Personally designed (content + graphics design), officially accredited AgilePgM® (Agile Programme Management) Foundation courseware.
AgilePgM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
2. Start and finish Course style
LunchCoffee and breaks
M00 - Course introduction 2/11 | 2/182
3. The underpinning philosophy and principles of
AgilePgM
The lifecycle of an AgilePgM programme
The products produced by AgilePgM programme
AgilePgM roles and responsibilities
AgilePgM governance
AgilePgM quality management
Stakeholder engagement, communication
and management
Main goal
Attempt Foundation exam with confidence
Communicate freely within AgilePgM programme,
understanding its principles and philosophy
Secondary goal
Benefits and value of Agile programmes and AgilePgM
M00 - Course introduction 3/11 | 3/182
4. 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/programme management
Your familiarity with the agile project/
programme management
Your experience with DSDM/AgilePM/
Scrum or MSP/PMI-PgMP
Your personal session expectations
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5. Foundation Exam
Paper based and closed book exam
Only pencil and eraser are allowed
Simple multiple (ABCD) choice exam
Only one answer is correct
50 questions, pass mark is 25 (50%)
40 minutes exam
No negative points, no “Tricky Questions”
No pre-requisite for Foundation exam
Sample, one (official) mock exam is
provided to you
Candidates completing an examination in a language that
is not their mother tongue, will receive additional time
M00 - Course introduction 5/11 | 5/182
9. Freeware, scalable
AgilePgM PDF
reference card
Programme Phases vs Products
vs Roles vs Responsibilities in one
big reference card
Free to download, use
and share
M00 - Course introduction 9/11 | 9/182
10. AgilePgM Programme
/ Tranche Approach
Questionnaire (PTAQ)
Helps in identifying and
minimizing risk related to Agile
programmes
Free to download, use
and share
M00 - Course introduction 10/11 | 10/182
11. 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 …
M00 - Course introduction 11/11 | 11/182
12.
13. 1. Defining programme management and AgilePgM
2. AgilePgM philosophy and principles
3. AgilePgM roles and responsibilities
4. AgilePgM programme lifecycle
5. AgilePgM products
6. AgilePgM governance
7. Agile programme planning
8. Management and control
9. Quality management
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14. A philosophy and a mindset
Flexibility, agility, adaptability, incremental delivery,
iterative cycle, fast and constant feedback, engagement
Working closely and constantly with customer throughout
Ensuring final solution actually meets business needs
Focusing on business value/outcome NOT strictly project plan/output
Focusing on value delivery NOT on fixed product definition
Deferring decisions about details as late as possible
No “big design up front” (BDUF), rather 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
14M01 - Defining programme management and AgilePgM 3/30 | 14/182
15. “We are uncovering better ways of developing software by
doing it and helping others do it”
Through this work we have come to value
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
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
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16. 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.
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17. 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
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18. 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
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19. PRINCE2 Agile (P2A)
Dynamic Systems Development Method (DSDM)
Agile Programme Management (AgilePgM)
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
Lean software development
Kanban (process + method)
Extreme Programming (XP)
Continuous Integration (CI)
Continuous Delivery (CD)
Feature-driven development (FDD)
Test Driven Development (TDD)
Crystal Clear
…
Fuller Approaches
(scalable to more than one team)
Lightweight Approaches
(mostly one team)
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20. Portfolio
Programme
Project
Team
Development /
Delivery /
Deployment
(mostly IT focused)
AgilePM
Scrum
Non Agile
(just for
comparison)
AgilePgMDisciplinedAgile
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
Programmer
Anarchy
PRINCE2
Agile
Yet remember - Focus on Goals and results, not blindly following Best Practices!
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22. Plan Design Code Test Release Review
Value to business after
deployment
Decision Demo
Working solution
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23. Ability to Change
Business Value
Waterfall
time
time time
time
OV0203
Business Engagement
(visibility)
Risk
(of delivering wrong solution)
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24. Plan Design Code Test Release Review
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Project adaptation for
changed/new business
requirements
Value to business after
big bang deployment
Plan
Review
Plan
Review
Plan
Review
Plan
Review
Test
Analyse
Test
Analyse
Test
Analyse
Test
Analyse
Value to business after
deployment #1
Value to business after
deployment #2
Value to business after
deployment #3
Value to business after
final deployment #4
Decision Demo Decision Demo Decision Demo Decision Demo
Agile is not just smaller waterfall! Working solution
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25. Waterfall Agile
Ability to Change
Business Value
time
time time
time
OV0203
Risk
(of delivering wrong solution)
Business Engagement
(visibility)
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27. AgilePgM is heavily influenced by DSDM Agile Project
Framework
DSDM - The oldest established Agile approach (1994)
Established and proven integration between DSDM and PRINCE2
AgilePgM, DSDM AgilePF and AgilePM are owned by the
DSDM Consortium
A not-for-profit collegiate organization
www.dsdm.org
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28. Agile Programme Management is strongly
based on thinking introduced in DSDM
Agile project delivery framework that delivers
the right solution at the right time
Project team and significant stakeholders being
focused on the business outcome
Delivery is on time ensuring an early ROI
All people involved work collaboratively to deliver
the optimum solution
Work is prioritised according to business need
and the ability of users to accommodate changed
in the agreed timescale
AgilePF does not compromise on quality i.e. the
solution is not over or under engineered
Hybrid method combining project
management with product delivery
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29. An Agile Project Delivery Framework that delivers the right
solution at the right time
Any kind of project
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
“True Agile”
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33. AgilePgM emphasis on the Agile concepts of
empowerment, active stakeholder involvement
and iterative development and incremental
delivery of benefits
Iterative development and incremental delivery
Recognises that the programme will evolve over
time and cannot be fully defined up front
Embraces an iterative approach where best
solutions will emerge based on frequent review
and feedback
Promotes culture of empowerment where teams
at all levels are free, indeed expected to make
decisions within the scope of what they have
been asked to deliver
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38. OV0102
Portfolio
The set of initiatives that an organisation is either carrying out or may carry out in the
future
Programme
A temporary, flexible structure created to deliver outcomes and benefits related to the
organisation’s strategic objectives by driving, monitoring and coordinating a set of
related projects and activities
Project
A temporary structure created to deliver one or more outputs that contribute to one
or more capabilities
Capability
An ability or capability for an organisation to deliver benefit, either to its customers
or shareholders. A capability will normally consist of 4 major components: business
processes, people, physical assets and information (a.k.a. POTI model)
Capability Enablement
The act of making a capability available for regular operation use by an organisation so
that capability is, in fact, “Live”
Benefit
The measurable improvement resulting from an outcome perceived as an advantage
by one or more stakeholders which contributes towards one or more organisational
objective(s)
Tranche
A set of projects and related activities that are required to deliver or more of the
capabilities defined within a programme
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41. I hope you enjoyed
this presentation. If so,
please like, share and
leave a comment
below.
Endorsements on
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highly appreciated!
(your feedback = more free stuff)
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