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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 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
 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
 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
 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
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
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 reference card
Free to download, use
and share
M00 - Course introduction 10/13 | 10/257
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
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
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
AgilePM® V2 - Agile Project Management V2 - Foundation
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
M01 - Defining agile, DSDM and AgilePM 3/39 | 16/257
 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
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 and AgilePM 6/39 | 19/257
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - Defining agile, DSDM and AgilePM 7/39 | 20/257
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
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
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
M01 - Defining agile, DSDM and AgilePM 11/39 | 24/257
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
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
 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
 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
Plan Design Code Test Release Review
Decision Demo
Value delivered
(big bang)
Working solution
M01 - Defining agile, DSDM and AgilePM 16/39 | 29/257
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
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
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
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
 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
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
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 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
 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
 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
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 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
 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
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)
 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
 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
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
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
 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
 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
M01 - Defining agile, DSDM and AgilePM 38/39 | 51/257
M01 - Defining agile, DSDM and AgilePM 39/39 | 52/257
AgilePM® V2 - Agile Project Management V2 - Foundation
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
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 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
17
Project doesn’t
have to deliver
full scope in
order to be
successful
M02 - AgilePM philosophy and principles 6/31 | 58/257
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?
M02 - AgilePM philosophy and principles 8/31 | 60/257
 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
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
“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
 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
“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
 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
“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
 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
“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-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
“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
 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
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
“People don’t know
what they want until
you show it to them.”
Steve Jobs
M02 - AgilePM philosophy and principles 22/31 | 74/257
 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
“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
 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
“The company owner
doesn't need to win.
The best idea does.”
John C. Maxwell
M02 - AgilePM philosophy and principles 26/31 | 78/257
 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
 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
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 also
highly appreciated! 
(your feedback = more free stuff)

MIROSLAWDABROWSKI.COM/downloads

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AgilePM® V2 - Agile Project Management V2 - Foundation

  • 2. Start and finish Course style LunchCoffee and breaks M00 - Course introduction 2/13 | 2/257
  • 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.  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.  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.  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. 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. M00 - Course introduction 8/13 | 8/257
  • 9. quizlet.com/42743032/ M00 - Course introduction 9/13 | 9/257
  • 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. 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. 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. 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
  • 15. 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
  • 16. M01 - Defining agile, DSDM and AgilePM 3/39 | 16/257
  • 17.  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
  • 18. Agile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 5/39 | 18/257
  • 19. Agile PracticesAgile Mindset 4 Agile Values Unlimited number of practices 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 6/39 | 19/257
  • 20. Scrum XP AgilePM SAFe Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles M01 - Defining agile, DSDM and AgilePM 7/39 | 20/257
  • 21. 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
  • 22. 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
  • 23. 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
  • 24. M01 - Defining agile, DSDM and AgilePM 11/39 | 24/257
  • 25. 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
  • 26. 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
  • 27.  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
  • 28.  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
  • 29. Plan Design Code Test Release Review Decision Demo Value delivered (big bang) Working solution M01 - Defining agile, DSDM and AgilePM 16/39 | 29/257
  • 30. 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
  • 31. 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
  • 32. 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
  • 33. 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
  • 34.  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
  • 35. 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
  • 36. M01 - Defining agile, DSDM and AgilePM 23/39 | 36/257
  • 37.  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
  • 38.  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
  • 39.  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
  • 40. M01 - Defining agile, DSDM and AgilePM 27/39 | 40/257
  • 41. M01 - Defining agile, DSDM and AgilePM 28/39 | 41/257
  • 42.  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
  • 43.  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
  • 44. M01 - Defining agile, DSDM and AgilePM 31/39 | 44/257
  • 45.  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
  • 46.  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
  • 47. 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
  • 48. 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
  • 49.  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
  • 50.  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
  • 51. M01 - Defining agile, DSDM and AgilePM 38/39 | 51/257
  • 52. M01 - Defining agile, DSDM and AgilePM 39/39 | 52/257
  • 54. 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
  • 55. M02 - AgilePM philosophy and principles 3/31 | 55/257
  • 56. 16M02 - AgilePM philosophy and principles 4/31 | 56/257
  • 57.  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
  • 58. 17 Project doesn’t have to deliver full scope in order to be successful M02 - AgilePM philosophy and principles 6/31 | 58/257
  • 59. M02 - AgilePM philosophy and principles 7/31 | 59/257
  • 60.  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
  • 61.  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
  • 62. 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
  • 63. “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
  • 64.  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
  • 65. “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
  • 66.  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
  • 67. “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
  • 68.  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
  • 69. “Quality is not an act, it is a habit.” Aristotle M02 - AgilePM philosophy and principles 17/31 | 69/257
  • 70.  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
  • 71. “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
  • 72.  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
  • 73. 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
  • 74. “People don’t know what they want until you show it to them.” Steve Jobs M02 - AgilePM philosophy and principles 22/31 | 74/257
  • 75.  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
  • 76. “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
  • 77.  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
  • 78. “The company owner doesn't need to win. The best idea does.” John C. Maxwell M02 - AgilePM philosophy and principles 26/31 | 78/257
  • 79.  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
  • 80.  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
  • 81. 74M02 - AgilePM philosophy and principles 29/31 | 81/257
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