A real life case study of using Agile and PRINCE2 together - AgilePMTraining Bytesize
A case study on how Agile was used successfully within a PRINCE2 project for roll out of a finance solution. It shows the benefits of an Agile approach, and how it was managed within the PRINCE2 method. Presented as a case study at the Project Challenge masterclass, Antony della Porta is one of the most experienced consultants in Agile Project Management, and is an accredited PRINCE2 and Agile trainer.
For more information on the presentation or to use the materials please see www.trainingbytesize.com or email learning@trainingbytesize.com
How a project at St George Bank, Sydney, was delivered employing both PRINCE2 and "AgilePM" approaches together. This was one of a number of projects delivered this way that were part of a programme
Its about the "toolkit"
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
PRINCE2 Agile™ is the world’s most complete agile project management solution, combining the flexibility and responsiveness of agile with the clearly defined framework of PRINCE2®.
Personally designed (content + graphics design), officially accredited PRINCE2 Agile® Practitioner courseware.
PRINCE2® (Projects IN Controlled Environments) Agile is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Slides from my 30 minutes Nordic Project Zone talk on combining Agile and PRINCE2. My general advise is to avoid it, but sometimes combining is your only option, at least during a transition period.
Webinar on PRINCE2 + Agile - by Ashish Dhoke (projectingIT)projectingIT
This is a Webinar given by Ashish Dhoke (Managing Consultant @ projectingIT) as a guest speaker for APMG International.
Topic of this Webinar is "Integrating Managment and Delivery using PRINCE2 + Agile"
A real life case study of using Agile and PRINCE2 together - AgilePMTraining Bytesize
A case study on how Agile was used successfully within a PRINCE2 project for roll out of a finance solution. It shows the benefits of an Agile approach, and how it was managed within the PRINCE2 method. Presented as a case study at the Project Challenge masterclass, Antony della Porta is one of the most experienced consultants in Agile Project Management, and is an accredited PRINCE2 and Agile trainer.
For more information on the presentation or to use the materials please see www.trainingbytesize.com or email learning@trainingbytesize.com
How a project at St George Bank, Sydney, was delivered employing both PRINCE2 and "AgilePM" approaches together. This was one of a number of projects delivered this way that were part of a programme
Its about the "toolkit"
See how to integrate the best-practice project management standard PRINCE2 with agile development methods like SCRUM or DSDM Atern. Speed up your projects and stay in control.
PRINCE2 Agile™ is the world’s most complete agile project management solution, combining the flexibility and responsiveness of agile with the clearly defined framework of PRINCE2®.
Personally designed (content + graphics design), officially accredited PRINCE2 Agile® Practitioner courseware.
PRINCE2® (Projects IN Controlled Environments) Agile is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Slides from my 30 minutes Nordic Project Zone talk on combining Agile and PRINCE2. My general advise is to avoid it, but sometimes combining is your only option, at least during a transition period.
Webinar on PRINCE2 + Agile - by Ashish Dhoke (projectingIT)projectingIT
This is a Webinar given by Ashish Dhoke (Managing Consultant @ projectingIT) as a guest speaker for APMG International.
Topic of this Webinar is "Integrating Managment and Delivery using PRINCE2 + Agile"
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Novare Consulting the leading project and programme management training and consultancy, hosted a PRINCE2 Agile Roadshow with AXELOS and APMG International.
Here are the slides for you to learn more
PRINCE2 Time Presentation
This is the presentation used in this video: http://mplaza.pm/prince2-timeline-video/
The goal of this video and slides is to give another view of how a PRINCE2 project works and a good introduction to PRINCE2 Project Management from a timeline point of view, hence the name the PRINCE2 Timeline. This course will help you to understand the standard and prepare for your certification exams.
This introduction is also a good way to prepare for a PRINCE2 course (Self Study or Classroom), it will enable you to get much from the course, learn more and score higher in your Exam.
Who is this PRINCE2 Training for? : This course is for any person who is wishing to:
- Learn more about PRINCE2 Project Management
- Prepare for a Foundation course and Exam
- Prepare for a Practitioner course and Exam
- Get an overview on how a PRINCE2 project works
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...Branislav Gablas PMP (5k)
How PRINCE2 can be blended with Agile principle, which is the core of PRINCE2 Agile, How Scrum, Kanban, Agilometer, Cynevin, Behaviours and targers are used in PRINCE2 Agile?
