Agile PM Agile Project Management Handbook V2

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In today’s ever-changing world, organisations and businesses are keen to adopt a more flexible approach to delivering projects, and want to become more agile. However, for organisations delivering projects and programmes, and where existing formal project management processes already exist, the informality of many of the agile approaches is daunting and is sometimes perceived as too risky. These project-focused organisations need a mature agile approach – agility within the concept of project delivery – Agile Project Management. Contents Section One - Agile Project Foundations Chapter 1 Introduction 9 Chapter 2 Choosing DSDM as your Agile Approach 11 Chapter 3 Philosophy and Fundamentals 15 Chapter 4 Principles 19 Chapter 5 Preparing for Success 23 Chapter 6 The DSDM Process 27 Chapter 7 Roles and Responsibilities 31 Chapter 8 DSDM Products 37 Chapter 9 Planning and Control 41 Chapter 10 DSDM Practice - MoSCoW Prioritisation 49 Chapter 11 DSDM Practice - Timeboxing 53 Chapter 12 Other DSDM Practices 59 Section Two - The Agile PM Perspective: Digging Deeper Chapter 13 Practical Application of the DSDM Principles 67 Chapter 14 Roles and Responsibilities - The Agile PM’s View 75 Chapter 15 Project Management through the Lifecycle 91 Chapter 16 The Effective use of the DSDM Products 101 Chapter 17 Deliver on Time - Combining MoSCoW and Timeboxing 117 Chapter 18 People, Teams and Interactions 131 Chapter 19 Requirements and User Stories 143 Chapter 20 Estimating 151 Chapter 21 Project Planning through the Lifecycle 159 Chapter 22 Never Compromise Quality 165 Chapter 23 Risk Management 177 Chapter 24 Tailoring the DSDM Approach 185 Appendix A Glossary 197 Appendix B Project Approach Questionnaire (PAQ) 205 Appendix C Estimating using Planning Poker® and Velocity 207 Appendix D Index 213 Section Two – The Agile PM Perspective: Digging Deeper (required for Practitioner Agile Project Management certification)

Annexes : Elles comprennent un glossaire et un index complet, ainsi que le Questionnaire d’approche projet et des AgilePM® G 8.1 Introduction to DSDM Products The DSDM Agile Project Framework describes a set of products to be considered as the project proceeds. These products describe the solution itself (the main deliverable of the project) and anything created to help with the process of evolving it, and anything that is required to help with project governance and control. Not all products are required for every project and the formality associated with each product will vary from project to project and from organisation to organisation. The formality of the products is influenced by factors such as contractual relationships, corporate standards and governance needs. The products, and where they feature in the project lifecycle, are shown in the diagram above. Orange products are business focussed, green products all contribute to the solution being created by the project and blue products cover project management/control interests. Several of the products - those marked with - may also play a part in governance processes such as approval gateways, and may be used to demonstrate compliance of the solution with corporate and regulatory standards where this is required. 8.2 The DSDM Products 8.2.1 Terms of Reference The Terms of Reference is a high-level definition of the overarching business driver for, and top-level objectives of, the project. The primary aim of the Terms of Reference is to scope and justify the Feasibility phase. It is identified as a governance product because it may be used for purposes such as prioritisation of a project within a portfolio. Figure 8a: DSDM products Foundations Summary Project Review Report Benefits Assessment Pre-Project Feasibility Foundations Evolutionary Development Deployment Post-Project Timebox Plan Timebox Review Record Business Solution Management G G Terms of Reference Feasibility Assessment G G Business Case Prioritised Req’s List Solution Architecture Definition Delivery Plan Management Approach Definition Development Approach Definition Level of Detail (Outline) (Foundations) Models Prototypes Supporting Materials Testing & Assurance Solution Increment Deployed Solution Evolving Solution G G Le manuel de gestion de projet Agile (Agile Project Management) est subdivisé en deux sections principales. weil diese Bereiche einen direkten Einfluss auf die Fähigkeit des Managers agiler Projekte haben, agile Projekte erfolgreich Anhänge: Hier finden Sie ein Glossar und einen vollständigen Index sowie Einzelheiten zum Project Approach

The AgilePM manual

AgilePM® 3.3 Summary To enable the philosophy of driving out best business value through projects aligned to clear business goals, frequent delivery and collaboration of motivated and empowered people, DSDM offers eight principles, supported by definition of, and guidance on, people, products, process and practices. All of this guidance needs to be applied with common sense and pragmatism; adapting to the project’s environment and context, while preserving the ethos of DSDM presented here. der in Abschnitt Eins angerissenen Themen. Darüber hinaus werden hier einige zusätzliche Themen vorgestellt, die für Section One – Agile Project Foundations (required for Foundation Agile Project Management certification) intérêt particulier pour tout Chef de projet Agile, soit parce qu’il est responsable de ces aspects, soit parce que ces sujets Sekcja Pierwsza - Podstawy projektu Agile. Sekcja opisuje w sposób prosty lecz całościowy główne tematy łączące

