2 uitnodiging bpug sessie en nieuwjaarsborrel 6 januari 2016 prince2 agile hoe 'agile' kun...
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Uitnodiging BPUG sessie en Nieuwjaarsborrel 6 januari 2016
PRINCE2 Agile Hoe 'agile' kun je je project maken?
Tijdens deze Nieuwjaarssessie krijg je inzicht in het nieuwe PRINCE2 Agile raamwerk.
Henny Portman neemt je mee in de opbouw van PRINCE2 Agile en componenten als Lean start-up, Scrum, Kanban, het Cynefin raamwerk
en het blended model van PRINCE2 en Agile. Daarnaast staat hij stil bij de 5 gedragscomponenten, de vaste en flexibele projectcontrole-
aspecten (tijd, geld, scope, kwaliteit, risico’s en baten) en de achterliggende doelstellingen.
Om vast te kunnen stellen hoe agile een project ingericht kan worden maakt deze methodiek gebruik van het assessmenttool de ‘Agilometer’.
De officiële manual beschrijft helaas alleen de randvoorwaarden van het hoogste niveau (5) waarop Agile zo maximaal mogelijk ingezet kan
worden. Hoe werkt het op de ontbrekende vier niveaus?
Tijdens een interactief workshopdeel werken we gezamenlijk de ontbrekende levels van deze Agilometer uit. We bepalen de definities van de
verschillende aspecten en beschrijven per level het bijbehorende gedrag om zo de ‘agility’ van de randvoorwaarden toetsbaar en inzichtelijk te
maken.
Spreker:
Henny Portman is verantwoordelijk voor methoden, technieken, standaards en opleidingen binnen het PM(O) gebied van NN Group. Hij heeft
PMO’s opgezet, ingericht en laten samenwerken binnen (Oost-) Europa en Azië. Daarnaast is hij een gepassioneerd PMO consultant, trainer,
auteur en blogger. Naast zijn werk binnen NN Group is Henny tevens partner bij Hedeman Consulting.
Biography: Henny Portman
• Joined ING in 1981 • Tiel Utrecht Verzekeringen: Developer/Analyst/Head System Development • Consultancy ING Fatum Paramaribo, Suriname • ING Investment Management Nederland: Head IT • ING Investment Management Europe: PMO Head • ING Insurance Central Europe: Regional PMO head • ING Insurance STO: Global PMO Head • I build hub and spoke PMO’s in Europe and Asia
Now: • PMO Consultant for NN Group • Partner Hedeman Consulting • APMG certified MoP, MSP, PRINCE2, P3O trainer • Blogger • Author of PM articles and books
https://hennyportman.wordpress.com/ https://www.linkedin.com/in/hennyportman
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Agenda
• PRINCE2 Agile fact sheet
• AgilePM – PRINCE2 Agile
• What is in PRINCE2 Agile
• Frameworks
• Behaviours
• Cynefin model
• Six control aspects
• Agilometer workshop
• End
5
factsheet
• Launch date: June 24th 2015
• Initial launch in English only
• Course 2 – 3 days
• Qualification at Practitioner level only
• Prerequisite is a registered PRINCE2 Practitioner certificate
• Exam is 2½ hours OTE (5 questions 50 marks)
• Manual released on June 16th 2015
• No relation between PRINCE2 Professional and PRINCE2 Agile
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AgilePM – PRINCE2 Agile
AgilePM
• DSDM
• No pre-requisite
• Foundation + Practitioner
• Separate vocabulary
• No integration with other agile
frameworks
• No behavioural aspects
PRINCE2 Agile
• Axelos
• Registered PRINCE2 Practitioner
• Practitioner level only
• PRINCE2 vocabulary
• Integration with Scrum, Kanban,
Cynefin and Lean Start-up.
• Included behavioural aspects
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What is in PRINCE2 Agile?
