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The underpinning philosophy, principles, terminology of AgilePM
The lifecycle of an AgilePM project
The products/artefacts produced by AgilePM project
AgilePM roles and responsibilities
AgilePM recommended techniques, their benefits and limitations
The mechanisms for control and how to test, estimate and measure progress in an Agile project
Main goal
Attempt Foundation exam with confidence
Communicate freely within AgilePM project, understanding its principles and philosophy
Secondary goal
Benefits and value of Agile and AgilePM
M00 - Course introduction 3/11 | 3/270
Please share with the class: Your name and surname Your organization Your profession Title, function, job responsibilities
Your familiarity with the agile project management
Your familiarity with the business analysis
Your experience with DSDM/AgilePM/Scrum and BABOK
Your personal session expectations
M00 - Course introduction 4/11 | 4/270
Foundation Exam Paper based and closed book exam Only pencil and eraser are allowed Simple multiple (ABCD) choice exam Only one answer is correct 60 questions, pass mark is 30 (50%) 1 hour exam No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam Sample, two (official) mock exams are
provided to you
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 5/11 | 5/270
Practitioner Exam Paper based and open book exam Reference to AgilePM Handbook ONLY
Handbook is provided for students
2 hour exam Complex multiple choice - Objective Test 4 questions worth 15 marks each (60
marks), pass mark is 30 (50%) Pre-requisite for AgilePM Practitioner AgilePM Foundation or
DSDM Atern Foundation certificate or
DSDM Advanced Practitioner certificate
Candidates completing an examination in a language that is not their mother tongue, will receive additional time
M00 - Course introduction 6/11 | 6/270
Handbook Page
AgilePM syllabus section code and title
LP Lifecycle and Products
PR People and Roles
TE Techniques
CO Control
Module slide number / total module slides
Slide number / total slides
Module number and name
AgilePMhandbook page
AgilePM syllabus section code
AgilePM is defined in the Agile Project Management Handbook• v1.2, 2013• ISBN 0-9544832-4-3
SyllabusM00 - Course introduction 7/11 | 7/270
See Appendix #2 for more mind maps from DSDM Consortium products
M00 - Course introduction 8/11 | 8/270
Freeware, scalableAgilePM PDF
reference card
Project Phases vs Products vs Roles vs Responsibilities in one
big reference card
Free to download, useand share
M00 - Course introduction 10/11 | 10/270
twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowskigoogle.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław DąbrowskiAgile 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, independenttrainer and coach from multiple domains.
• Master Lead Trainer• 11+ years in training and coaching / 15.000+ hours• 100+ certifications• 5000+ people trained and coached• 25+ trainers trained and coached
linkedin.com/in/miroslawdabrowski
Agile Coach / Scrum Master PM / IT architect Notable clients
• 8+ years of experience with Agile projects as a Scrum Master, Product Owner and Agile Coach
• Coached 25+ teams from Agile and Scrum• Agile Coach coaching C-level executives • Scrum Master facilitating multiple teams
experienced with UX/UI + Dev teams• Experience multiple Agile methods• Author of AgilePM/DSDM Project Health Check
Questionnaire (PHCQ) audit tool
• Dozens of mobile and ecommerce projects• IT architect experienced in IT projects with budget
above 10mln PLN and timeline of 3+ years• Experienced with (“traditional”) projects under high
security, audit and compliance requirements based on ISO/EIC 27001
• 25+ web portal design and development and mobile application projects with iterative,incremental and adaptive approach
ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank, Descom, Ericsson, Ericpol, Euler Hermes, General Electric, Glencore, HP Global Business Center, Ideo, Infovide-Matrix, Interia, Kemira, Lufthansa Systems, Media-Satrun Group, Ministry of Defense (Poland), Ministry of Justice (Poland), Nokia Siemens Networks, Oracle, Orange, Polish Air Force, Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom, Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT…miroslawdabrowski.com/about-me/clients-and-references/
M00 - Course introduction 11/11 | 11/270
Accreditations/certifications (selected): CISA, CISM, CRISC, CASP, Security+, Project+, Network+, Server+, Approved Trainer: (MoP, MSP, PRINCE2, PRINCE2 Agile, M_o_R, MoV, P3O, ITIL Expert, RESILIA), ASL2, BiSL, Change Management, Facilitation, Managing Benefits, COBIT5, TOGAF 8/9L2, OBASHI, CAPM, PSM I, SDC, SMC, ESMC, SPOC, AEC, DSDM Atern,DSDM Agile Professional, DSDM Agile Trainer-Coach, AgilePM, OCUP Advanced, SCWCD, SCBCD, SCDJWS, SCMAD, ZCE 5.0, ZCE 5.3, MCT, MCP, MCITP, MCSE-S, MCSA-S, MCS, MCSA, ISTQB, IQBBA, REQB, CIW Web Design / Web Development / Web Security Professional, Playing Lean Facilitator, DISC D3 Consultant, SDI Facilitator, Certified Trainer Apollo 13 ITSM Simulation …