Deuxième section : Perspective du Chef de projet Agile : une vision approfondie - Cette section aborde plus en détails Planning and Control 9.4.3 Responding to change In a dynamic business environment following an approach where the detail of understanding of the problem and the detail of what makes up the solution is expected to emerge over time, it is essential that change is not only accepted as inevitable but that it is welcomed as part of the process of getting the solution right. That said, it is equally important: to maintain a focus on the business need, to deliver on time, and to never compromise quality. This means that change should also be controlled. Change control in a DSDM project tends to be more formal at the project level than it is at the Solution Development Team level. At the project level, the Business Visionary is responsible for making sure that the solution meets the business vision and is expected to approve the high-level requirements, described in the Prioritised Requirements List, as a coherent set that reflects the needs and desires of the business. If, as development progresses, there is pressure to make changes to these high-level requirements, then that change should be formally approved by the Business Visionary as being necessary and in line with the business vision. (This is sometimes referred to as a change in breadth.) At the Solution Development Team level, most of the change will come as a result of a deepening understanding of a requirement or how that requirement will be fulfilled in the Evolving Solution. Change to depth and detail does not represent a formal change of scope and therefore it is primarily at the discretion of the Solution Development Team. The Business Ambassadors and Advisors are empowered to decide what is appropriate and acceptable, within the constraints of time, cost and quality being fixed and requirements being negotiable. 9.4.4 Management by exception Within the framework of empowerment promoted by DSDM, and using the planning and control concepts described above, day-to-day management of the work required to evolve the solution is left to the Solution Development Team. A degree of tolerance related to the MoSCoW-prioritised scope of what is expected to be achieved is built into the objectives for a Timebox. Typically, the Solution Development Team is empowered to descope any Could Have requirement without referring up to the project-level roles. Provided the team is confident that it can deliver a solution within this tolerance, it can make any decisions it needs to around the detail of what will be done and how. If, however, the team believes that the Solution Increment will not meet all the Must and Should Have requirements agreed or if meeting all the Must and Should Have requirements risks compromising quality, then this is considered to be an issue and should be escalated to the project-level roles for guidance. Empowerment allows for rapid decision-making at the detailed level and thus rapid progress within a Timebox. Management by exception bridges the boundaries of that empowerment and ensures that, as and when the need arises, project-level roles are involved in making decisions which have a wider impact. un certain nombre de thèmes présentés dans la première section. Elle traite également d’autres sujets présentant unAbschnitt Eins - Die Grundlagen agiler Projekte - Dieser Abschnitt vermittelt einfache, aber gleichzeitig abgerundete Foreword APMG is delighted to have collaborated with the Agile Business Consortium in developing this handbook and producing the supporting training courses and qualification. We are aware of the growing interest in the Agile movement and are particularly pleased to have developed specific guidance for those wishing to run projects in an Agile way. PRINCE2® is recognised globally as an effective way to manage projects but all project managers have to deal with both the known and the unknown. Unforeseen circumstances and organisational changes can have a dramatic impact on project outcomes. The key to successfully managing projects is to break them into stages, plan the current stage in detail and be flexible regarding the subsequent stages. Agile project management offers flexibility while still recognising the processes that give project managers the confidence to run their projects effectively. This publication brings Agile to the PRINCE2 community and shows how an Agile approach dovetails very well with the current PRINCE2 philosophy of adopting and tailoring PRINCE2 to meet an organisation’s own way of working. We look forward to hearing of more Agile projects run in a PRINCE2 environment as Practitioners bring together these concepts and deliver even greater value to their clients. Richard Pharro CEO The APM Group The Structure of this Handbook The Agile Project Management Handbook is divided into two main sections. Section One - The Agile Project Foundations - This section provides a simple, but rounded understanding of the core topics associated with Agile Project Management. It forms the basis for the first part of the Agile Project Management accredited training course, and is the source for the Agile Project Management Foundation examination. Section Two - The Agile Project Manager Perspective - Digging Deeper - This section provides more depth to a number of the topics introduced in Section One. It also introduces some additional topics of particular interest to the Agile Project Manager, either because the Agile Project Manager is responsible for these areas, or because these areas have a direct impact on the Agile Project Manager’s ability to deliver successful Agile projects. Appendices: A Glossary and a full Index are provided, as well as the detail of the Project Approach Questionnaire and guidance on Estimating using Planning Poker and Velocity.