• Agile Behaviours
• Agile Frameworks
• Agile Focus Areas
• Agile Techniques
• Agile Concepts
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Title Calibri - 42 bold 238 - 127 - 000
Subtitle Calibri - 42 bold 234 - 101 - 013
Second subtitle Calibri - 42 bold 230 - 068 - 021
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Colours PRINCE2 Agile: Blending of the philosophies, driven by the Agilometer and Cynefin framework
Based on PRINCE2 2009 version
Behaviour
Collaboration Self-organisation Transparency Rich communication Exploration
Scrum
Lean startup
Kanban
Cynefin Framework
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PRINCE2 is already enabled for agile
PRINCE2 has the name to be waterfall method, but is in origin very agile:
• 1e priority is the added value for the client
• Focus on deliverables and not on activities
• Formal split between management and delivery
• Specify as late as possible
• Priority features (with MoSCoW)
• Frequent review deliverables throughout the project
• Install a change authority
• Implement minor changes informal
• Phased delivery
• Project manager facilitates
• Learn from experience
Scrum by Jeff Sutherland, Ken Schwaber
30 days Sprint
Sprint Planning meeting
24 hours
Daily Scrum (15 minutes)
Sprint Review meeting
Sprint Retrospective
Product
Backlog
Increment
Sprint
Backlog
Sprint Backlog
Sprint Goal To Do Doing Done
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Colours
Title Calibri - 30 bold 238 - 127 - 000
Subtitle Calibri - 26 bold 234 - 101 - 013
Heading Calibri - 18 bold 238 - 127 - 000
Plain text Calibri - 18 000 - 000 - 000
Highlighted text Calibri - 18 bold 230 - 068 - 021
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Vision +
decom-
position
Create
Leaps
of faith
Build
quantitative
financial model
Build
MVP
Tuning
the
engine ?
Build Measure Learn
Pivot
Persevere
Pivot: • Zoom-in • Zoom-out • Customer segment • Customer need • Platform • Business architecture • Value capture • Engine of growth • Channel • Technology
Lean startup
Genchi gembutsu Value hypothesis Growth hypothesis
Begin the process of learning, not end it
Establish
the baseline
Accountable metrics: • Actionable • Accessable • Auditable Vanity metrics: • Useless
Cohort analysis
Inovation accounting
(3 learning milestones)
• Concierge • Smoke test • Video • Wizard of Oz testing • Split test • Early prototype When in doubt: simplify
(not necessarily the smallest product imaginable)
Accelerate
BATCH: Small batches versus the large batch death spiral ENGINE of GROWTH: Sticky, viral, paid ADAPT: The wisdom of the five whys. The curse of the five blames INNOVATE: Portfolio thinking Based on THE LEAN STARTUP, by Eric Ries
Henny Portman, July 2015
If you can’t fail, you can’t learn
Kanban by David Anderson
Input Queue
Analysis In Progr Done
Dev Ready
Development In Progr Done
Test Ready
Test Release Ready …
Change Req 60% (=12)
Maintenance 10% (=2)
Prod Defect 30% (=6)
5 4 3 4 2 2 =20 total
Waste bin
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The 5 Behaviours in PRINCE2 Agile
• Collaboration •Go together •Show respect •Take ownership
• Rich communication •Never write when you can talk
• Exploration •Seek feedback •Fail fast
• Self-organization •Trust the expert •Empower team •But not self-directing
• Transparency •Needs clarity, openness and trust
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Cynefin A welsh word for a place where a being feels it ought to live. It is where nature around you feels right and welcoming.
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Cynefin framework
Unknowable unknowns Known knowns
Known unknowns
Complicated
Simple Chaotic
Complex probe – sense - respond
C
E E
E E
E E
C C
C C C
C
C
C
E
E
E
E
E
C E
C
E
C E
sense – analyse - respond
act – sense - respond
sense – categorize - respond
good practice
best practice
Cynefin framework by David Snowden
novel practice
emergent practice Unknown unknowns
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Cynefin framework
Unknowable unknowns Known knowns
Known unknowns
Complicated
Simple Chaotic
Complex probe – sense - respond
C
E E
E E
E E
C C
C C C
C
C
C
E
E
E
E
E
C E
C
E
C E
sense – analyse - respond
act – sense - respond
sense – categorize - respond
good practice
best practice
Cynefin framework by David Snowden
novel practice
Unknown unknowns
BAU
PRINCE2 Agile
PRINCE2 Agile
???
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The six control aspects
Time Cost
Scope Quality criteria
Benefits Risk
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The six control aspects
Time Cost
Scope Quality criteria
Benefits Risk Traditional (waterfall) project
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The six control aspects
Time Cost
Scope Quality criteria
Benefits Risk PRINCE2 Agile project
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Title Calibri - 42 bold 238 - 127 - 000
Subtitle Calibri - 42 bold 234 - 101 - 013
Second subtitle Calibri - 42 bold 230 - 068 - 021
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Colours
PRINCE2
PRINCE2
Agile
PRINCE2 Thinking
cascades down
Project direction
Project management
Product delivery
Agile Thinking rises up ✓
Area of strengh ✓ Blending of the philosophies
✓
✓ Agilometer
Suitability sliders
Flexibility on what is delivered
Level of collaboration
Ease of communication
Ability to work iteratively and deliver incrementally
Advantageous environmental conditions
Acceptance of agile 1 2 3 4 5
1. Flexibility on what is delivered Low High
Definition level 5: Stakeholders are very comfortable with the fact that change is inevitable and needs to happen in order to converge on an accurate product. They are also very comfortable with the role they need to play in prioritization the work, and they understand that the scope of the work and the quality criteria are being flexed in order to protect the level of quality and the deadline for what is being
delivered.
