Agile PM Agile Project Management Handbook V2

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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

Section Two – The Agile PM Perspective: Digging Deeper (Required for the Practitioner Certification) Whilst we've rebranded AgilePM® handbooks in line with our refreshed new brand, please be assured the contents are the same as V2.

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Annexes : Elles comprennent un glossaire et un index complet, ainsi que le Questionnaire d’approche projet et des 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 DSDM 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. The new handbook has also been produced to be as sustainable as possible; it's printed on 100% recycled and carbon-neutral paper, and is finished with a biodegradable laminate.

Teil der zugelassenen Schulung zum Agile Project Management und dient als Quelle für die 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 przedstawionych w Sekcji Pierwszej. Wprowadza także pewne dodatkowe tematy, którymi Kierownik Projektu Agile

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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. weil diese Bereiche einen direkten Einfluss auf die Fähigkeit des Managers agiler Projekte haben, agile Projekte erfolgreich 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 The APMG International AgilePM ® and Swirl Device logo is a trademark of The APM Group Limited, used under permission of The APM Group Limited. All rights reserved.

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 Section Two – The Agile PM Perspective: Digging Deeper (required for Practitioner Agile Project Management certification) 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. Since its launch, the Agile Project Management (AgilePM®) has proved very popular, and has enabled the adoption of Agile Project Management practice worldwide.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. obszary te mają bezpośredni wpływ na zdolność Kierownika Projektu Agile do udanego dostarczania projektów zwinnych. Abschnitt Eins - Die Grundlagen agiler Projekte - Dieser Abschnitt vermittelt einfache, aber gleichzeitig abgerundete The Swirl logo™ is a trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved. AgilePM® Foreword Welcome to the Agile Project Management Handbook, produced by the not-for-profit Agile Business Consortium. Since its launch in 2010, Agile Business Consortium’s Agile Project Management has proved very popular, and has enabled the adoption of Agile Project Management practice worldwide. This handbook is based on The Agile Project Framework, the latest version of DSDM, 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. 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. provides: • an approach that offers agility but retains the concepts of a project, project delivery and project management • an Agile approach that is stand-alone but also works alongside more formalised project management approaches such as PRINCE2® • an Agile approach that can be dovetailed into formalised quality processes such as ISO9001 and CMMI enables organisations to gain the benefits of an agile approach without introducing unnecessary risks. This ensures that ‘going Agile’ becomes a measured and balanced change, keeping what is good in the current organisation and retaining existing good practices around project management and delivery whilst gaining the benefits of a more agile way of working. DSDM has been for many years the leading, proven, full-project Agile approach, providing governance and rigour along with the agility and flexibility demanded by organisations today. The Agile Business Consortium is pleased to be working with the APM Group to provide Agile Project Management based on DSDM’s Agile Project Framework as the ‘engine’ for driving Agile Project Management. The Agile Project Framework reflects the very latest thinking in corporate-strength agile. The Agile Project Framework has also been designed to link more easily with other Agile approaches, since there is an increasing demand to use a combination of Agile approaches - “blended Agile”. The use of this graphic within the text indicates a potential link to other Agile approaches. The handbook content is based on the DSDM Agile Project Framework with the focus and additional guidance on the Project and Project Management aspects. It does not go into the detail of generic Project Management practices, as this information is readily available elsewhere. It focuses on ‘What does agile mean to an Agile Project Manager?’ ‘What is different?’ ‘What needs to change?’ Additional information on the DSDM Agile Project Framework can be found at www.agilebusiness.org. DSDM is free to view and free to use. You may also be interested in becoming a member of the Agile Business Consortium. Apart from full access to all Consortium materials, Agile Business Consortium members get significant discounts on products, training and events. Barbara Roberts Director for Product Innovation (2010-2019) Agile Business Consortium