1. Defining agile and AgilePM2. AgilePM philosophy and principles3. AgilePM roles and responsibilities4. Preparing for AgilePM project5. AgilePM project lifecycle, phases and products6. Communication7. Delivering on time - prioritization and timeboxing8. Requirements, estimating and measurement9. Project planning10. Never compromising quality11. Project control and risk management
M01 - Defining agile and AgilePM 2/27 | 13/270
A philosophy and a mindset Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast and constant feedback, engagement Working closely and constantly with customer throughout Ensuring final solution actually meets business needs Focusing on business value/outcome NOT strictly project plan/output Focusing on value delivery NOT on fixed product definition
Deferring decisions about details as late as possible No “big design up front” (BDUF), rather Enough Design Up Front (EDUF)
“If a process is too unpredictable or too complicated for the planned, (predictive) approach, then the empirical approach (measure and adapt) is the method of choice“
Ken Schwaber
14M01 - Defining agile and AgilePM 3/27 | 14/270
Agile PracticesAgile Mindset 4 Agile Values
Unlimited number of practices
12 Agile Principles
M01 - Defining agile and AgilePM 5/27 | 16/270
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
M01 - Defining agile and AgilePM 6/27 | 17/270
Scrum
XP
AgilePM
SAFe
Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles
Being Agile Doing Agile
M01 - Defining agile and AgilePM 7/27 | 18/270
Dynamic Systems Development Method (DSDM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum-of-ScrumsScrum at Scale…
ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)
Feature Driven Development (FDD)Test Driven Development (TDD)
Crystal Clear…
Fuller ApproachesLightweight Approaches
9M01 - Defining agile and AgilePM 8/27 | 19/270
“We are uncovering better ways of developing software by doing it and helping others do it”
Through this work we have come to value
Traditional Agile
Processes and Tools over People and Interactions
Comprehensive Documentation over Working Software
Contract Negotiation over Customer Collaboration
Following a Plan over Responding to Change
While there is value in the items on the right; we value the items on the left more.(but Agile is not just about delivering software, it applies to all types of project)
www.agilemanifesto.org
M01 - Defining agile and AgilePM 10/27 | 21/270
Approaches typically call for a significant amount of formality and detail Big Design Up Front (BDUF)
Requirements are captured in a formal set of documents which follow standardized templates
This may be preceded by a number of detailed requirements related documents, built with increasing levels of detail, including a high level vision and low level functional requirements documents
Relevant stakeholders must generally formally approve each of these documents before work begins
Sequential / cascade / waterfall
M01 - Defining agile and AgilePM 11/27 | 22/270
Different style of management (compared to traditional (a.k.a. waterfall)) Enabling constant change during elaboration of
the detail Continuously correcting course Maintaining aim on target -> value (delivering a
usable solution on a fixed date)
Monitoring progress in a different way Measured by delivery of products (not by activity) Sustaining the high rate of progress throughout
Targeting and motivating empowered teams (Not directing them) Servant Leadership Collaboration requires a no-blame culture Building culture of team success/failure
Incremental, iterative and adaptive
M01 - Defining agile and AgilePM 12/27 | 23/270
Plan Design Code Test Release Review
Decision Demo
Value to business after big bang deployment
Working solution
M01 - Defining agile and AgilePM 13/27 | 24/270
Ability to Change
Business Value Risk(of delivering wrong solution)
Waterfall
time
time time
time
?
Business Engagement(visibility)
M01 - Defining agile and AgilePM 14/27 | 25/270
Project adaptation for changed/new business
requirements
Project adaptation for changed/new business
requirements
Project adaptation for changed/new business
requirements
Plan Design Code Test Release Review
Working solutionAgilePM is not just smaller waterfall!
Value to business after big bang deployment
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Plan
Revi
ew
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value to business after deployment #1
Value to business after deployment #2
Value to business after deployment #3
Value to business after final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
M01 - Defining agile and AgilePM 15/27 | 26/270
Waterfall Agile
Business Valuetime
time time
time
Ability to Change
Risk(of delivering wrong solution)
Business Engagement(visibility)
M01 - Defining agile and AgilePM 16/27 | 27/270
Simple (straightforward) Everything is known
Complicated More is known than unknown
Complex More is unknown than known
Chaotic (unpredictable) Very little is known
TECHNOLOGY
REQ
UIR
EMEN
TS
Far fromAgreement
Close toAgreement
Close toCertainty
Far fromCertainty
Source: Strategic Management and Organizational Dynamics by Ralph Stacey in Agile Software Development with Scrum by Ken Schwaber and Mike Beedle.