PRINCE2 Sample Project by Frank TurleyFrank Turley
This is free version of the PRINCE2 Sample Project. See http://prince2.wiki/PRINCE2_Training_and_Workshop_content for more training content for PRINCE2 classroom and workshop training.
Similarities and differences between PMBOK® Guide and PRINCE2® methodSvetlana Sidenko
This presentation is about
- Similarities and differences between PMBOK® Guide and PRINCE2® method.
- How PRINCE2® provides added value to a PMBOK® Guide knowledge base.
- Why you should be interested in PRINCE2®?
The objective of this document is to help explain the PRINCE2 terms. The glossary provided in the PRINCE2 manual is very good but can be a bit difficult to understand if you do not already have experience with PRINCE2. Therefore this glossary provides more information to explain each term and uses examples where necessary.
This will enable you not just to learn these terms but also able to explain them
What will be changed in the methodology? How it will be reflected in the manual, which are the changes in PRINCE2 exams and certification? Watch webinar replay at www.project-academy.com
Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Hello, my name is Illya Pavlichenko and I’m an Agile Coach and Professional Scrum Trainer (PST) at Unusual-Concepts. My job is all about dealing with Agile and Scrum dysfunctions and I love it. I work with multiple companies/teams and I see the same anti-patterns (symptoms) of using Scrum AGAIN and AGAIN. Well, I decided to create a list of them. It turned out to be exhaustively long. Then I removed less important items and finally got the list of 27 symptoms you can see below. Each of the symptoms potentially can lead to a separate article and/or discussion. That is why I attached quotes from best Scrum books (from my point of view) to make those symptoms as self-explanatory as possible.
So, are you ready for 27 Scrum dysfunctions? Here it is - Rotten Scrum.
In Europe and the rest of the world, including Canada, PRINCE2 is the project management methodology of choice. This seminar will provide an overview of the PRINCE2 method and examine the similarities and differences between PMBOK® guide and PRINCE2. It will also suggest how these two project management approaches relate and complement each other, and how PRINCE2 provides added value to a PMBOK® guide knowledgebase.
Novare Consulting the leading project and programme management training and consultancy, hosted a PRINCE2 Agile Roadshow with AXELOS and APMG International.
Here are the slides for you to learn more
PRINCE2 Time Presentation
This is the presentation used in this video: http://mplaza.pm/prince2-timeline-video/
The goal of this video and slides is to give another view of how a PRINCE2 project works and a good introduction to PRINCE2 Project Management from a timeline point of view, hence the name the PRINCE2 Timeline. This course will help you to understand the standard and prepare for your certification exams.
This introduction is also a good way to prepare for a PRINCE2 course (Self Study or Classroom), it will enable you to get much from the course, learn more and score higher in your Exam.
Who is this PRINCE2 Training for? : This course is for any person who is wishing to:
- Learn more about PRINCE2 Project Management
- Prepare for a Foundation course and Exam
- Prepare for a Practitioner course and Exam
- Get an overview on how a PRINCE2 project works
PRINCE2 Agile - Which is the difference between PRINCE2 and other Agile Frame...Branislav Gablas PMP (5k)
How PRINCE2 can be blended with Agile principle, which is the core of PRINCE2 Agile, How Scrum, Kanban, Agilometer, Cynevin, Behaviours and targers are used in PRINCE2 Agile?
PRINCE2 Sample Project by Frank TurleyFrank Turley
This is free version of the PRINCE2 Sample Project. See http://prince2.wiki/PRINCE2_Training_and_Workshop_content for more training content for PRINCE2 classroom and workshop training.
Similarities and differences between PMBOK® Guide and PRINCE2® methodSvetlana Sidenko
This presentation is about
- Similarities and differences between PMBOK® Guide and PRINCE2® method.
- How PRINCE2® provides added value to a PMBOK® Guide knowledge base.
- Why you should be interested in PRINCE2®?
The objective of this document is to help explain the PRINCE2 terms. The glossary provided in the PRINCE2 manual is very good but can be a bit difficult to understand if you do not already have experience with PRINCE2. Therefore this glossary provides more information to explain each term and uses examples where necessary.
