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The APMG-International Agile Project Management and Swirl Device logo is a trade mark of The APM Group Limited.

DSDM, Atern, AgilePM, AgilePgM, AgilePF are Registered Trade Marks of Dynamic Systems Development Method Limited.
Start and finish Course style

Coffee and breaks Lunch

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The underpinning philosophy and principles
of AgilePM V2
The lifecycle of an AgilePM V2 project
The products produced by AgilePM V2 project
AgilePM roles and responsibilities
AgilePM V2 recommended techniques,
their benefits and limitations
The mechanisms for control and how to test,
estimate and measure progress in an Agile project
Main goal
Attempt Foundation exam with confidence
Communicate freely within AgilePM V2 project,
understanding its principles and philosophy
Secondary goal
Benefits and value of Agile and AgilePM V2

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Lets Get to Know Each Other
Please share with the class:
Your name and surname
Your organization
Your profession
Title, function, job responsibilities
Your familiarity with the
project management and agile
Your experience with DSDM/AgilePM/
Scrum
Your personal session expectations

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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

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Practitioner Exam
Paper based and open book exam
Reference to AgilePM V2 Handbook ONLY
Handbook is provided for students
2.5 hour exam
Complex multiple choice - Objective Test
4 questions worth 20 marks each (80
marks), pass mark is 40 (50%)
Dictionary/translation lists allowed
Pre-requisite for AgilePM Practitioner
AgilePM Foundation or
DSDM Atern Foundation certificate or
DSDM Advanced Practitioner certificate

Candidates completing an examination in a language that


is not their mother tongue, will receive additional time

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AgilePM syllabus section code and title

LP Lifecycle and Products

PR People and Roles

TE Techniques

CO Control
AgilePM handbook cover, copyright DSDM Consortium

Module slide number / total module slides

AgilePM syllabus AgilePM V2 Slide number /


section code handbook page total slides

Module number
and name
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quizlet.com/42743032/

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Freeware, scalable Project Phases vs Products vs
Free to download, use
AgilePM V2 PDF Roles vs Responsibilities in one
and share
reference card big reference card

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Tailored to Helps in identifying and
Free to download, use
DSDM/AgilePM V2 minimizing risk related to Agile
and share
Projects projects

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150
audit questions!

Helps in determining health of


Audit tool tailored to
agile projects in accordance to Free to download, use
DSDM/AgilePM V2
agile and DSDM philosophy and and share
Projects
AgilePM project requirements
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Mirosaw Dbrowski linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
Agile Coach, Trainer, Consultant twitter.com/mirodabrowski
(former JEE/PHP developer, UX/UI designer, BA/SA) miroslaw_dabrowski

Creator Writer / Translator Trainer / Coach


Creator of 50+ mind maps from PPM and related Product Owner of biggest Polish project English speaking, international, independent
topics (2mln views): miroslawdabrowski.com management portal: 4PM: 4pm.pl (15.000+ views trainer and coach from multiple domains.
Lead author of more than 50+ accredited materials each month) Master Lead Trainer
from PRINCE2, PRINCE2 Agile, MSP, MoP, P3O, ITIL, Editorial Board Member of Official PMI Poland 11+ years in training and coaching / 15.000+ hours
M_o_R, MoV, PMP, Scrum, AgilePM, DSDM, CISSP, Chapter magazine: Strefa PMI: strefapmi.pl 100+ certifications
CISA, CISM, CRISC, CGEIT, TOGAF, COBIT5 etc. Official PRINCE2 Agile, AgilePM, ASL2, BiSL methods 5000+ people trained and coached
Creator of 50+ interactive mind maps from PPM translator for Polish language 25+ trainers trained and coached
topics: mindmeister.com/users/channel/2757050 linkedin.com/in/miroslawdabrowski