Agile thriveshere
M01 - Defining agile and AgilePM 17/27 | 28/270
Agile Project Management is based on another method called DSDM Atern
DSDM - The oldest established Agile approach Originally launched in 1994
DSDM is owned by The DSDM Consortium A not-for-profit collegiate organization www.dsdm.org
Certification of individuals from AgilePM is maintained globally by APMG International
9M01 - Defining agile and AgilePM 18/27 | 29/270
Agile project delivery framework that delivers the right solution at the right time Project team and significant stakeholders being
focused on the business outcome
Delivery is on time ensuring an early ROI
All people involved work collaboratively to deliver the optimum solution
Work is prioritised according to business need and the ability of users to accommodate changed in the agreed timescale
Atern does not compromise on quality i.e. the solution is not over or under engineered
Atern Agility Atern Flexibility Hybrid method combining project
management with product delivery
Lead author:
Keith Richards
14M01 - Defining agile and AgilePM 19/27 | 30/270
An Agile full Project Delivery Framework that delivers the right solution at the right time Any kind of project Focused on business value On time and in budget Quality and control Incremental Iterative Adaptive Collaborative Right solution at the right time Established and proven integration
with PRINCE2M01 - Defining agile and AgilePM 20/27 | 31/270
02.1995•DSDM V1
12.1995•DSDM V2
09.1997•DSDM V3
2002•DSDM V4
2003•DSDM V4.1
2006•DSDM V4.2
2008•DSDM V5 (Atern)
07.2010•AgilePM V1
Publishedonline
Publishedonline
alsopublished online
M01 - Defining agile and AgilePM 21/27 | 32/270
What is the Requirement or Context? Simple or Complex Environment? Simple Product Development? On-going backlog of features/improvements to be built
Delivering Projects and Programmes? Full project lifecycle Cross project dependencies
Minimal formality or within a structured corporate culture?
Constant contact with client/business?
M01 - Defining agile and AgilePM 23/27 | 34/270
Lightweight agile approaches adequate for simpler environments
Complex environments need a fuller Agile approach Concept of “Project” management and delivery Project Manager role Full lifecycle Compliance and regulations requirements Recognizing the constraints of corporate culture Integrated project gateway systems with compliance
and audits checks
15M01 - Defining agile and AgilePM 24/27 | 35/270
Does your organization promote Agile? Are there any formal projects managed in
Agile style in your organization? Which Principles are used in you
organization? Are there any formal approaches defining
which principle? Polices, documents, management practices …
Are there any centre of excellences providing knowledge of Agile?
Are you using Agile for entire project,or just for specific project phases/areas?
M01 - Defining agile and AgilePM 25/27 | 36/270
1. Defining agile and AgilePM2. AgilePM philosophy and principles3. AgilePM roles and responsibilities4. Preparing for AgilePM project5. AgilePM project lifecycle, phases and products6. Communication7. Delivering on time - prioritization and timeboxing8. Requirements, estimating and measurement9. Project planning10. Never compromising quality11. Project control and risk management
M02 - AgilePM philosophy and principles 2/39 | 40/270
Projects must be aligned to clearly defined strategic goals Focus on early delivery of real benefits to the business To be successful requires Key stakeholder understanding of business objectives Empowerment to the appropriate level Constant and ongoing collaboration with the client and end users
to deliver the right solution at the right time according to business priorities
Stakeholders willing to deliver a fit-for-purpose solution (not full scope solution)
Acceptance that change is inevitable and it is integral part of our lives and as well part of our projects
18M02 - AgilePM philosophy and principles 4/39 | 42/270
Every project is different, principles have to be adapted „adopt and adapt” approach
AgilePM need to determine the correct level of rigour Too much formality can slow progress down, even cause paralysis Too little formality can lead to a seat-of-the-pants approach
Risk assessment is undertaken early on in the project lifecycle and is part of project lifecycle e.g. using Project Approach Questionnaire (PAQ)
Ensure AgilePM projects are not „out of Governance” Maintain people empowerment and degree of freedom
15M02 - AgilePM philosophy and principles 5/39 | 43/270
Principles support the philosophy AgilePM has 8 principles
Highlight attitude and mindset needed by team Compromising any principle undermines philosophy And introduces risk (threats)
Applying all principles ensures maximum benefit Collectively principles enable organizations (not just
projects) to collaboratively deliver best value solutions
19M02 - AgilePM philosophy and principles 6/39 | 44/270
1. Focus on the business need
2. Deliver on time
3. Collaborate
