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Agile Project Management™ Outperform within the changing world through tailored implementation of Portfolio, Programme & Project Management Agile Project Management is a trade mark of The APM Group Limited

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Agile Project Management™

Outperform within the changing world throughtailored implementation of Portfolio, Programme & Project Management

Agile Project Management is a trade mark of The APM Group Limited

WorkshopTerms of Reference

• Driver of this workshop: • spread the word – “Agile is here to stay and

solves our project management issues…”

• Objective: • through an agile approach,

treat a number of project management issues you are facing by explaining how the AgilePM philosophy, principles, roles, processes, products and techniques can be applied.

• Constraint: • workshop duration…

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About Steven Deneir18+ years of experience in different project types and in different project roles

- For private-held & government companies

- Large & small projects

- International & local projects

- Team Manager, Project & Quality Assurance Officer, Project and Programme Manager,

Coach roles

Specialized in Agile PM® and PRINCE2® - Registered Practitioner and Trainer

- foundation and practitioner certification

- hands-on training towards coaching for Project Managers

- tailoring and embedding in the organization using agile techniques

Delivering quality; defined as “meet expectations or satisfy stated needs, requirements or specifications.

Multiple PMO implementation programmes - P3O Registered Practitioner and Trainer; Portfolio

Management Registered Practitioner

- implement an agile and pragmatic PMO that supports the organization in achieving strategic value

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WorkshopDelivery Plan

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Topic Timebox Estimate

Workshop Introduction, Objectives, Plan 10’ (almost finished…)

The Prioritised Requirements List 10’

Address the Prioritised Requirements List

60’

Closing 10’

Total 1hr30

Building the Prioritized Requirements List

What issues, difficulties, problems, … (however you call them…) are you facing

in your (agile) projects?

Or What are your expectations towards an agile project? What

should it solve?

Shoot! We only have 10 minutes to come up with points we’ll discuss

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10987654321STOP

PRL

Question to be answered

Indication of number of persons who wants this covered

MoSCoW (based on available time and 60-20-20 rule)

Estimated Timing Track Progress

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AgilePMOverview

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The philosophy

“Any project must be aligned to clearly definedstrategic goals and focus upon early delivery of real

benefits to the business”

• The final solution might not be 100% the initially expectedsolution…

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The Principles

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

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The Lifecycle process

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Roles and responsibilities

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Business aspects

Project processaspects

Technical aspects

Project Level

Team Level

Other

Products acrossthe Lifecycle

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Terms of Reference

Outline Plan

FeasabilityAssessment

Business Foundations

Prioritised Requirements List

Benefits Assessment

Solution Assurance Pack

Evolving SolutionDeployed Solution

Delivery Control Pack

Delivery Plan

Deployment Plan

Management Foundations

Timebox Plan

TimeboxReview Record

Project Review Report

Pre-Project Feasibility Foundations Exploration & Engineering Deployment Post-Project

Business-owned Product

Management owned Product

Solution owned Product

Solution Foundations

Key Techniques

1. Facilitated Workshops

2. MoSCoW Prioritisation

3. Iterative Development

4. Modelling

5. Timeboxing

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1. Facilitated Workshops

• One of Atern’s 5 key techniques

“A structured approach to ensure that a group of people can reach a predetermined objective in a compressed timeframe, supported by an impartial facilitator.”

• Enables principles• Rich Communication, Collaborative working, Clear & continuous

communication

• High quality team decisions in short timescales

• High level of buy-in and ownership, achieving consensus

• Used throughout lifecycle

• Need to be planned in (and budgeted for)

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2. MoSCoW Prioritization

• Understand what is driving the project• If you hit a problem, where do you negotiate?

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2. MoSCoW Prioritization

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M

o

S

C

o

W

Must Have

≤ 60% effort

Guaranteed Minimum UseableSubseT

Requirements cannotbe descoped without causing the project tofail

ShouldHave

+/- 20% effort

Expected Work aroundsdifficult / costly

Requirements can bede-scoped as a last resort to keep the project on track

CouldHave

+/- 20% effort

Possibly Work aroundseasy / cheap

Requirements can bede-scoped without causing significant problems

Won’t have this time Maybe next time

Out of scope for this timeframe

3. Iterations

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2. Agree informal plan for how this

will be achieved in this iteration

1. Identify what has to be done in

this iteration

3. Evolve solution as appropriate with

detailed input from Business Ambassador

4. Review the solution with Business Ambassador(and others?)

4. Modelling

• One of Atern’s 5 key techniques

• Solution Development Team use models improve communication

• Who, What, When, How, Where, Why

• May be used throughout lifecycle

• Use and formality depends on nature of project and team skills

• Enables principles• Deliver on time

• Communicate continuously and clearly

• Collaborate

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5. Timeboxing

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2-4 (exceptionally 6) weeks

10-20% 60-80% 10-20%

Agree TimeboxScope and

MoSCoW priorities

Finish off, ensuring

overall output of Timebox is fit for purpose

Work on the Solution in line with agreed MoSCoW

priorities

Investigate detail of work

to be done

Sign-off what has been delivered. Assess impact

of what has not been “done”

5. TimeboxingProvides Control

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Agile Project ManagementOverview

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Factors Instrumental to Success

1. Acceptance of the philosophy

2. Appropriate empowerment of Solution Development Team

3. Commitment of senior business management to provide necessary Business Ambassador (and Business Advisor) involvement

4. Incremental delivery

5. Access by Solution Development Team to Business Roles

6. Solution Development Team Stability, 7. Skills and 8. Size

9. Supportive commercial relationship

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Conclusions…Why do we need agile?• To address issues like...

• Communication problems

• Late delivery

• Delivered solution is not what the business wanted

• Unused features

• Building the right thing – the business changing their mind

• Delayed or late Return on Investment (ROI)

• Over-engineering (‘Gold plating’)

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Conclusions…And additional benefits…

• Users are more likely to claim ownership of the solution

• Risk of building the wrong solution is greatly reduced

• Final solution is more likely to meet the users’ real business requirements

• Deployment is more likely to go smoothly, because of the co-operation of all parties concenrned throughout the development

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Conclusions…AgilePM during the workshop…

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1. Focus on the business need see the Prioritised Requirements List…

2. Deliver on time timeboxing; how did we do…

3. Collaborate we made the workshop together to what it was…

4. Never compromise quality your feedback sheet will tell me…

5. Build incrementally fromfirm foundations

after each question we had additionalknowledge

6. Develop iteratively confirm understanding of the question – answer– complete the answer to satisfaction

7. Communicate continuouslyand clearly

workshop mode…

8. Demonstrate control our flipchart…

AgilePMReference• Agile Project Management full

content is defined in the Agile Project Management Handbook

• This Handbook is also the definitive source for all Agile Project Management exams

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For further infoContact be.Projectized

Steven Deneir

0032 477 26 93 18

[email protected]

Deken Degryselaan 34

BE-8500 Kortrijk

Belgium

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