Agile Coach / Scrum Master PM / IT architect Notable clients


8+ years of experience with Agile projects as a Dozens of mobile and ecommerce projects ABB, AGH, Aiton Caldwell, Asseco, Capgemini, Deutsche Bank,
Scrum Master, Product Owner and Agile Coach IT architect experienced in IT projects with budget Descom, Ericsson, Ericpol, Euler Hermes, General Electric,
Coached 25+ teams from Agile and Scrum above 10mln PLN and timeline of 3+ years Glencore, HP Global Business Center, Ideo, Infovide-Matrix,
Interia, Kemira, Lufthansa Systems, Media-Satrun Group,
Agile Coach coaching C-level executives Experienced with (traditional) projects under high
Ministry of Defense (Poland), Ministry of Justice (Poland),
Scrum Master facilitating multiple teams security, audit and compliance requirements based
Nokia Siemens Networks, Oracle, Orange, Polish Air Force,
experienced with UX/UI + Dev teams on ISO/EIC 27001 Proama, Roche, Sabre Holdings, Samsung Electronics, Sescom,
Experience multiple Agile methods 25+ web portal design and development and Scania, Sopra Steria, Sun Microsystems, Tauron Polish Energy,
Author of AgilePM/DSDM Project Health Check mobile application projects with iterative, Tieto, University of Wroclaw, UBS Service Centre, Volvo IT
Questionnaire (PHCQ) audit tool incremental and adaptive approach 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

www.miroslawdabrowski.com
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1. Defining agile, DSDM and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparing for agile project management
5. AgilePM project lifecycle, phases and products
6. Delivering on time - prioritization and timeboxing
7. People, teams and interactions
8. Requirements and user stories
9. Estimating and measurement
10. Project planning
11. Never compromising quality
12. Risk management
13. Tailoring AgilePM

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A philosophy and a mindset (not a methodology)
Flexibility, agility, transparency, adaptability, incremental
delivery, iterative cycle, fast feedback
Working closely, constantly with users and customer
Ensuring final solution actually meets business needs
Focusing on business value/outcome not strictly project plan/output
Focusing on value delivery not on fixed specification
Deferring decisions about details as late as possible
No big design up front (BDUF), in place of enough design up front (EDUF)

If a process is too unpredictable or too complicated for the planned (predictive)


approach, then the empirical approach (measure and adapt) is the method of choice
Ken Schwaber
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Agile Mindset 4 Agile Values 12 Agile Principles

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Unlimited
number of
practices

Agile Mindset 4 Agile Values 12 Agile Principles Agile Practices

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Scrum

XP

AgilePM

SAFe

Agile Mindset 4 Agile Values 12 Agile Principles Agile Practices

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Scrum

XP

Being Agile Doing Agile


AgilePM

SAFe

Agile Mindset 4 Agile Values 12 Agile Principles Agile Practices

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Scrum PRINCE2 Agile (P2A)
Lean software development Dynamic Systems Development Method (DSDM)
Kanban (process + method) Agile Project Management (AgilePM)
Extreme Programming (XP) Agile Unified Process (AUP)
Continuous Integration (CI) Open Unified Process (OpenUP)
Continuous Delivery (CD) Large-scale Scrum (LeSS)
Continuous Deployment (CD) Scaled Agile Framework (SAFe)
Feature-driven development (FDD) Disciplined Agile Delivery (DAD)
Test Driven Development (TDD) Scrum at Scale (Scrum@Scale)
Behavior Driven development (BDD) Scrum-of-Scrums
Crystal Clear Scrum NEXUS Framework

Lightweight Approaches Fuller Approaches

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Management
Portfolio of Portfolios
(MoP)
Large-
Scale
Scrum

Scaled Agile Framework (SAFe)


(LeSS)
Huge Managing
Successful
Programme AgilePgM Programmes

XSCALE
(MSP)

Scrum@Scale

Scrum Nexus
AgilePM
Kanban

Project Disciplined Large- PRINCE2

AgileBA
Agile Scale PRINCE2
Delivery DSDM Scrum Agile
(DAD) (LeSS)
AgilePF

Crystal methodologies
Team
ScrumBan Scrum

Development / Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtreme Manufacturing
Non Agile
Delivery / (XM) / Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development
(FDD) / Behavior Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / (just for
Deployment comparison)
Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps
(mostly IT focused)

Yet remember - Focus on Goals and results, not blindly following Best Practices!