This will enable you not just to learn these terms but also able to explain them
What will be changed in the methodology? How it will be reflected in the manual, which are the changes in PRINCE2 exams and certification? Watch webinar replay at www.project-academy.com
Scrum has garnered increasing popularity in the agile software development community due to its simplicity, proven productivity, and ability to act as a wrapper for various engineering practices promoted by other agile methodologies.
Agile project management is more about empowerment. Agile projects are not lead by individual like project manager. Agile project management is a combination of art and science both where you should be well versed with the principals of the project management. At the same time you should be practical while taking decision and understanding circumstances.
Hello, my name is Illya Pavlichenko and I’m an Agile Coach and Professional Scrum Trainer (PST) at Unusual-Concepts. My job is all about dealing with Agile and Scrum dysfunctions and I love it. I work with multiple companies/teams and I see the same anti-patterns (symptoms) of using Scrum AGAIN and AGAIN. Well, I decided to create a list of them. It turned out to be exhaustively long. Then I removed less important items and finally got the list of 27 symptoms you can see below. Each of the symptoms potentially can lead to a separate article and/or discussion. That is why I attached quotes from best Scrum books (from my point of view) to make those symptoms as self-explanatory as possible.
So, are you ready for 27 Scrum dysfunctions? Here it is - Rotten Scrum.
The Patterns to boost your time to market - An introduction to DevOpsBrice Argenson
What are the patterns used by the Giant of the Web to optimize their Time-to-Market.
Presentation for: @clevertoday (http://slideshare.net/clevertoday)
Presentation from full-stack agile on how you can scale your agile teams as your company grows. As your company grows your teams need to be able to adapt to change quickly.
The author of this white paper assesses the different project management standards, framework and methodology and how agile complements with the other project management techniques.
The author of this white paper assesses the different project management standards, framework and methodology and how agile complements with the other project management techniques.
Scrum Overview for Agile Software Development. ... Scrum is a project management framework that is applicable to any project with aggressive deadlines, complex requirements and a degree of uniqueness. In Scrum, projects move forward via a series of iterations called sprints. Each sprint is typically two to four weeks long.
this is the document in PDF format used as documentation for technical seminar on Scrum called as Proffesional Scrum Master which is a certificate on Agile Software development process.
Increase productivity and improve the predictability of software projects. Interest in the Scrum Agile process framework is exploding as companies discover that Scrum enables them to manage software projects with greater reliability and improve responsiveness to customers. This class introduces the skills that project managers and team leaders need to perform the basic steps of a Scrum process for software development.
-Learn how Scrum practices relate to project management fundamentals
-Learn the essentials of Scrum as a software development process
-Learn the three Scrum roles, three Scrum meetings, and three Scrum artifacts
-Project Managers and team leads learn basic planning, tracking, and management skills
-Product Managers learn how to develop and prioritize requirements
-Team members learn how to estimate and break down work
You will discover that the project manager fulfills the leadership position by overseeing the planning for the project's execution as you list the differences between the scrum master and the project manager. The Scrum Master assists the team members by closely collaborating with them and ensuring that they are adhering to the Agile principles.
When you switch from a traditional approach (the waterfall model) to Agile, the duties of a project manager are divided among the many team members. The program manager, product owner, scrum master, and the rest of the team are each given different duties. However, making the transition from waterfall to agile is not simple.
Engineering Talent Development Thru ProjectsRoy Mark
A method of ientifying and developing senior and/or junior engineers and managers through the completion of compressed projects using the SCRUM methodology
Phim Mới chất lượng cao miễn phí. Xem phim hd VietSub. Phim thuyết minh chất lượng HD. Phim bộ mới nhất, phim hành động hay nhất, phim tâm lý tình cảm hài hước hấp dẫn nhất..
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. Prince2 and Agile / Scrum
Version 1.0
By Johann Tambayah
There are many papers on the internet which detail how the agile methodology of Scrum could be integrated into Prince2 but from what I have
found many of these sites do not go into deeper detail on how this is to be achieved. Many of them suggest that Scrum should only be addressed
in the ‘Managing Product Delivery’ process of Prince2 however whilst this is possible the author does not believe this is sufficient in its entirety.
Before diving into detail on how this is to be accomplished (and more so tailoring Prince 2 to Scrum) we must ask ourselves why we would want
to integrate Scrum and Prince2.
