Agile PM Agile Project Management Handbook V2

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The DSDM Team Model Explained 7.2.1 Role colour scheme - to represent areas of interest The colour scheme in the picture of the DSDM Team Model is as follows: • Orange - Business interests, roles representing the business view • Green - Solution/technical interests, roles representing the solution/technical view • Blue - Management interests, roles representing the management/leadership view • Grey - Process interests, roles representing the process view • Mix of two colours - A role that covers two separate areas of interest 7.2.2 Role Categories 7.2.2.1 Project-level roles The project-level roles are Business Sponsor, Business Visionary, Technical Coordinator, Project Manager and Business Analyst. They are the directors, managers and coordinators of the work for the project, where necessary. They may be part of a project board or steering committee for the project and, collectively, have authority to direct the project. They are responsible for the governance of the project, liaising with governance authorities outside the project where necessary. All roles at the project level need to adopt the facilitative, empowering leadership style that allows Agile teams to learn as they go, getting to an end point by their own means, within an agreed framework of empowerment. 7.2.2.2 Solution Development Team roles The Solution Development Team roles are Business Ambassador, Solution Developer, Solution Tester, Business Analyst and Team Leader. These roles form the “engine room” of the project. They shape and build the solution and are collectively responsible for its day-to-day development and for assuring its fitness for business purpose. There may be one or more Solution Development Teams within a project. Each team will include all Solution Development Team roles and cover all their responsibilities. 7.2.2.3 Supporting roles The supporting roles (Business Advisors, Technical Advisors, Workshop Facilitator and DSDM Coach) provide assistance and guidance to the project on an ad hoc basis throughout the lifecycle. The Advisor roles may be filled by one or more subject matter experts, as necessary. 7.2.3 Fulfilling the roles One DSDM role does not necessarily mean one person. One person may take on one or more roles. One role may be shared by two or more people. Where a role is shared it is vital that the individuals communicate and collaborate closely. 7.3 The Roles 7.3.1 Business Sponsor This role is the most senior project-level business role. The Business Sponsor is the project champion who is committed to the project, to the proposed solution and the approach to delivering it. The Business Sponsor is specifically responsible for the Business Case and project budget throughout (however formally or informally this may be expressed). The Business Sponsor must hold a sufficiently high position in the organisation to be able to resolve business issues and make financial decisions. 7.3.2 Business Visionary This is a senior project-level business role that should be held by a single individual, since a project needs a single clear vision to avoid confusion and misdirection. More actively involved than the Business Sponsor, the Business Visionary is responsible for interpreting the needs of the Business Sponsor, communicating these to the team and, where appropriate, ensuring they are properly represented in the Business Case. The Business Visionary remains involved throughout the project, providing the team with strategic direction and ensuring that the solution delivered will enable the benefits described in the Business Case to be achieved. Roles and Responsibilities Since its launch, the Agile Project Management (AgilePM®) has proved very popular, and has enabled the adoption of Agile Project Management practice worldwide. 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. Dodatki - Do Poradnika dołączone są Glosariusz i kompletny Indeks, a także szczegóły Kwestionariusza Podejścia do

Teil der zugelassenen Schulung zum Agile Project Management und dient als Quelle für die Agile Project ManagementSection One – Agile Project Foundations (required for Foundation Agile Project Management certification) 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. two people. Where more people are needed they should be split into multiple Solution Development Teams. 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 un 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 AgilePM® 9.5 Planning throughout the Lifecycle The following diagram describes at a very high level the focus of planning activity in each phase of the project. 9.6 Planning and Quality To ensure successful delivery, quality is considered throughout the DSDM process. Figure 9c: Quality control and assurance in the DSDM process • Strategy for iterative development with integrated testing • Strategy for deployment • Committed timescale and costs Feasibility Foundations Deployment Pre-Project Post-Project Assemble Review Evolutionary Deploy Development • Planning development timeboxes (Iterative development /integrated testing) • Refinement of delivery plan • Planning for deployment and benefits realisation • Positioning the project within a portfolio • Initial project shaping and tentative schedule Figure 9b: Iterative development of plansKenntnisse über die Kernthemen in Verbindung mit dem Agile Project Management. Er legt den Grundstein für den ersten

ITIL ®, PRINCE2 ®, PRINCE2 Agile ®, MSP ®, M_o_R ®, P3O ®, MoP ® and MoV ® are registered trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. 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. weil diese Bereiche einen direkten Einfluss auf die Fähigkeit des Managers agiler Projekte haben, agile Projekte erfolgreichprzedstawionych w Sekcji Pierwszej. Wprowadza także pewne dodatkowe tematy, którymi Kierownik Projektu Agile This handbook is based on The Agile Project Framework and is intended to support the accredited Agile Project Management (AgilePM®) Practitioner training course, as well as providing the definitive source for the AgilePM® Foundation and Practitioner exams. Our aim is to encourage professional development in the field of Agile Project Management.

obszary te mają bezpośredni wpływ na zdolność Kierownika Projektu Agile do udanego dostarczania projektów zwinnych. den Manager agiler Projekte von besonderem Interesse sind, da dieser entweder für diese Bereiche zuständig ist oder AgilePM® 3.1 Introduction The DSDM philosophy is that “best business value emerges when projects are aligned to clear business goals, deliver frequently and involve the collaboration of motivated and empowered people.” 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 • Collaborate to deliver to agreed timescales in accordance with business priorities • Accept that change is inevitable as the understanding of the solution grows over time (Stakeholders encompass everybody inside or outside the project who is involved in or affected by it.) The DSDM Philosophy is supported by a set of eight Principles that build the mindset and behaviours necessary to bring the philosophy alive. The principles are themselves supported by People (with defined roles and responsibilities), an Agile Process (enabling an iterative and incremental lifecycle to shape development and delivery), clearly defined Products and recommended Practices to help achieve the optimum results. DSDM’s approach and style has always been founded on an underlying ethos of common sense and pragmatism. It may be useful to clarify the meaning of these words: Common sense - “sound practical judgment independent of specialised knowledge or training; normal native intelligence.” Pragmatism - “action or policy dictated by consideration of the immediate practical consequences rather than by theory or dogma.” This is the style of thinking that underpins “the way DSDM works”. It is this flexibility of thinking that enables DSDM to avoid the dogma that is sometimes encountered in the world of Agile. The ethos of common sense and pragmatism ensures that “individuals and interactions” continue to take precedence over “processes and tools”. Philosophy Principles Process People Products Practices Common sense and pragmatism Figure 3a: The composition of DSDMSekcja Pierwsza - Podstawy projektu Agile. Sekcja opisuje w sposób prosty lecz całościowy główne tematy łączące Section Two – The Agile PM Perspective: Digging Deeper (required for Practitioner Agile Project Management certification) Deuxième section : Perspective du Chef de projet Agile : une vision approfondie - Cette section aborde plus en détails ISBN 9780992872724 90000 > agilebusiness.org Agile Project Management Handbook v2 AgilePM® AgilePM ® Handbook v2 CBP011954 Products Advancing business agility worldwide Products C M Y CM MY CY CMY K Since its launch in 2010, The Agile Business Consortium’s Agile Project Management has proved very popular, and has enabled the adoption of Agile Project Management practice worldwide.