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We are uncovering better ways of developing software by
doing it and helping others do it
Through this work we have come to value

Agile Traditional
(empirical/adaptive process control model) (defined/deterministic process control model)

People and Interactions over Processes and Tools

Working Software over Comprehensive Documentation

Customer Collaboration over Contract Negotiation

Responding to Change over Following a Plan

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
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Empirical Predictive/Deterministic

Frequent inspection and Work and outcomes are


adaptation occurs as work understood before execution
proceeds Given a well-defined set of
Processes are accepted as inputs, the same outputs are
imperfectly defined generated every time
Outputs are often unpredictable Follow the pre-determined steps
and unrepeatable to get known results

Examples: Examples:
Sales, marketing, painting, Assembling, construction,
music, creative writing transporting, accounting

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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, Sequential /
including a high level vision and low level cascade / waterfall
functional requirements documents
Relevant stakeholders must generally
formally approve each of these documents
before work begins
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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)
Incremental, iterative
Sustaining the high rate of progress throughout
and adaptive
Targeting and motivating empowered
teams (not directing them)
Servant Leadership
Close and ongoing collaboration with business
No-blame culture (learning culture)
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Decision Demo

Plan Design Code Test Release Review

Value delivered
(big bang)

Working solution

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Business Engagement Ability to Change
(visibility)

time time

Business Value Risk


(of delivering wrong solution)

?
time time

Waterfall

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Plan Design Code Test Release Review
Value delivered
(big bang)

Decision Demo Decision Demo Decision Demo Decision Demo

Test Test Test Test


Review

Review

Review

Review
Plan

Plan

Plan

Plan
Analyse Analyse Analyse Analyse

Value Value Value Value


delivered delivered delivered delivered
Project adaptation for Project adaptation for Project adaptation for
changed/new business changed/new business changed/new business
requirements requirements requirements

AgilePM is not just smaller waterfall! Working solution

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Business Engagement Ability to Change
(visibility)

time time

Business Value Risk


(of delivering wrong solution)

time time

Waterfall Agile

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SENSE -> ANALYSE -> RESPOND SENSE -> CATEGORISE -> RESPOND
Sense - See whats coming in Sense - See whats coming in
Analyse - Investigate or analyse, using expert knowledge Categorise - Make it fit predetermined categories
Respond - Decide what to do Respond - Decide what to do

PROBE -> SENSE -> RESPOND ACT -> SENSE -> RESPOND
Probe - Experimental input Act - Attempt to stabilise
Sense - Failures or successes Sense - Failures or successes
Respond - Decide what to do i.e. amplify or dampen Respond - Decide what to do next

www.youtube.com/watch?v=N7oz366X0-8

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Simple (straightforward)
Everything is known
Far from
Complicated Agreement

More is known than unknown

REQUIREMENTS
Complex
More is unknown than known
Chaotic (unpredictable)
Very little is known Close to
Agreement
Close to
Certainty
TECHNOLOGY Far from
Certainty

Source: Strategic Management and Organizational Dynamics by Ralph


Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.

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Type Characteristics Leaders/Managers job
High Turbulence Immediate action to re-establish order
No clear cause-and-eect Prioritize and select actionable work
Chaotic Unknowables Look for what works rather than perfection
Many decisions and no time Act, sense, respond

Create bounded environments for action


More unpredictability than predictability Increase levels of interaction and communication
Complex Emergent answer Servant leadership
Agile thrives
Many competing ideas Generate ideas
here
Probe, sense, respond

Utilize experts to gain insights


More predictability than unpredictability
Use metrics to gain control
Complicated Fact-based management
Sense, analyze, respond
Experts work out wrinkle
Command and control

Repeating patterns and consistent events Use best practices


Clear cause-and-eect Extensive communication not necessary
Simple Well establish knowns Establish patterns and optimize to them
Fact based management Command and control

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PART 1 REDUCING WASTE AND PROJECT
FAILURE, AND STIMULATING ECONOMIC
GROWTH
12. Government will ensure that technology
requirements are considered earlier in the
policymaking process. This approach will be
supported by the application of lean and agile
methodologies that will reduce waste, be more
responsive to changing requirements and reduce
the risk of project failure.
13. Where possible, government will move away
from large ICT projects that are slow to
implement or pose a greater risk of failure.
Additionally, the application of agile ICT delivery
methods, combined with the newly established
Major Projects Authority, will improve
governments capability to deliver projects
successfully and realise benefits faster.
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/85968/uk-government-government-ict-strategy_0.pdf

