www.apmg-international.com

APMG-International Webinar

Agile PM vs PRINCE2®

Czwartek 27 czerwca 2013 / 13:00 CEST (Warszawa, PL)

Przedstawione przez Tomasza Nędzi, skills® sp. z.o.o

www.APMG-International.com

Agenda

• Powitanie & wprowadzenie– Sabina Bieniecka, Business Development Manager - Polska

APMG-International

• Agile PM vs PRINCE2®– Tomasz Nędzi (skills® sp. z.o.o.)

• Q&A• Dalsze informacje• Zamknięcie webinarium

About APMG-International

• Instytut egzaminacyjny i akredytacyjny o zasięgu globalnym • udziela akredytacji/certyfikuje w zakresie Best

Management Practice PPM portfolio• Szerokie portfolio programów certyfikacji dla profesjonalistów• 350+ Akredytowanych Organizacji Szkoleniowych (ATO) i Akredytowanych

Organizacji Doradczych (ACO) z 1800+ akredytowanych trenerów i konsultantów

• Egzaminy certyfikujące; 18000+ egzaminów w miesiącu• Siedziba główna w Wielkiej Brytanii; biura operacyjne albo formalne

przedstawicielstwa w 12 krajach • Więcej informacji na: www.APMG-International.com

Trenerzy…

• Tomasz Nędzi:

– PRINCE2® / Agile PM® / MoR® / P3O® Approved Trainer, – Prezes Zarządu i Lead Trainer w skills® sp. z o. o. oraz – Prezes Stowarzyszenia BPUG® Polska. – Jest zaangażowany w zarządzanie projektami/programami od 1993. Zarządzał

projektami m.in. dla IBM Polska i NASK. – Od 2004 roku przeszkolił z zarządzania projektami ponad 5000 Kierowników

Projektów. – W 2004 roku przetłumaczył na język polski podręcznik PRINCE2®, oraz brał

udział w tłumaczeniu podręczników „P3O® - Biura Portfeli, Programów i Projektów”, „MSP® Skuteczne Zarządzanie Programami” oraz „M_o_R® Zarządzanie Ryzykiem: Przewodnik dla Praktyków” na język polski. Jest recenzentem podręczników w wersji angielskiej.

Pytanie sondażowe

Kto z uczestników posiada certyfikat:

• PRINCE2 Foundation• PRINCE2 Practitioner• Agile PM Foundation• Agile PM Practitioner

Agile Project Management Source

• Agile Project Management is based on DSDM Atern

– DSDM - The oldest established Agile approach• Originally launched in 1995

– Owned by The DSDM Consortium• A not-for-profit collegiate organization• www.dsdm.org

– Established and proven integration between *DSDM®Atern® and **PRINCE2®

*DSDM and Atern are Registered Trade Marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries

** PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries.

Basics – What is negotiable?

Delivering the Business Case

V1.1

© Crown Copyright 2009. Reproduced under Licence from OGC.

Fig 1.2 PROJECT ENVIRONMENT

PRINCE2 PROCESSES

PRINCE2 PRINCIPLES

ProgressBusiness

Case

Organization

Quality

PlansRisk

Change

PRINCE2 THEMES

© Crown Copyright 2009. Reproduced under Licence from OGC.

Fig 11.1

Pre-project

SU

SB CP

IP

Initiationstage

Subsequentdelivery stage(s)

Final deliverystage

Directing

Managing

Delivering

Directing a Project

SB

Controlling a Stage Controlling a Stage

Managing Product DeliveryManaging Product

Delivery

KeySU = Starting up a ProjectIP = Initiating a ProjectSB = Managing a Stage BoundaryCP = Closing a Project

Note• Starting up a Project is used by both the directing and managing levels• There should be at least two management stages, the

first of which is the initiation stage.• Managing a Stage Boundary is first used at the end of

the Initiation stage and repeated at the end of each subsequent stage except the final stage. It is also used to prepare Exception Plans, which can be done at any time including in the final stage.• For complex of lengthy initiations, Controlling a Stage and Managing Product Delivery can optionally be used to manage the initiation stage.

The Development Framework

• Timebox supported by– Daily stand-ups

• Communication and control– Reviews

• On-going acceptance and risk reductions

Timeboxing

• Created by the Team• MoSCoW for this Timebox• Milestone dates

– e.g.. Planned Review sessions• Roles and Responsibilities• Deliverables (with acceptance criteria)

2-4 (exceptionally 6) weeks

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

Investigation Refinement Consolidation

Timeboxing - Iterations

• For each iteration (Investigate, Refine, Consolidate) within a Timebox

Identify what has to be done in this iteration

Agree informal plan for how this will be

achieved in this iteration

Evolve solution asappropriate with detailed

input from Business Ambassador

Review the solution withBusiness Ambassador

(and others?)

© Crown Copyright 2009. Reproduced under Licence from OGC.

Fig 5.3

From the customer

From the supplier

Lines of authority

Project Assurance responsibility

Lines of support/advice

Within the project management team

Corporate or programme management

Project Board

Senior User(s) Senior Supplier(s)

Team members

Change Authority

Project Support

Project Manager

Team Manager(s)

Business, User and

Supplier ProjectAssurance

Executive

Roles and Responsibilities

V1.1

• One person can have more than 1 role• A role can be shared between people

– N.B. Business Sponsor would not be a shared role– Visionary is rarely a shared role

• All responsibilities must be covered• Project roles

– Managing, directing, co-ordinating

• Solution Development Team (SDT) roles– Creating the Solution

• Other roles– As appropriate, specialists

17

Types of Product

Project Products

Management

Baseline

Records

ReportsSpecialist

• Ensuring the right information is available at the right time• Some products specific to one lifecycle phase,

others continue to evolve• Flexibility

– Not all products required for every project

– Formality of products variesfrom project to project andorganization to organization

• Progress demonstrated by delivery of products

– More detail later (Full products detail in Manual - Appendix C)

Products - Summary

Agile Project Management Source

• Agile Project Management full content is defined in the Agile Project Management Handbook

• A copy of this handbook will be provided to delegates to support the training course

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

Agile Project Management Certification

• Agile Project Management Foundation exam– Simple multiple choice exam – 1 hour exam – 60 questions, pass mark is 30 (50%)– Taken at the end of Day 3 of training

• Agile Project Management Practitioner exam (optional day 4)– Complex multiple choice – Objective Test - 2 hour exam– Open book exam (reference to Agile PM Handbook allowed)– 4 questions worth 15 marks each (60 marks), pass mark is 30 (50%)– Pre-requisite for Agile PM Practitioner :-

• Agile Project Management Foundation (or DSDM Atern Foundation) certificate

or • DSDM Advanced Practitioner certificate

Pytanie sondażowe

Który z wymiarów projektu jest nienegocjowalny w projekcie agile?

• zakres• jakość• czas• koszt

Pytanie sondażowe

Która z metod opisuje procesy, pryncypia, produkty zarządcze, role w projekcie?

• PRINCE2®• Agile Project Management

Pytania i odpowiedzi

Więcej informacji

• Strona www APMG-International– www.APMG-International.com

• APMG - Agile Project Management– http://www.apmg-international.com/pl/kwalifikacje/agilepm/agile-pm-pl.aspx

• PRINCE2 – strona oficjalna– www.prince-officialsite.com

• skills® sp. z.o.o– www.skills.pl

http://www.linkedin.com/company/apmg-international @APMG_Inter

www.apmg-international.com

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