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  • Agile Project Management™

    Outperform within the changing world through tailored implementation of Portfolio, Programme & Project Management

    Agile Project Management is a trade mark of The APM Group Limited

  • Workshop Terms of Reference

    • Driver of this workshop: • spread the word – “Agile is here to stay and

    solves our project management issues…”

    • Objective: • through an agile approach,

    treat a number of project management issues you are facing by explaining how the AgilePM philosophy, principles, roles, processes, products and techniques can be applied.

    • Constraint: • workshop duration…

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  • About Steven Deneir 18+ years of experience in different project types and in different project roles

    - For private-held & government companies

    - Large & small projects

    - International & local projects

    - Team Manager, Project & Quality Assurance Officer, Project and Programme Manager,

    Coach roles

    Specialized in Agile PM® and PRINCE2® - Registered Practitioner and Trainer

    - foundation and practitioner certification

    - hands-on training towards coaching for Project Managers

    - tailoring and embedding in the organization using agile techniques

    Delivering quality; defined as “meet expectations or satisfy stated needs, requirements or specifications.

    Multiple PMO implementation programmes - P3O Registered Practitioner and Trainer; Portfolio

    Management Registered Practitioner

    - implement an agile and pragmatic PMO that supports the organization in achieving strategic value

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  • Workshop Delivery Plan

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    Topic Timebox Estimate

    Workshop Introduction, Objectives, Plan 10’ (almost finished…)

    The Prioritised Requirements List 10’

    Address the Prioritised Requirements List

    60’

    Closing 10’

    Total 1hr30

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  • Building the Prioritized Requirements List

    What issues, difficulties, problems, … (however you call them…) are you facing

    in your (agile) projects?

    Or What are your expectations towards an agile project? What

    should it solve?

    Shoot! We only have 10 minutes to come up with points we’ll discuss

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    10987654321STOP

  • PRL

    Question to be answered

    Indication of number of persons who wants this covered

    MoSCoW (based on available time and 60-20-20 rule)

    Estimated Timing Track Progress

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  • AgilePM Overview

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  • The philosophy

    “Any project must be aligned to clearly defined strategic goals and focus upon early delivery of real

    benefits to the business”

    • The final solution might not be 100% the initially expected solution…

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  • The Principles

    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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  • The Lifecycle process

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  • Roles and responsibilities

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    Business aspects

    Project process aspects

    Technical aspects

    Project Level

    Team Level

    Other

  • Products across the Lifecycle

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    Terms of Reference

    Outline Plan

    Feasability Assessment

    Business Foundations

    Prioritised Requirements List

    Benefits Assessment

    Solution Assurance Pack

    Evolving Solution Deployed Solution

    Delivery Control Pack

    Delivery Plan

    Deployment Plan

    Management Foundations

    Timebox Plan

    Timebox Review Record

    Project Review Report

    Pre-Project Feasibility Foundations Exploration & Engineering Deployment Post-Project

    Business-owned Product

    Management owned Product

    Solution owned Product

    Solution Foundations

  • Key Techniques

    1. Facilitated Workshops

    2. MoSCoW Prioritisation

    3. Iterative Development

    4. Modelling

    5. Timeboxing

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  • 1. Facilitated Workshops

    • One of Atern’s 5 key techniques

    “A structured approach to ensure that a group of people can reach a predetermined objective in a compressed timeframe, supported by an impartial facilitator.”

    • Enables principles • Rich Communication, Collaborative working, Clear & continuous

    communication

    • High quality team decisions in short timescales

    • High level of buy-in and ownership, achieving consensus

    • Used throughout lifecycle

    • Need to be planned in (and budgeted for)

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  • 2. MoSCoW Prioritization

    • Understand what is driving the project • If you hit a problem, where do you negotiate?

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  • 2. MoSCoW Prioritization

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    M

    o

    S

    C

    o

    W

    Must Have

    ≤ 60% effort

    Guaranteed Minimum Useable Subse T

    Requirements cannot be descoped without causing the project to fail

    Should Have

    +/- 20% effort

    Expected Work arounds difficult / costly

    Requirements can be de-scoped as a last resort to keep the project on track

    Could Have

    +/- 20% effort

    Possibly Work arounds easy / cheap

    Requirements can be de-scoped without causing significant problems

    Won’t have this time Maybe next time

    Out of scope for this timeframe

  • 3. Iterations

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    2. Agree informal plan for how this

    will be achieved in this iteration

    1. Identify what has to be done in

    this iteration

    3. Evolve solution as appropriate with

    detailed input from Business Ambassador

    4. Review the solution with Business Ambassador (and others?)

  • 4. Modelling

    • One of Atern’s 5 key techniques

    • Solution Development Team use models improve communication

    • Who, What, When, How, Where, Why

    • May be used throughout lifecycle

    • Use and formality depends on nature of project and team skills

    • Enables principles • Deliver on time

    • Communicate continuously and clearly

    • Collaborate

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  • 5. Timeboxing

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    2-4 (exceptionally 6) weeks

    10-20% 60-80% 10-20%

    Agree Timebox Scope and

    MoSCoW priorities

    Finish off, ensuring

    overall output of Timebox is fit for purpose

    Work on the Solution in line with agreed MoSCoW

    priorities

    Investigate detail of work

    to be done

    Sign-off what has been delivered. Assess impact

    of what has not been “done”

  • 5. Timeboxing Provides Control

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  • Agile Project Management Overview

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  • Factors Instrumental to Success

    1. Acceptance of the philosophy

    2. Appropriate empowerment of Solution Development Team

    3. Commitment of senior business management to provide necessary Business Ambassador (and Business Advisor) involvement

    4. Incremental delivery

    5. Access by Solution Development Team to Business Roles

    6. Solution Development Team Stability, 7. Skills and 8. Size

    9. Supportive commercial relationship