With the dawn of 2011 most job boards in the UK and Australia seem to be flooded with job descriptions for ‘agile project managers’ where
project managers are sought with formal project management skills (such as those in Prince2 and via the PMP / PMBOK) as well as those with
formal training in Scrum (the leading agile methodology today, preferably being Certified Scrum Masters). This is somewhat peculiar given the
Scrum framework removes the role of the project manager from its project environment. From the conversations I have had with such
organisations that seek ‘agile project managers’ as well as recruitment agencies seeking to fill these roles, what I deduce is that most
organisations are not entirely comfortable removing the role of the project manager from their organisation. This may be due to either resistance
to change or perhaps there are other reasons, such as Prince2 being considered the tried, tested and prevailing norm within government bodies in
the UK, Australia and certain parts of Europe. Prince2 does have its major successes and companies are not keen to waiver from this. Without
focusing on the justification of the role of a project manager within an organisation what must be remembered is that Prince2 is not a project
management function alone. Prince2 is a framework for the entire organisation. Prince2 is an organisation structure that has the capacity to
deliver projects successfully. It provides management frameworks and roles / responsibilities for project executives, programme management,
users, suppliers, project managers, team leaders, etc.
Prince2 states that a project must be tailored to fit its environment. Within this ‘tailoring’ it is possible to use Scrum to deliver projects. Why
would you want to integrate Prince2 and Scrum? Prince2 provides structure, roles, responsibilities, a framework and the necessary
documentation that is required on many high-end projects such as government or funded NGO projects. Scrum provides a delivery mechanism
1|Page
2. built by the ‘builders’ that focuses on the best possible ‘building’ technique that places customer orientation as key and embraces change. Both
frameworks embrace change, customer orientation and delivering in stages or iterations.
This document presents a framework for Prince2 and Scrum to exist and succeed in the same environment. It answers the questions –
•
•
•
Is it theoretically possible to implement Scrum within a Prince2 environment?
How do we implement Scrum within a Prince2 environment?
Does a project environment remain Prince2 when you implement Scrum?
Please note that this document assumes the reader is familiar with Prince2 and Scrum terminologies and frameworks.
Does a project environment remain Prince2 when you implement Scrum? For a project to be deemed Prince2 it must adhere to the 7 Prince2
Principles. The table below details how Scrum integrates into the 7 Prince2 principles.
Prince2 Principle
Scrum Integration
Continued business justification i.e. the Business Case for the Scrum encourages the Product Owner to revisit the product backlog
project must exist during the life cycle of the project
throughout the project to ensure the requirements are prioritized according
to the business justification and updates are made to the priority scale based
on this. It is possible to change the Product Backlog items in order to
ensure business justification.
Learning from experience i.e. lessons from past projects are Scrum encourages a sprint retrospective at the end of each sprint where the
documented and the knowledge passed on
team asks itself ‘how could we have done this better?’ and this knowledge
is documented for the next sprint or project. Scrum encourages cycles of
adapting based on previous learning.
2|Page
3. Defined roles and responsibilities i.e. Project Executive, Project Scrum has its own set of defined roles and responsibilities e.g. Scrum
Manager, Senior User, Senior Supplier, Project Support, Project Master, Product Owner and team. Scrum does not use some of the Prince2
Assurance, etc.
roles however this would not be an issue when the two frameworks are
integrated as the responsibilities are never compromised. Where certain
roles are removed e.g. Team Leader; the responsibilities of this role are
passed on to other roles.
Managed by stages i.e. each project must have a minimum of 2 Scrum delivers in iterations called sprints which could be considered stages
management stages (control points)
Managed by exception i.e. if tolerances for time, cost, quality, Scrum manages exceptions by either placing incomplete sprints back on the
risk, etc. are compromised, an exception must be raised by the product backlog or dealing with exceptions at sprint reviews by consulting
project manager to the project board
with the Product Owner. The Product Backlog could be modified at any
point to handle exceptions with close collaboration between the Scrum
Master, the team and Product Owner.
Focuses on products and their quality. This is documented in
‘product based planning’ techniques where project and product
descriptions detail acceptance criteria and quality expectations
for each deliverable.
Scrum ensures that the team reviews the Product Backlog and converts this
into the Sprint Backlog. The Sprint Backlog lists tasks to be completed
however prior to this the team must consult with the Product Owner on
‘user stories’ and acceptance criteria which will be used to develop the
product and judge its quality at sprint reviews.
