AgilePgM® - Agile Programme Management - Foundation

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Start and finish Course style

LunchCoffee and breaks

M00 - Course introduction 2/11 | 2/182

The underpinning philosophy and principles of AgilePgM

The lifecycle of an AgilePgM programme The products produced by AgilePgM programme AgilePgM roles and responsibilities AgilePgM governance AgilePgM quality management Stakeholder engagement, communication

and managementMain goal Attempt Foundation exam with confidence Communicate freely within AgilePgM programme,

understanding its principles and philosophySecondary goal Benefits and value of Agile programmes and AgilePgM


Let’s 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/programme management

Your familiarity with the agile project/programme management

Your experience with DSDM/AgilePM/Scrum or MSP/PMI-PgMP

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 50 questions, pass mark is 25 (50%) 40 minutes exam No negative points, no “Tricky Questions”

No pre-requisite for Foundation exam Sample, one (official) mock exam is

provided to you

Candidates completing an examination in a language that is not their mother tongue, will receive additional time


AgilePgM syllabus section code and title

OV Overview

LC Lifecycle

RS Roles, responsibilities and stakeholder engagement

GO Governance

PL Planning

MC Management and Control

QM Quality management

PR Products

Handbook PageSyllabus Handbook Page

Module slide number / total module slides

Slide number / total slides

Module number and name

AgilePgMhandbook page

AgilePgM syllabus section code

Agile

PgM

han

dboo

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ver,

copy

right

© D

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See Appendix #2 for more mind maps from DSDM Consortium products


quizlet.com/54201476/


Freeware, scalableAgilePgM PDF reference card

Programme Phases vs Productsvs Roles vs Responsibilities in one

big reference card

Free to download, useand share


AgilePgM Programme / Tranche Approach

Questionnaire (PTAQ)

Helps in identifying and minimizing risk related to Agile

programmes

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 programme management and AgilePgM2. AgilePgM philosophy and principles3. AgilePgM roles and responsibilities4. AgilePgM programme lifecycle5. AgilePgM products6. AgilePgM governance7. Agile programme planning8. Management and control9. Quality management

M01 - Defining programme management and AgilePgM 2/30 | 13/182

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 programme management and AgilePgM 3/30 | 14/182

“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(empirical/adaptive process control model)

Traditional (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


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.

OV0203M01 - Defining programme management and AgilePgM 5/30 | 16/182

SENSE -> CATEGORISE -> RESPOND• Sense - See what’s coming in• Categorise - Make it fit predetermined categories• Respond - Decide what to do

SENSE -> ANALYSE -> RESPOND• Sense - See what’s coming in• Analyse - Investigate or analyse, using expert knowledge• Respond - Decide what to do

PROBE -> SENSE -> RESPOND• Probe - Experimental input• Sense - Failures or successes• Respond - Decide what to do i.e. amplify or dampen

ACT -> SENSE -> RESPOND• Act - Attempt to stabilise• Sense - Failures or successes• Respond - Decide what to do next

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


Type Characteristics Leader’s/Manager’s job

Chaotic

High Turbulence No clear cause-and-effect Unknowables Many decisions and no time

Immediate action to re-establish order Prioritize and select actionable work Look for what works rather than perfection Act, sense, respond

Complex More unpredictability than predictability Emergent answer Many competing ideas

Create bounded environments for action Increase levels of interaction and communication Servant leadership Generate ideas Probe, sense, respond

Complicated More predictability than unpredictability Fact-based management Experts work out wrinkle

Utilize experts to gain insights Use metrics to gain control Sense, analyze, respond Command and control

Simple

Repeating patterns and consistent events Clear cause-and-effect Well establish knowns Fact based management

Use best practices Extensive communication not necessary Establish patterns and optimize to them Command and control

Agile thriveshere


PRINCE2 Agile (P2A)Dynamic Systems Development Method (DSDM)Agile Programme Management (AgilePgM)Agile Project Management (AgilePM)Agile Unified Process (AUP)Open Unified Process (OpenUP)Large-scale Scrum (LeSS)Scaled Agile Framework (SAFe)Disciplined Agile Delivery (DAD)Scrum at Scale (Scrum@Scale)Scrum-of-Scrums…

ScrumLean software developmentKanban (process + method)Extreme Programming (XP)Continuous Integration (CI)

Continuous Delivery (CD)Feature-driven development (FDD)

Test Driven Development (TDD)Crystal Clear

…

Fuller Approaches(scalable to more than one team)

Lightweight Approaches(mostly one team)


Portfolio

Programme

Project

Team

Development / Delivery / Deployment(mostly IT focused)

AgilePM

Scrum

Non Agile (just for

comparison)

AgilePgMD

isci

plin

ed A

gile

D

eliv

ery

(DAD

)

Scal

ed A

gile

Fra

mew

ork

(SAF

e)

Management of Portfolios

(MoP)

Managing Successful

Programmes(MSP)