4. Never compromise quality
5. Build Incrementally from firm foundations
6. Develop Iteratively
7. Communicate continuously and clearly
8. Demonstrate control
M02 - AgilePM philosophy and principles 7/39 | 45/270
“There is nothing so useless as doing
efficiently that which should not be done
at all.”Peter F. Drucker
M02 - AgilePM philosophy and principles 8/39 | 46/270
Decisions are always based around project goal To deliver WHAT business NEEDS (not just wants) it to deliver,
WHEN it needs to be delivered
Needs can be different that requirements Requires to Explore and understand true business priorities Establish sound and agreed business case Deliver Minimum Useable Subset of requirements
Principle supported by Roles: Business Sponsor, Business Visionary Products: Business products agreed at Foundations Techniques: MoSCoW, Timeboxing
20M02 - AgilePM philosophy and principles 9/39 | 47/270
“My favorite things in life don't cost any money. It's really clear that the most precious resource we all
have is time.”Steve Jobs
M02 - AgilePM philosophy and principles 10/39 | 48/270
Requires to Timebox the work (aka. Sprint in Scrum) the work Have clear focus on business priorities and needs (not just
requirements) Always hit deadlines - predictable deliverables Build confidence through predictable delivery and maintain reputation DO NOT EVER EXTEND TIMEBOX! Instead deliver smaller scope
Principle supported by Roles: Project Manager, Team Leader Techniques: MoSCoW, Timeboxing
21
Hurts Agile culture; Breaks habits; Lowers teams
reputation as a trusted business partner
M02 - AgilePM philosophy and principles 11/39 | 49/270
“Good design begins with honesty, asks
tough questions, comes from collaboration and
from trusting your intuition.”
Freeman Thomas
M02 - AgilePM philosophy and principles 12/39 | 50/270
Requires to Involve the right stakeholders at the right time, throughout project Ensure team members are empowered to make decisions
on behalf of those they represent Encourage pro-active involvement from the business
representatives Build a one team culture (also between supplier and customer) Work in a spirit of active cooperation and commitment
Principle supported by Roles: Business Sponsor, Business Visionary, Business Ambassador Techniques: Facilitated Workshops, Daily Stand-ups
21M02 - AgilePM philosophy and principles 13/39 | 51/270
“Quality is not an act, it is a habit.”
Aristotle
M02 - AgilePM philosophy and principles 14/39 | 52/270
Requires team to Set level of quality at the outset A solution has to be “good enough” Right-engineering (no under-engineering or over-engineering)
Ensure quality does not become a variable Design, document and test appropriately and continuously Test early and continuously - ”fail fast, learn fast” Build in quality by constant review with the right people
Principle supported by Roles: Solution Tester Products: Testing products Techniques: MoSCoW, Timeboxing, Daily Stand-ups Early and integrated testing Regular reviews throughout lifecycle 21 - 22M02 - AgilePM philosophy and principles 15/39 | 53/270
“The increment must be completed, meaning the
increment must be a complete piece of usable software.”
K. Schwaber, J. Sutherland
M02 - AgilePM philosophy and principles 16/39 | 54/270
Requires teams to Build complete, small chunks (increments) from firm foundations Strive for early delivery of business benefit where possible Incremental delivery (of value to production/live environment)
Continually confirm correct solution is being built Incremental delivery encourages stakeholder confidence,
offering a source of feedback for use in subsequent Timeboxes
Formally re-assess priorities and ongoing project viability
Principle supported by The DSDM Lifecycle phases Solid base of knowledge during Feasibility and Foundations Incremental development through Evolutionary Development Incremental deployment through Deploy
22M02 - AgilePM philosophy and principles 17/39 | 55/270
Functional
Usable
Secure
Fast
Minimum Viable Product(a.k.a. potential shippable product)
Not MVP
MVP
Functional
Usable
Secure
Fast
M02 - AgilePM philosophy and principles 18/39 | 56/270
“People don’t know what they want until you show it to them.”
Steve Jobs
M02 - AgilePM philosophy and principles 19/39 | 57/270
Nothing built perfectly 1st time Requires team to Do enough design up front (EDUF) to create strong foundations Build products using an iterative approach Build customer feedback into each iteration Accept that most detail emerges later rather than sooner Embrace change - the right solution will not evolve without it Change is inevitable, allow for it and harness its benefits
Be creative, experiment, learn, evolve
Principle supported by Iteration and constant review (client and user) Ensures the evolving solution aligns with what business really needs
22M02 - AgilePM philosophy and principles 20/39 | 58/270
“Electric communication will never be a substitute for the face of someone
who with their soul encourages another
person to be brave and true.”
