Annexes : Elles comprennent un glossaire et un index complet, ainsi que le Questionnaire d’approche projet et des 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. Whilst we've rebranded AgilePM® handbooks in line with our refreshed new brand, please be assured the contents are the same as V2.

Kenntnisse über die Kernthemen in Verbindung mit dem Agile Project Management. Er legt den Grundstein für den erstenAgilePM® 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 Première section : Fondations d’un projet Agile - Cette section fournit un aperçu simple mais complet des sujets Section One – Agile Project Foundations (required for Foundation Agile Project Management certification)

Abschnitt Eins - Die Grundlagen agiler Projekte - Dieser Abschnitt vermittelt einfache, aber gleichzeitig abgerundete two people. Where more people are needed they should be split into multiple Solution Development Teams. Deuxième section : Perspective du Chef de projet Agile : une vision approfondie - Cette section aborde plus en détails den Manager agiler Projekte von besonderem Interesse sind, da dieser entweder für diese Bereiche zuständig ist oder Le manuel de gestion de projet Agile (Agile Project Management) est subdivisé en deux sections principales.intérêt particulier pour tout Chef de projet Agile, soit parce qu’il est responsable de ces aspects, soit parce que ces sujets

Dodatki - Do Poradnika dołączone są Glosariusz i kompletny Indeks, a także szczegóły Kwestionariusza Podejścia do 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 Teil der zugelassenen Schulung zum Agile Project Management und dient als Quelle für die Agile Project Management AgilePM® 4.1 Introduction to the DSDM Principles The eight principles of DSDM support DSDM’s philosophy that “best business value emerges when projects are aligned to clear business goals, deliver frequently and involve the collaboration of motivated and empowered people”. Compromising any of the principles undermines the philosophy of DSDM and introduces risk to the successful outcome of the project. If a team doesn’t follow all of these principles then it won’t get the full benefit of the approach. The collective application of DSDM’s principles brings the philosophy to life. The eight principles are: 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 4.2 Principle 1 - Focus on the Business Need Every decision taken during a project should be viewed in the light of the overriding project goal - to deliver what the business needs to be delivered, when it needs to be delivered. 4.3 Principle 2 - Deliver on Time Delivering a solution on time is a very desirable outcome for a project and is quite often the single most important success factor. Late delivery can often undermine the very rationale for a project, especially where market opportunities or legal deadlines are involved. Even for projects without a need for a fixed end date, on-time delivery of intermediate or contributing products is still the best way to demonstrate control over evolution of the solution. 4.4 Principle 3 - Collaborate Teams that work in a spirit of active cooperation and commitment will always outperform groups of individuals working only in loose association. Collaboration encourages increased understanding, greater speed and shared ownership, which enable teams to perform at a level that exceeds the sum of their parts. 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.Sekcja Pierwsza - Podstawy projektu Agile. Sekcja opisuje w sposób prosty lecz całościowy główne tematy łączące 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. 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. der in Abschnitt Eins angerissenen Themen. Darüber hinaus werden hier einige zusätzliche Themen vorgestellt, die für