Large-Scale

Scrum(LeSS)

Large-Scale

Scrum(LeSS)Huge

Scru

m@

Scal

e

Lean Software Development / Lean Manufacturing / eXtreme Programming (XP) / eXtreme Manufacturing (XM) / Mob Programming / Refactoring / Test Driven Development (TDD) / Feature Driven Development (FDD) / Behavior

Driven Development (BDD) / Continuous Testing (CT) / Continuous Integration (CI) / Continuous Delivery (CD) / Continuous Deployment (CD) / DevOps / Rugged DevOps…

DSDM AgilePF

Agile

BA

PRINCE2

Scru

m N

exus

Kanb

an

ScrumBanXS

CALE

Prog

ram

mer

An

arch

y

PRIN

CE2

Agile

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


Plan Design Code Test Release Review

Value to business after deployment

Decision Demo

Working solution


Ability to Change

Business Value

Waterfall

time

time time

time

OV0203

Business Engagement(visibility)

Risk(of delivering wrong solution)


Plan Design Code Test Release Review

Project adaptation for changed/new business

requirements


requirements


requirements

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

Agile is not just smaller waterfall! Working solution


Waterfall Agile

Ability to Change

Business Valuetime

time time

time

OV0203

Risk(of delivering wrong solution)

Business Engagement(visibility)


AgilePgM is heavily influenced by DSDM Agile Project Framework

DSDM - The oldest established Agile approach (1994) Established and proven integration between DSDM and PRINCE2

AgilePgM, DSDM AgilePF and AgilePM are owned by the DSDM Consortium A not-for-profit collegiate organization www.dsdm.org


Agile Programme Management is strongly based on thinking introduced in DSDM

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

AgilePF does not compromise on quality i.e. the solution is not over or under engineered

Hybrid method combining project management with product delivery


An Agile 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 PRINCE2

“True Agile”


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

DSDM V1

DSDM V2

DSDM V3

DSDM V4

DSDM V4.1

DSDM V4.2

DSDM Atern

DSDM AgilePF

AgilePM V1

AgilePM V2

AgilePgM

AgileBA

V4 Published online

derived

derived

derived

derived


AgilePgM emphasis on the Agile concepts of empowerment, active stakeholder involvement and iterative development and incremental delivery of benefits

Iterative development and incremental delivery Recognises that the programme will evolve over

time and cannot be fully defined up front Embraces an iterative approach where best

solutions will emerge based on frequent review and feedback

Promotes culture of empowerment where teams at all levels are free, indeed expected to make decisions within the scope of what they have been asked to deliver

OV0203M01 - Defining programme management and AgilePgM 22/30 | 33/182

Agile organization

Strategic Portfolio Management

Agile Active Portfolio ManagementAgile Planned Portfolio

Management

AgileProgrammeManagement

AgileProjectManagement

AgileProjectManagement

AgileProjectFramework


ProjectProject

ProjectProjectProject

Portfolio of Initiatives

Programme Project ProjectProgrammeProgrammeProgrammeProgramme

Project






ProjectProject

ProjectProjectProjectProgramme

Programme

Programme

ProjectProject

ProjectProject

ProjectProject

ProjectProject

ProjectProject


capability

project

project

project

capability

Corporateobjective

Project life cycle

Programme

Prog

ram

me

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

outcomes

Capa

bilit

y En

able

men

tProjects (run iterativelly)

(deliver outputs incrementally)Business as Usual

(exploits capabilities into live/production environment)


capability

project

project

project

capability

Corporateobjective

Project life cycle

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

outcomes

Capa

bilit

y En

able

men

t

capability

project

project

project

capability

Corporateobjective

Project life cycle

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

outcomes

Capa

bilit

y En

able

men

t

capability

project

project

project

capability

Corporateobjective

Project life cycle

output

output

output

project

project

output

output

capabilitybenefits

dis-benefits

outcomes

Capa

bilit

y En

able

men

t

Tranche #1

Tranche #2

Tranche #3

Programme


OV0102

Portfolio The set of initiatives that an organisation is either carrying out or may carry out in the future

ProgrammeA temporary, flexible structure created to deliver outcomes and benefits related to the organisation’s strategic objectives by driving, monitoring and coordinating a set of related projects and activities

Project A temporary structure created to deliver one or more outputs that contribute to one or more capabilities

CapabilityAn ability or capability for an organisation to deliver benefit, either to its customers or shareholders. A capability will normally consist of 4 major components: business processes, people, physical assets and information (a.k.a. POTI model)

Capability Enablement The act of making a capability available for regular operation use by an organisation so that capability is, in fact, “Live”

BenefitThe measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders which contributes towards one or more organisational objective(s)

Tranche A set of projects and related activities that are required to deliver or more of the capabilities defined within a programme


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AgilePgM® - Agile Programme Management - Foundation

Education

Transcript of AgilePgM® - Agile Programme Management - Foundation