Solid base of knowledge during Feasibility and Foundations  Incremental development through Evolutionary Development  Incremental deployment through Deploy 21, 72M02 - AgilePM philosophy and principles 20/31 | 72/257
  71. 71. Functional Usable Secure Fast Minimum Viable Product (a.k.a. potential shippable increment/product) Not MVP MVP Functional Usable Secure Fast M02 - AgilePM philosophy and principles 21/31 | 73/257
  72. 72. “People don’t know what they want until you show it to them.” Steve Jobs M02 - AgilePM philosophy and principles 22/31 | 74/257
  73. 73.  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 21, 72M02 - AgilePM philosophy and principles 23/31 | 75/257
  74. 74. “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 24/31 | 76/257
  75. 75.  Requires team to  Use “rich visual communication” like modelling, prototyping  e.g. (less formal) UI prototyping, mockups, mind maps, design thinking …  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  Stand-up and Facilitated workshops  Clearly defined roles  Constant user involvement and empowerment  Models and prototypes 21, 73M02 - AgilePM philosophy and principles 25/31 | 77/257
  76. 76. “The company owner doesn't need to win. The best idea does.” John C. Maxwell M02 - AgilePM philosophy and principles 26/31 | 78/257
  77. 77.  In many environments it is not enough simply to be in control, it needs to be able to prove it  Requires team (especially PM and TL) to  Use appropriate level of formality for tracking and reporting  Make plans and progress visible to all  Measure progress through focus on delivery of products  Manage proactively  Evaluate continuing project viability based on the business needs and objectives  Principle supported by  Timeboxing, Constant review  Management Foundations, Timebox Plans 21, 73M02 - AgilePM philosophy and principles 27/31 | 79/257
  78. 78.  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 M02 - AgilePM philosophy and principles 28/31 | 80/257
  79. 79. 74M02 - AgilePM philosophy and principles 29/31 | 81/257
  80. 80. M02 - AgilePM philosophy and principles 30/31 | 82/257
  81. 81. 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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