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Quotes:
Most attempts to solve the problems with
government IT have treated the symptoms
rather than resolved the underlying system-
wide problems. This has simply led to doing
the wrong things better.
Most government IT therefore remains
trapped in an outdated model, which
attempts to lock project requirements up-
front and then proceeds at a glacial pace.
The result is repeated system-wide failure.
March 2011

http://www.instituteforgovernment.org.uk/publications/system-error

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US Department of Defense
(DoD) is going agile with the
help of Dr. Jeff Sutherland
Early and continual involvement of
the user,
Multiple, rapidly executed
increments or releases of capability,
Early, successive prototyping to
support an evolutionary approach,
A modular, open-systems approach.
15 December 2010

https://www.mitre.org/sites/default/files/pdf/11_0401.pdf

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Agile project delivery framework that
delivers the right solution at the right
time
Delivery is on time ensuring an early ROI
All people involved work collaboratively to
deliver the optimum solution
Work is prioritised according to business
needs and the ability of users/business to
accommodate changed in the agreed
timescale
Agile Project Framework forms the
base for AgilePM and enables easy
integration with AgilePgM
Hybrid method combining project
management with product delivery
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An Agile full Project Delivery Framework that delivers the
right solution at the right time
Any kind of project (not just IT)
Focused on business value
On time and in budget
Quality and control
Incremental
Iterative True Agile
Adaptive
Collaborative
Right solution at the right time
Established and proven integration
with PRINCE2
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AgilePM V2 is based on DSDM Agile
Project Framework (AgilePF)
DSDM - The oldest established Agile
approach (1994)
Both DSDM AgilePF and AgilePM are
owned by the DSDM Consortium (DSDM Consortium logo)

A not-for-profit organisation
www.dsdm.org
Certification of individuals from
AgilePM is maintained globally by
APMG International (AgilePM certification and qualification logo,
not AgilePM method logo)

www.apmg-international.com

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Next release of Agile Project
Management (AgilePM) aligned
with newest DSDM AgilePF
1 Philosophy
8 Principles
5 Instrumental Critical Success Factors
6 Project Lifecycle Phases
13 Roles
14 Management Products
7 Techniques

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02.1995 12.1995 09.1997 2002 2003 2006 2008 07.2010 06.2014 09.2014 10.2014 05.2015

V4 Published online

DSDM DSDM DSDM DSDM DSDM DSDM DSDM DSDM


V1 V2 V3 V4 V4.1 V4.2 Atern AgilePF

AgilePM AgilePM
derived derived
V1 V2

derived AgilePgM

derived AgileBA

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Self-Directed Teams (Agile) Tightly Managed Teams

Take initiative over Take directions


(exceed their comfort zone if needed) (follows plans without any creative input; do tasks)

Focus on team contributions


over Seek individual reward
(uses diversity of team member skills as opportunities)

Concentrate on solutions Focus on low-level objectives


over
(understands business impact of technical decisions) (their own objectives not project goals; lack of systems thinking)

Co-operate Compete
over
(with each others and with other teams by helping them) (for better (sometimes) local KPIs)

Continuously look for better ways of working Comply with processes


over
(during project lifecycle using retrospectives) (in extreme cases regardless of the outcome)

Take steps to prevent emergencies


over React to emergencies
(culture of collective ownership and engagement)

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What is the goal?
What is the project context?
Simple or complex environment?
Simple product development?
On-going backlog of features/improvements to be built
Required compliance with legal requirements
Minimal formality or within a structured
corporate culture?
Constant contact with client/business?
Starting from concept/idea or from establish
and defined list of requirements?

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Lightweight agile approaches adequate for
simpler environments and often are
dedicated for optimizing team performance
Complex environments need a fuller Agile
approach including programmes and
portfolio
Full project lifecycle
Project Manager role
Recognizing the constraints of corporate culture
Integrated project gateway systems with compliance and
audits checks
Geographically located and virtual teams
and many more
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1. Defining agile, DSDM and AgilePM
2. AgilePM philosophy and principles
3. AgilePM roles and responsibilities
4. Preparing for agile project management
5. AgilePM project lifecycle, phases and products
6. Delivering on time - prioritization and timeboxing
7. People, teams and interactions
8. Requirements and user stories
9. Estimating and measurement
10. Project planning
11. Never compromising quality
12. Risk management
13. Tailoring AgilePM

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This is achieved when all Best business value emerges
stakeholders: when projects are aligned to
Understand and buy into the clear business goals, deliver
business vision and objectives frequently and involve the
collaboration of motivated
Are empowered to make decisions
and empowered people
within their area of expertise
Collaborate
To deliver a fit for purpose business
solution
To deliver to agreed timescales in
accordance with business priorities
Accept that change is inevitable as
understanding of solution grows
over time
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Project doesnt
have to deliver
full scope in
order to be
successful

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What is Principle?
What does Principles do for you?
What does Principles do for your
organization?
Why Principles?

