AgilePM® V2 - Agile Project Management V2 - Foundation

TheAPMG-InternationalAgileProjectManagementandSwirlDevicelogoisatrademarkofTheAPMGroupLimited.
DSDM,Atern,AgilePM,AgilePgM,AgilePFareRegisteredTradeMarksofDynamicSystemsDevelopmentMethodLimited.

Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/13 | 2/257

 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

 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 management and agile
 Your experience with DSDM/AgilePM/
Scrum
 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 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

AgilePM syllabus section code and title
LP Lifecycle and Products
PR People and Roles
TE Techniques
CO Control
Syllabus Handbook Page
Module slide number / total module slides
Slide number /
total slides
Module number
and name
AgilePM V2
handbook page
AgilePM syllabus
section code
AgilePMhandbookcover,copyright©DSDMConsortium

quizlet.com/42743032/

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

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

Audit tool tailored to
DSDM/AgilePM V2
Projects
Helps in determining health of
agile projects in accordance to
agile and DSDM philosophy and
AgilePM project requirements
and share
150
audit questions!

twitter.com/mirodabrowski
linkedin.com/in/miroslawdabrowski
google.com/+miroslawdabrowski
miroslaw_dabrowski
www.miroslawdabrowski.com
Mirosław Dąbrowski
Agile 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, independent
trainer 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, 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
M01 - Defining agile, DSDM and AgilePM 2/39 | 15/257

 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

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

PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
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
Scrum NEXUS Framework
…
Scrum
Lean software development
Kanban (process + method)
Extreme Programming (XP)
Continuous Integration (CI)
Continuous Delivery (CD)
Continuous Deployment (CD)
Feature-driven development (FDD)
Test Driven Development (TDD)
Behavior Driven development (BDD)
Crystal Clear
…
Fuller ApproachesLightweight Approaches

Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for
comparison)
AgilePgM
Disciplined
Agile
Delivery
(DAD)
ScaledAgileFramework(SAFe)
Management
of Portfolios
(MoP)
Managing
Successful
Programmes
(MSP)
Large-
Scale
Scrum
(LeSS)
Large-
Scale
Scrum
(LeSS)
Huge
Scrum@Scale
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
AgileBA
PRINCE2
ScrumNexus
Kanban
ScrumBan
XSCALE
Crystalmethodologies
PRINCE2
Agile
Yet remember - Focus on Goals and results, not blindly following Best Practices!

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
“We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
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
13M01 - Defining agile, DSDM and AgilePM 12/39 | 25/257

Examples:
Assembling, construction,
transporting, accounting
Examples:
Sales, marketing, painting,
music, creative writing
Empirical Predictive/Deterministic
 Frequent inspection and
adaptation occurs as work
proceeds
 Processes are accepted as
imperfectly defined
 Outputs are often unpredictable
and unrepeatable
 Work and outcomes are
understood before execution
 Given a well-defined set of
inputs, the same outputs are
generated every time
 Follow the pre-determined steps
to get known results

 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
 Close and ongoing collaboration with business
 No-blame culture (learning culture)
Incremental, iterative
and adaptive

Plan Design Code Test Release Review
Decision Demo
Value delivered
(big bang)
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
Value delivered
(big bang)
Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value
delivered
Value
delivered
Value
delivered
Value
delivered
Decision Demo Decision Demo Decision Demo Decision Demo
AgilePM is not just smaller waterfall! Working solution

Waterfall Agile
Business Engagement
(visibility)
Ability to Change
Business Value Risk
(of delivering wrong solution)
time
time time
time

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

 Simple (straightforward)
 Everything is known
 Complicated
 More is known than unknown
 Complex
 More is unknown than known
 Chaotic (unpredictable)
 Very little is known
TECHNOLOGY
REQUIREMENTS
Far from
Agreement
Close to
Agreement
Close to
Certainty
Far from
Certainty
Source: Strategic Management and Organizational Dynamics by Ralph
Stacey in Agile Software Development with Scrum by Ken Schwaber and
Mike Beedle.

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 thrives
here

 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
government’s 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

 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

 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

 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

 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
 Adaptive
 Collaborative
 Right solution at the right time
 Established and proven integration
with PRINCE2
10
“True Agile”

 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
 A not-for-profit organisation
 www.dsdm.org
 Certification of individuals from
AgilePM is maintained globally by
APMG International
 www.apmg-international.com
10
(DSDM Consortium logo)
(AgilePM certification and qualification logo,
not AgilePM method logo)

 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
 …

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

Self-Directed Teams (Agile) Tightly Managed Teams
Take initiative
(exceed their comfort zone if needed)
over Take directions
(follows plans without any creative input; do tasks)
Focus on team contributions
(uses diversity of team member skills as opportunities)
over Seek individual reward
Concentrate on solutions
(understands business impact of technical decisions)
over Focus on low-level objectives
(their own objectives not project goals; lack of systems thinking)
Co-operate
(with each others and with other teams by helping them)
over Compete
(for better (sometimes) local KPIs)
Continuously look for better ways of working
(during project lifecycle using retrospectives)
over Comply with processes
(in extreme cases regardless of the outcome)
Take steps to prevent emergencies
(culture of collective ownership and engagement)
over React to emergencies

 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?

 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 …

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
M02 - AgilePM philosophy and principles 2/31 | 54/257

16M02 - AgilePM philosophy and principles 4/31 | 56/257

 This is achieved when all
stakeholders:
 Understand and buy into the
business vision and objectives
 Are empowered to make decisions
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
16
“Best business value emerges
when projects are aligned to
clear business goals, deliver
frequently and involve the
collaboration of motivated
and empowered people”

17
Project doesn’t
have to deliver
full scope in
order to be
successful

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

 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

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
20, 68M02 - AgilePM philosophy and principles 10/31 | 62/257

“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
 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

“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

 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!
 Instead deliver smaller scope
 Project Manager and Team Leader roles
 MoSCoW
 Timeboxing
21, 69
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

 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
 Business roles
 Facilitated Workshops
 Workshop Facilitator role

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

 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
 Testing products and early, integrated testing
 Regular reviews throughout project lifecycle
 MoSCoW, Timeboxing

“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
 The AgilePM 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 increment/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
 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
 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

 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
 Stand-up and Facilitated workshops
 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 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
 Timeboxing, Constant review
 Management Foundations, Timebox Plans

 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

I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
LinkedIn are also
highly appreciated! 
(your feedback = more free stuff)
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