Agile Project Management
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Agile Project Management (AgilePM) course presentation.
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Agile Project Management
- 2. What is Agile • A method to determine requirements for software and for delivering projects. • Highly flexible and interactive manner. • Requires empowered individuals from the relevant business, with supplier and customer feedback. • Can be used in small-scale projects or on a wider programme framework. • The delivery time in agile is in weeks rather than months. • Follows the agile manifesto – in terms of collaboration and documentation. • Several software methods derive from Agile, including Scrum and extreme programming.
- 3. BAU processes ITIL® PPM Enablers Processes PPM Methods MoP® PPM Evaluators Portfolio P3O® Programmes Roles MoV® MSP® Templates M_O_R® P3M3® Projects PRINCE2 PMP PRINCE2® Agile PM Project AGILE® Management ® PMP Context EVM™
- 4. Target Audience The PPM community, for whom the guide is aimed at: those involved in directing, managing, supporting and delivering portfolios, programmes and projects. Those qualified in MSP®/PRINCE2®/APMP®/ITIL/PMP® Senior Management, Programme Managers, Project Managers, Change Managers and Project and Programme Office staff. Risk managers, to enable them to identify and maximise opportunities more effectively. @Crown Copyright. Reproduced under licence from Axelos
- 5. Benefits to an organisation • Will give delegates a practical understanding of Agile Project Management based on internationally recognised framework of DSDM Atern. • Delegates to become immediately productive as a Project Manager in an Agile project environment. • Delegates to highlight the difference between simple lightweight Agile approaches which typically operate at the solution delivery (or ‘work package’) level. • Configure the Agile project lifecycle and understanding the management, business and technical work products and deliverables. • Understand the roles and responsibilities and the project team structure. @Crown Copyright. Reproduced under licence from Axelos
- 6. Levels of Examination There are currently 2 qualification levels available for Agile - ‘Foundation and Practitioner’. Agile Foundation exam • 1 hour multiple choice • 60 questions, 50 % required to pass • Closed book Agile Practitioner exam • 2 hour objective testing • 4 questions with 15 marks each, 50% to pass • Manual allowed
- 7. Course Contents This five day course is designed to maximize examination success, whilst developing participants understanding of the method. There is an opportunity to apply the agile approach in the exercises provided. It considers the following topic areas: • • • • • • • • • • • • • • • • • Introduction to Agile Project Management Philosophy and Principles of Agile Project Management Preparation The Life-Cycle Roles & Responsibilities Products used in the Life-Cycle Facilitated workshops and MoSCoW Iterative development and Modelling Time-boxing and Evolution Requirements Estimating and Measurement Delivering Quality Planning and Control Project Management Risk Management Testing Configuration Management @Crown Copyright. Reproduced under licence from Axelos
- 8. Basics – What is negotiable? @Crown Copyright. Reproduced under licence from Axelos
- 9. Agile Elements • Projects 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 Collaboration to deliver the right solution On time delivery, according to business priorities Stakeholders willing to deliver a fit-for-purpose solution Acceptance that change is inevitable @Crown Copyright. Reproduced under licence from Axelos
- 10. Agile Products Pre-Project Feasibility Foundations Terms of Reference Feasibility Assessment Business Foundations Outline Plan Exploration & Engineering Deployment Benefits Assessment Prioritised Requirements List Delivery Control Pack Delivery Plan Deployment Plan Management Foundations Timebox Plan Timebox Review Record Solution Foundations @Crown Copyright. Reproduced under licence from Axelos Project Review Board Solution Assurance Pack Evolving Solution Post - Project Deployed Solution
- 11. Market • • • • Launched July 2010 First course Sept 2010 Exams to date approx. 500 Market interest – Expected to build on PRINCE2 and other Project Management qualifications.
Hinweis der Redaktion
- Understanding the Cloud:So let’s take a look at the big picture; at a high level what we see is a cloud of PPMmethodologies. What emerges is a PPM landscape comprising of enablers, core methods and evaluators, whose implementation is assisted by processes roles and templates. If we distribute the most popular emergent methods within the Best Practise environment we can draw the following map within this cloud of competing and complementary Best Practise approaches. A Best Practice approach:This integrated Best Practice model shows the core alignment between Portfolio, Programme and Projects which are enabled by some methods and evaluated by others. It is worth noting that the 10 methodologies shown within the model could be replaced by other similar methods E.g. P3M3 could be replaced by OPM3 or CMMI.
- TRAINERS NOTESThis diagram shows the basic difference between a traditional approach. On a traditional project, 100% features are promised at the start (as is full quality). When problems occur, typically the deadline slips (time varies and usually this also increases costs), or more people are put on the project (which varies costs and often still results in time slippage as newcomers are brought up to speed). Quality is also viewed as “at risk” simply because testing comes at the end of the lifecycle, as does documentation, so is often skimped. It is common (bad) practice for customers to try and fix Features, Cost and Time (I want it all by this date with this team). This is impossible, and it is important to agree up-front what can be negotiated if problems occur.Atern takes the opposite approach. Early in the project (typically at the end of Foundations), a deadline (timescale) is agreed, costs (team size) are agreed and the quality standard to be achieved is formally agreed. The requirements are prioritised and the minimum usable subset confirmed. If problems occur, then the least important feature will be dropped. Delivery on time of a less than 100% solution is viewed as more important than late delivery of everything. But it is important to stress than typically it is the least important (and least valuable features that are negotiable)
- TRAINERS NOTESObjective – to understand the underlying philosophy of DSDM AternFor each statement ask delegates why they think it drives the way of working, what it means in reality and how this matches current attitudesRespond to delegates comments and create in-depth interactive discussion to lay solid foundations for the rest of the course.