Charles Dickens
M02 - AgilePM philosophy and principles 21/39 | 59/270
Requires to Use “rich visual communication” like modelling, prototyping e.g. (less formal) UI prototyping, mockups, mind maps, … e.g. (more formal) UML / SysML, BPMN, OBASHI, Archimate, …
Present iterations of evolving solution early and often Keep documentation lean and timely Encourage informal, face-to-face communication at all levels
Principle supported by Techniques: Facilitated workshops, Daily Stand-ups Clearly defined roles Constant user involvement and empowerment Models and prototypes
23M02 - AgilePM philosophy and principles 22/39 | 60/270
“The company owner doesn't need to win. The best idea does.”
John C. Maxwell
M02 - AgilePM philosophy and principles 23/39 | 61/270
In many environments it is not enough simply to be in control, it needs to be able to prove it
Requires to Use appropriate level of formality for tracking and reporting Make plans and progress visible to all stakeholders Measured progress through delivery of products Manage proactively (management by exception) Continuously evaluate project viability based on business
objectives
Principle supported by Roles: Project Manager, Team Leader Techniques: Timeboxing Products: Management Foundations, Timebox Plans Constant review
23M02 - AgilePM philosophy and principles 24/39 | 62/270
It is vital that stakeholders buy in to the Philosophy. They will get a working solution on the agreed date, but they should not expect a 100% solution. As stakeholders, they are able to drive what is important, so they will get what the business needs
Be open and clear about the Philosophy and the way Atern delivers right from the start. Be prepared for stakeholders initial concerns „So at the start you can't tell me exactly what I'll get at the end?”. In Atern projects, the majority of the negotiation is around the fine detail, not
the major headlines
Treat non-adherence to the principles as a risk Breaking any of the principles will be a significant risk to the success of the agile
process and the success of the project
Discuss the Principles openly with the project team at the start of the project and ensure everyone buys into them
18, 24M02 - AgilePM philosophy and principles 25/39 | 63/270
Agile to be successful requires _____?a) on time delivery, according to business prioritiesb) collaboration to deliver the right solutionc) acceptance that change is inevitabled) key stakeholder understanding of business objectives
M02 - AgilePM philosophy and principles 27/39 | 65/270
Which are characteristics of Self Directed Teams (Agile)?a) Comply with processes, regardless of outcomeb) Competec) Continuously look for better ways of workingd) Focus on low-level objectives
M02 - AgilePM philosophy and principles 28/39 | 66/270
Which is an AgilePM principle?a) Focus on Benefitsb) Test Continuouslyc) Clarify and Refined) Never Compromise Quality
M02 - AgilePM philosophy and principles 29/39 | 67/270
How Agile is managing Change Management?a) Baseline prototype, at least at the end of Development
Timeboxb) Manage change in every element in projectc) Change is not recommendedd) Few, or even no baselines
M02 - AgilePM philosophy and principles 30/39 | 68/270
What Agile state as 4 project parameters?a) Time, cost, quality and benefitsb) Time, facilities, results, benefitsc) Cost, quality, time, featuresd) Quantity, time, cost, future
M02 - AgilePM philosophy and principles 31/39 | 69/270
Self Directed Teams (Agile) _____.a) take initiativeb) co-operatec) continuously look for better ways of workingd) comply with processes, regardless of outcome
M02 - AgilePM philosophy and principles 32/39 | 70/270
Which of these is an AgilePM principle?a) Communicate oftenb) Communicate Verballyc) Communicate Formallyd) Communicate Continuously and Clearly
M02 - AgilePM philosophy and principles 33/39 | 71/270
On of characteristics of Agile Project Management is_____.a) similar style of management like traditionalb) strictly adhering to project planc) measured by delivery of products (not by activity)d) measured by project plan progress
M02 - AgilePM philosophy and principles 34/39 | 72/270
Self Directed Teams (Agile) _____.a) take initiativeb) co-operatec) continuously look for better ways of workingd) comply with processes, regardless of outcome
M02 - AgilePM philosophy and principles 35/39 | 73/270
Agile Project Management _____.a) keeps teams on trackb) sets team objectives, then lets them get on with itc) sustains team culture and moraled) manages business involvement with team
M02 - AgilePM philosophy and principles 36/39 | 74/270
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