Tailored to suit the particular project environment
Scrum could be used within a tailored Prince2 solution as long as the
Prince2 principles are not compromised.
3|Page
4. Hence it is absolutely possible to merge both the Prince2 and Scrum frameworks.
Is it theoretically possible to implement Scrum within a Prince2 environment?
Yes.
How do we implement Scrum within a Prince2 environment?
Prince2 is made up of 7 Principles, 7 Themes and 7 Processes. I will now discuss the Prince2 Themes and Processes detailing how Scrum could
be implemented within Prince2.
4|Page
5. Prince2 Themes
We will briefly discuss each Theme and determine how Scrum could be integrated within each Theme and more so, how Scrum compliments
Prince2.
1. Business Case
This theme answers the question - is the project is desirable, viable, feasible or achievable?
The Business Case is the implementation of the Prince2 principle ‘is their continued business justification for the
project?’ It dives into determining what the benefits for the project are, the reasons for undertaking the project, the
costs involved, the business options, the timescale and the major risks.
The Business Case for Scrum is determined by the product owner. The Product Owner presents a prioritised list of
requirements to the Scrum team. The team works with the Product Owner to determine the Sprint Backlog which
includes user stories and acceptance criteria. This process is similar to the product based planning approach used by
Prince2.
The Prince2 Business Case is a high-level document in the organisation and could certainly include the initial product
backlog.
2. Organisation
Prince2 puts into place an organisational structure for projects. The Executive is the key decision maker on the project
and the ultimate authority. The Senior User is the end-user representative of the project and the Senior Supplier is the
representative of the project suppliers. These three key roles form the Project Board.
The Project Manager reports to the Executive. The team reports to the Project Manager most often led by a Team
Leader.
In addition there are two more roles which are Project Assurance which act on behalf of the project board and may
advise the Project Manager on certain aspects as well as conduct independent checks. The other role is the Change
Authority which is capable of approving change requests in the absence of the project board. A Project Manager may
5|Page
6. also have a Project Support function to assist him or her in documentation and other administration functions.
The major roles in Scrum are the Team, Product Owner and Scrum Master. The Scrum methodology removes the roles
of the project managers and team leaders.
The Prince2 Project Manager is responsible for planning, delegating, monitoring and controlling the project within
tolerances and motivating team members. So how do we handle the clash in roles seen in the Prince2 and Scrum
frameworks? The only solution here would be to administer a ‘give & take’ policy that is reasonable and amicable to
both frameworks. As discussed previously Prince2 is an organisational framework for projects. Scrum could be used
for the delivery of the project itself i.e. the teamwork; where the team leader could be played by the Scrum Master and
the Project Manager would continue his/her work in the start-up of the project, its initiation, other Prince2 processes,
stakeholder management, reporting to the board, assisting in the removal of impediments with the Scrum Master and
motivating the team. For Scrum and Prince2 to work together the Project Manager would be required to let go of
his/her responsibilities in the product delivery.
The Product Owner role would ideally be played by the Prince2 Senior User as this individual would know the product
best. However it is also possible for the Project Manager to play this role as he/she is involved in the early stages of
the project together with the Senior Users in putting together the product descriptions or in this case the product
backlog. The Project Manager could request the Senior Users to be present at Sprint Reviews.
3. Quality
The key purpose of this theme is to ensure the project delivers a product that is ‘fit for purpose’.
Prince2 places a lot of emphasis on quality, as does Scrum. In Prince2 the Project Manager puts together a Quality
Management Strategy which details what quality standards that will be implemented on the project, the records to be
maintained and the responsibilities / roles. It details both in-process checks such as internal testing as well out-ofprocess checks such as formal Quality Review Techniques. It details the maintenance of a Quality Register which is a
formal record for quality checks.
Scrum details the use of test automation (in-process) during each Sprint and Sprint Reviews which follow very similar
formats to the Prince2 Quality Review Technique. Prince2 and Scrum are very similar in their commitment to quality.