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Principles support the philosophy
Both DSDM AgilePF and AgilePM have 8 principles
Highlight attitude and mindset needed by team
Compromising any principle undermines philosophy
And introduces risk (threats)
Applying all principles ensures maximum benefit
Collectively principles enable organizations (not just
projects) to collaboratively deliver best value solutions

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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

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There is nothing so
useless as doing
efficiently that which
should not be done
at all.
Peter F. Drucker

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Decisions are always based around project goal
To deliver WHAT business NEEDS (not just wants) it to deliver,
WHEN it needs to be delivered
Requires team to
Seek and understand TRUE business priorities
Maintain continuous business sponsorship and commitment
Establish sound business case (and monitor it constantly)
Guarantee Minimum Useable SubseT - MUST
Principle supported by
Business roles
Business products agreed at Foundations phase
MoSCoW, Timeboxing
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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

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Requires team to
Timebox the work into manageable chunks of time
Have clear focus on business priorities and needs (not just
requirements)
Always hit deadlines
Build confidence through predictable delivery and maintain reputation
DO NOT EVER EXTEND TIMEBOX! Hurts Agile culture; Breaks
Instead deliver smaller scope habits; Lowers teams
reputation as a trusted
Principle supported by business partner

Project Manager and Team Leader roles


MoSCoW
Timeboxing

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Good design begins
with honesty, asks
tough questions, comes
from collaboration and
from trusting your
intuition.
Freeman Thomas

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Requires team to
Involve the right stakeholders at the right time, throughout project
Ensure team members are empowered to make decisions
on behalf of those they represent
Encourage pro-active involvement from the business
representatives
Build a one team culture (also between supplier and customer)
Work in a spirit of active cooperation and commitment
Principle supported by
Business roles
Facilitated Workshops
Workshop Facilitator role

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Quality is not an act,
it is a habit.
Aristotle

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Requires team to
Set level of quality at the outset
A solution has to be good enough
Right-engineering (no under-engineering or over-engineering)
Ensure quality does not become a variable
Design, document and test appropriately and continuously
Test early and continuously - fail fast, learn fast
Build in quality by constant review with the right people
Principle supported by
Testing products and early, integrated testing
Regular reviews throughout project lifecycle
MoSCoW, Timeboxing

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The increment must
be completed,
meaning the
increment must be a
complete piece of
usable software.
K. Schwaber,
J. Sutherland

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Requires teams to
Build complete, small chunks (increments) from firm foundations
Strive for early delivery of business benefit where possible
Incremental delivery (of value to production/live environment)
Continually confirm correct solution is being built
Incremental delivery encourages stakeholder confidence,
offering a source of feedback for use in subsequent Timeboxes
Formally re-assess priorities and ongoing project viability
Principle supported by
The AgilePM Lifecycle phases
Solid base of knowledge during Feasibility and Foundations
Incremental development through Evolutionary Development
Incremental deployment through Deploy

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

MVP
Fast Fast

Secure Secure
Not MVP
Usable Usable

Functional Functional

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People dont know
what they want until
you show it to them.
Steve Jobs

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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

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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

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Requires team to
Use rich visual communication like modelling, prototyping
e.g. (less formal) UI prototyping, mockups, mind maps, design thinking
e.g. (more formal) UML / SysML, BPMN, OBASHI, Archimate,
Present iterations of evolving solution early and often
Keep documentation lean and timely
Encourage informal, face-to-face communication at all levels
Principle supported by
Stand-up and Facilitated workshops
Clearly defined roles
Constant user involvement and empowerment
Models and prototypes

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The company owner
doesn't need to win.
The best idea does.
John C. Maxwell

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In many environments it is not enough simply to be in
control, it needs to be able to prove it
Requires team (especially PM and TL) to
Use appropriate level of formality for tracking and reporting
Make plans and progress visible to all
Measure progress through focus on delivery of products
Manage proactively
Evaluate continuing project viability based on
the business needs and objectives
Principle supported by
Timeboxing, Constant review
Management Foundations, Timebox Plans
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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
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