AgilePM® - Agile Project Management - Foundation

The

APM

G-In

tern

atio

nal A

gile

Pro

ject

Man

agem

ent a

nd S

wirl

Dev

ice

logo

is a

trad

e m

ark

of T

he A

PM G

roup

Lim

ited.

DSD

M, A

tern

, Agi

lePM

, Agi

lePg

M, A

gile

PF a

re R

egis

tere

d Tr

ade

Mar

ks o

f Dyn

amic

Sys

tem

s Dev

elop

men

t Met

hod

Lim

ited.

Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/11 | 2/270

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


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


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


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


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


quizlet.com/42743032/


Freeware, scalableAgilePM PDF

reference card

Project Phases vs Products vs Roles vs Responsibilities in one

big reference card

Free to download, useand share


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/


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 Mindset 4 Agile Values 12 Agile Principles


Agile PracticesAgile Mindset 4 Agile Values

Unlimited number of practices

12 Agile Principles


Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles


Scrum

XP

AgilePM

SAFe

Agile PracticesAgile Mindset 4 Agile Values 12 Agile Principles

Being Agile Doing Agile


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



“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


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


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


Plan Design Code Test Release Review

Decision Demo

Value to business after big bang deployment

Working solution


Ability to Change

Business Value Risk(of delivering wrong solution)

Waterfall

time

time time

time

?

Business Engagement(visibility)


Project adaptation for changed/new business

requirements


requirements


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 final deployment #4

Decision Demo Decision Demo Decision Demo Decision Demo


Waterfall Agile

Business Valuetime

time time

time

Ability to Change

Risk(of delivering wrong solution)

Business Engagement(visibility)


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


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


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


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



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?


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


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?




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


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


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


“There is nothing so useless as doing

efficiently that which should not be done

at all.”Peter F. Drucker


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


“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


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


“Good design begins with honesty, asks

tough questions, comes from collaboration and

from trusting your intuition.”

Freeman Thomas


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


“Quality is not an act, it is a habit.”

Aristotle


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


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


Functional

Usable

Secure

Fast

Minimum Viable Product(a.k.a. potential shippable product)

Not MVP

MVP

Functional

Usable

Secure

Fast


“People don’t know what they want until you show it to them.”

Steve Jobs


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


“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


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


“The company owner doesn't need to win. The best idea does.”

John C. Maxwell


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


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


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


Which is an AgilePM principle?a) Focus on Benefitsb) Test Continuouslyc) Clarify and Refined) Never Compromise Quality


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


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


Self Directed Teams (Agile) _____.a) take initiativeb) co-operatec) continuously look for better ways of workingd) comply with processes, regardless of outcome


Which of these is an AgilePM principle?a) Communicate oftenb) Communicate Verballyc) Communicate Formallyd) Communicate Continuously and Clearly


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


Self Directed Teams (Agile) _____.a) take initiativeb) co-operatec) continuously look for better ways of workingd) comply with processes, regardless of outcome


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




I hope you enjoyed this presentation. If so, please like, share and

leave a commentbelow.

Endorsements on LinkedIn are also

highly appreciated! (your feedback = more free stuff)

MIROSLAWDABROWSKI.COM/downloads

Date post:	15-Jul-2015
Category:	Education
Upload:	miroslaw-dabrowski
View:	1,729 times
Download:	12 times

AgilePM® - Agile Project Management - Foundation

Education