6|Page
7. 4. Plans
Plans in Prince2 are made using product based planning techniques. This involves breaking a project down into
products and then breaking these products down into tasks. This is usually done at the very beginning of the project
i.e. project initiation, and involves work being done by the Project Manager and Senior Users. This forms the Project
Plan. Prince2 also uses stage plans, team plans, and exception plans (when project tolerances are threatened or change
requests are made to the baseline). Prince2 requires the use of a project schedule and most often Gantt charts are used
to track project progress (although tools and techniques for scheduling and monitoring progress are not specified).
Scrum involves the team deciding on how much work they want to take on from the Sprint Backlog. This work is
carried out in a sprint before the next sprint plan is produced. Products are delivered in iterations (which makes agile
techniques such as Scrum very effective). Product burn down charts are maintained by the team and Sprint burn down
charts are maintained by the product owner which reveal how long the project should take to complete.
Prince2 and Scrum are similar in that they both involve stage plans or sprint plans and they both use product based
planning techniques.
If there is a change to the baseline requirements the Project Manager (Product Owner) would still need to provide an
exception report to the Project Executive (ultimate authority) and the Project Board. Similarly if projects are taking
longer than anticipated to complete or any other tolerances are threated, the Project Manager would need to provide an
exception report to the Project Board. The Project Board could either approve or disapprove the report and if they wish
to, a new exception plan or new baseline plan would be produced by the Project Manager. This new plan could be
used to update the Product Backlog.
It is possible for the Project Manager to maintain a high-level schedule which details tasks external to the delivery in
detail e.g. prepare the product descriptions, prepare the End Project Report, recommend follow-on actions and prepare
the Lessons Report. It is also possible for the Project Manager to update his/her schedule based on the burn down
charts such that he/she is able to maintain a schedule and Gantt chart for delivery.
5. Risk
The Prince2 Project Manager is required to develop a Risk Management Strategy as well as open up a Risk Register.
This involves determining the identification, assessment, planning, implementing and communicating of risks as per
normal Prince2 operations together with detailing risk actionees, the risk appetite, etc. The Risk Register would log
7|Page
8. risks and detail mitigation plans.
The only difference in the Scrum environment is if a risk does materialise its mitigation plan would also be placed on
the Product Backlog for the team to commit to on their next sprint. This would be prioritised accordingly by the
Project Manager / Product Owner.
6. Change
Prince2 suggests that any change to the baseline must be approved by the Project Board. A change could be a bug or
off spec, a change to the baseline requirement itself or a problem / concern. Scrum’s call to fame is that change is
possible at any time during the project other than for when a sprint is in progress. The Project Manager in the capacity
of the Product Owner or in conjunction with the Senior User must document a change in the form of an Exception
Report and once approved by the board have the team implement it on their next sprint if this is a priority.
The Project Manager should still be able to manage a Prince2 Issue Register and capture and deal with change in this
manner. The Scrum Master could also maintain this document listing impediments on the project which could include
problems / concerns or bugs / off-specs. The Project Manager and Scrum Master would be able to work together in
removing impediments and dealing with these issues.
7. Progress
The team in scrum does not report to the Project Manager or the Product Owner or the Scrum Master. This eliminates
the Checkpoint Report of Prince2. However the same information could be captured from product burn down charts
and sprint burn down charts. The Project Manager could use this information to produce his/her Highlight Report to
the Project Board. This would also enable the Project Manager to track progress.
The Prince2 lessons report and logs are similar to the sprint Retrospective and capture the same information.
Schedules could be handled as per the suggestions under the Plan section above.
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9. Prince 2 Processes
Having spoken of Scrum and the Prince2 Themes let us have a look at the Prince2 Processes and the implications of working with Scrum.
1. Starting up a project
This process remains largely unchanged from the Prince2 norms.
The Project Brief is prepared which is the inception of the project. The Project Board is setup and the Project
Manager appointed. It is wise to decide on the roles of the Scrum Product Owner and Scrum Master.
Previous lessons from projects are reviewed and it is also prudent to refer the previous Scrum sprint retrospective
documents.
The initial Product Backlog should be created at a higher level.
The outline Business Case is prepared.
In this Process make note of the ‘Project Approach’ which must detail the use of Scrum in delivery and its impact
on Themes and Processes. Special care must be taken to note that Scrum education is begun at the Project Board
and within this Process, such that the Project Board is aware of the intricacies and differences when contrasting
with traditional non-agile methodologies such as the Waterfall model.