Example behaviours: • Stakeholders are ‘change
friendly’ • It is acceptable that the detail
will change; however, significant changes need to be controlled.
• Everything is prioritized, using techniques such as MoSCoW.
• It is understood by all that flexing what is being delivered will protect deadlines and quality, and specifically that this will prevent quality-checking and testing from being squeezed.
• De-scoping and prioritization will be a team exercise but is customer driven.
• Embracing change at the detail level produces more accurate products.
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
2. Level of collaboration Low High
Definition level 5: There is a very high level of collaboration amongst all parties involved. This is typified by a ‘one-team’ culture and excellent working relationships both internally and externally. High levels of trust exist and a desire to be helpful is prevalent.
Example behaviours: • There is a ‘one-team’ culture. • There is a partnership approach.
between the customer and the supplier.
• There is an absence of ‘silos’ and ‘turf’.
• There is an absence of ‘baggage’ associated with events from the past.
• Trust and listening epitomize the behaviour of the people involved.
• People work quickly, are helpful and look out for each other.
• There is an absence of a blame and ‘cc: email’ culture.
• There is an acceptance that mistakes will happen due to some communications being informal.
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
3. Ease of communication Low High
Definition level 5: Communication is very easy amongst all parties involved. The environment is ‘communication rich’ where there is a lot of face-to-face interaction, and visual information is readily available in such forms as prototypes and models. Retrieval of information is also easy in order to reference knowledge, information or data that is either historical or current.
Example behaviours: • There are high levels of visibility
and transparency (e.g. plans on walls).
• A lot of information is managed in a ‘low-tech’ and/or tactile way.
• There are high levels of co-location.
• Where there is a less than ideal situation (e.g. the term is physically dispersed), measures have been taken to reduce the impact (e.g. video-conferencing).
• There is a lot of informal communication, face-to-face and over the phone.
• There is a limited amount of formal reporting.
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
4. Ability to work iteratively and deliver incrementally Low High
Definition level 5: It is very easy to deliver benefit to the customer by regular partial deliveries of the final product. It is also very easy to work iteratively in the sense that products and understanding can be refined interactively by frequent delivery of formal and informal deliverables. There is a desire to learn, experiment and explore (and fail!) as well as an overarching feeling of ‘think big; start small’.
Example behaviours: • The team is happy to
experiment and be creative. • It is understood that things are
rarely right first time. • The project can be broken down
into chunks that can deliver benefits early.
• Learning and validation are seen as an on-going process.
• ‘Little and often’ is seen as a safe way of delivering and a good way of staying in control.
• Incrementalism is seen as good for ‘real’ feedback and gives confidence to the customer as they see things being delivered.
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
5. Advantageous environmental conditions Low High
Definition level 5: The overall working environment is very supportive of working in an agile way. Personnel are assigned full-time to their work; they are appropriately skilled; they have very efficient platforms to work from (e.g. tooling, communications). Contractual frameworks and compliance considerations are not seen as restrictive.
Example behaviours: • People are dedicated to the
project and the team is stable. • Team personnel are
experienced in their trades. • Any third parties are
comfortable with working in an agile way.
• Commercial and contractual details do not inhibit the agile way of working and delivering.
• The environment and tooling are conducive to agile.
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
6. Acceptance of agile Low High
Definition level 5: All stakeholders closely involved are fully aware of the behaviours, concepts and techniques of working in an agile way. They have been trained and have experience. They are not only happy to work in this way but they prefer it and understand the advantages that it brings. Peripheral stakeholders are also aware of the need to carry out their roles in an ‘agile friendly’ way.
Example behaviours: • Everyone accepts the agile
philosophy and understands the difference from a traditional way of working.
• People have been trained to an appropriate level.
• There are no blockers to using agile from peripheral areas such as procurement or quality assurance (i.e. they understand the philosophy too).
Definition level 4:
Example behaviours:
Definition level 3:
Example behaviours:
Definition level 2:
Example behaviours:
Definition level 1:
Example behaviours:
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Workshop Agilometer
A
1 6 2
B
C
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Results on my blog
Feedback to the group 15
Acceptance of agile
… Flexibility on
what is delivered
Level of collaboration
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Henny Portman
Mail: [email protected]
Mobile: +31(0)6 21512 987
Blog: https://hennyportman.wordpress.com/
LinkedIn: https://www.linkedin.com/in/hennyportman
Hedeman Consulting B.V.
Mozartlaan 25D
1217 CM Hilversum
035 628 48 19
www.hedemanconsulting.com