2. Directing a project
This process is widely unchanged e.g. authorising initiation, authorising the project, ad-hoc direction, authorise
closure, etc. except in the case of authorising stage plans. The Project Board could be presented with the Product
Backlog and explained what items are being delivered in the next sprint.
The project board must be made aware of the Scrum methodology particularly in the case of the Senior User who
will be expected to meet up with the team on Sprint Planning meetings and either take on the role of the Product
Owner or assist the Project Manager (taking on the Product Owner role) in prioritising products and defining
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10. acceptance criteria for the sprint reviews.
3. Initiating a project
In this process the project manager would be expected to create the below documents taking Scrum into
consideration –
a) The Risk Management Strategy – stating changes suggested in the Risk theme
b) Configuration Management Strategy – stating changes suggested in the Change theme
c) Quality Management Strategy – stating changes suggested in the Quality theme
d) Communication Management Strategy – stating changes suggested in the Organisation theme. The project
manager would be expected to decipher which stakeholders require what information. It must be stated that
reports such as the Checkpoint report will no longer be used and alternate reports comprising of information
gathered from the burn down charts will be presented.
e) Setup Project Controls – This details information such as the format and frequency of communication, the
number of stages / sprints, project tolerances, etc.
f) Creation of the project plan – stating changes suggested in the Plan theme.
I would suggest conducting the ‘scrum kick off’ in this process.
These documents form the Project Initiation Document in some organisations known as the Project Charter.
4. Controlling a stage
This stage has often been known as the day-to-day activities of the Project Manager.
There are no Prince2 Work Packages in this model.
The work to be done is presented in the form of a Product Backlog which is handed over to the team and
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11. discussed at Sprint Planning Meetings. Sprint planning meetings are broken down into 2 parts –
1) In part 1 the team asks questions about the product backlog so that it can be broken down into tasks.
2) In part 2 the team decides on how to go about delivering the project and how much they will commit to a
sprint
As mentioned previously, the Product Backlog (which includes user stories and acceptance criteria) is broken
down into a Sprint Backlog by the team. The team then proceeds to decide on how much work they will commit
to a sprint and will inform the Product Owner of this. At the end of a sprint the Sprint Review takes places where
products that are potentially shippable are presented to the Product Owner.
The monitoring of progress is judged by the product and sprint burn down charts. This information details the
project’s progress and estimated time of completion. This information could be summated in the Project
Manager’s Highlight report to the Project Board.
The project manager would be expected to maintain his Risk registers, Issue Registers and other documents as is
the norm in Prince2.
5. Managing Product
Delivery
This process could be widely implemented using Scrum. There are no Prince2 Team Plans as they are replaced by
the Sprint Backlog, Product Backlog and burn down charts. Sprints are conducted (cycles of development,
inspecting and adapting).
6. Managing a stage
boundary
The Sprint Review and Retrospective takes place here.
The (re)prioritised Product Backlog is revisited to determine what work is to be done next. The next Sprint
Planning meeting is conducted.
The Business case should be revisited to ensure the Product Backlog (which has possibly been changed) is still on
path to produce the desired outcomes (business justification).
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12. The project manager should produce his/her Prince2 End Stage Report which could include details on the Sprint
Retrospective and Sprint Review as well as details on the next sprint.
7. Closing a project
This Process follows Prince2 i.e. prepare the End Project Report, prepare the follow-on-recommendations and
other documents.
The sprint retrospective is documented (Prince2 lessons report).
The above should provide you with an idea on how to implement Scrum within a Prince2 environment. The key concept to keep in mind is that Scrum and
Prince2 need to be tailored to the project environment.
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13. Bibliography
Managing Successful Projects with Prince2 2009 Manual, Office of Government Commerce, The Stationery Office; 2009 edition (January 6, 2009)
The Scrum Primer – Version 1.2, 2010, Pete Deemer, Gabrielle Benefield, Craig Larman, Bas Vodde
About the Author
Johann Tambayah is a certified Prince2 Practitioner and a certified Scrum Master.
He is a Senior Project Manager holding an MBA (Leicester) and BSc (Hons, London) with over 10 years of project management experience. He has worked
for large scale World Bank directed projects, online / e-Commerce projects and large scale government sector projects in Australia, UK and South Asia.
Email: Johann@MasterBusinessChronicles.com
www.MasterBusinessChronicles.com
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