PRINCE2 and DSDM: Why should I use both?

Size: px
Start display at page:

Download "PRINCE2 and DSDM: Why should I use both?"

Transcription

1 PRINCE2 and DSDM: Why should I use both? Author: Dorothy Tudor - DSDM and PRINCE2 Practitioner and Trainer, a Certified ScrumMaster (Agile), ITIL Service Manager and a Director of the DSDM Consortium, the Agile Project Leadership Network and member of the Agile Alliance. Executive Summary Most organisations have accepted the need to adopt a project approach to the way they address business change. Organisations are also under increasing pressure to deliver business benefit as early as possible, and Agile approaches are proving irresistible, with their promise of early, iterative project delivery, within budget. This short article considers the case for an organisation to adopt both PRINCE2 and DSDM (Agile Project Management) in combination. It examines the similarities, differences and potential inter-operability issues related to PRINCE2 and DSDM. It also addresses the commercial & business compatibility of PRINCE2 and DSDM. It contains: An overview of the PRINCE2 approach, its key features, main benefits and limitations; An overview of the DSDM/Agile approach, its key features, main benefits and limitations; How each brings its own strengths and moderates the limitations of the other; How they fit together to deliver more successful projects. The Rationale for using both DSDM and PRINCE2 together is that: The structures of PRINCE2 and DSDM do not conflict: Process models, Components, Techniques and Project Management Team roles are all complementary; DSDM would benefit from the governance strength of PRINCE2 DSDM could adopt elements of PRINCE2; PRINCE2 would benefit from the team, communication and delivery culture of DSDM; PRINCE2 could adopt elements of DSDM. The premise of this paper is that PRINCE2 and DSDM can not only be used effectively together to gain the benefits of both, but that their combination produces a result where the whole is greater than the sum of the constituent parts. Author: D J Tudor PRINCE2 and DSDM

2 PRINCE2 and DSDM: Why should I use both? Introduction In the product development process, results are rarely predictable. Business change projects are not the performance of a routine set of tasks with a pre-determined outcome; they are empirical rather than defined. These projects often need to be highly innovative, making them more akin to the research-and-development process than the manufacturing process. Jim Highsmith, a respected Agile thought leader, observed that the failure to differentiate between highly uncertain (innovative) and highly certain (defined) project environments can cause confusion when measuring project performance. He suggested that this confusion stems from two sources: the definition of scope and the difference between estimates and constraints. Empirical projects will inevitably be difficult to define accurately at the outset and will be subject to considerable change throughout their duration. In spite of this, budget holders need to be able to control timescale, cost and return on investment and need a framework for project management which will enable them to achieve this. Project approaches which embrace change and uncertainty are grouped under the term Agile and of these, DSDM is the most widely known and used in the UK and Europe. The most widely known and used traditional project management approach in these territories is PRINCE2. The premise of this paper is that PRINCE2 and DSDM can not only be used effectively together to gain the benefits of both, but that their combination produces a result where the whole is greater than the sum of the constituent parts. The main features of PRINCE2 and DSDM What are PRINCE2 and DSDM? PRINCE2 is: A de facto standard for project management, owned by the Office of Government Commerce, and is free to use; A non-technical method, independent of the type of project; An approach using eight major components, three techniques and a process model. DSDM is: A de facto standard for user-centred business development owned and developed by the DSDM Consortium membership. Prior to 2006, it was members only use, but is now free to use; An Agile project framework, with guidance, to achieve on-time and on-budget delivery of a product to satisfy a business objective; An approach focusing on user involvement, prioritisation, prototyping, timeboxing, facilitated workshops, modelling and iterative, incremental development. 2

3 Both approaches have accreditation and examination processes. Both have accredited training organisations that can prepare delegates for these qualifications. Both PRINCE2 and DSDM2 apply to projects which: can be IT and non-it; can exist in their own right or have relationships with other projects or are part of larger programmes of work. Both PRINCE2 and DSDM are applicable to all sizes and types of organisation and project. Both are product-based and business focused. Overview of PRINCE2 PRINCE2 is a project management method that: Is repeatable and teachable; Builds on experience; Ensures everyone knows what to expect, where, how and when; Gives early warning of problems; Is proactive, not reactive; Is able to accommodate sudden unexpected events. Key Benefits of PRINCE2 Well-documented method; Strong framework for the governance and management of projects; Clearly-defined management roles; Allows management by exception, having a clear escalation and issue handling process Business-focused; User-centred; Product-based; Controlled and organised start, middle and end to projects; Already well-established in many public and private sector organisations. Perceived Limitations of PRINCE2 PRINCE2 can be perceived as: Heavily document-driven and bureaucratic. Waterfall (one delivery at the end of a potentially long project). DSDM would improve this by: Introducing small teams, short timeboxes and more facilitated workshops and face-to-face communication. Incremental development and delivery of product throughout the project. This fits well with the Work Packages and Product Based Planning technique of PRINCE2. 3

4 PRINCE2 can be perceived as: Non-Agile (unable to easily and quickly manage change and uncertainty). Not making on-time and on-cost delivery a strong enough probability. Not covering enough techniques. DSDM would improve this by: Including empowered, responsible user representatives within the teams to handle detailed definition of product. Up-front definition is high-level, with prioritisation providing the mechanism to handle inaccurate estimates. Removing time and cost tolerance and replacing this with a culture of flexibility of requirement. Providing DSDM techniques and guidance for: rich communication; team working; project planning; timeboxing; prioritisation. Overview of DSDM DSDM is an Agile Project Management framework for business-centred change. The DSDM philosophy is that any business change initiative: must align itself to clearly defined strategic goals; must be focused upon the early delivery of business benefit; recognises a delivered, working increment of a product as the primary measure of progress; is most effective when stakeholders are empowered and collaborate in order to converge on the best possible solution; must be delivered in the appropriate timescale and budget, according to the priorities set by the business. Key Benefits of DSDM On time, on budget delivery; A well-documented method, by comparison with other agile approaches; Business prioritisation of the deliverables; Business-objective focused; Promotes early and continuous delivery of product, in business-valuable increments throughout the project; Welcomes changing requirements, even late in the project, using prioritisation and timeboxing to control this within time and budget, to harnesses change for the customer's competitive advantage; Continuous active user involvement at both management and team level, with guidance on making this effective; Product-based; Clearly-defined management and team roles; Techniques for communication, project control and team working. 4

5 Perceived Limitations of DSDM DSDM can be perceived as: Agile, and therefore not sufficiently strong on governance for large organisations and large projects. PRINCE2 would improve this by: Overlaying the structure of the Project Board and Project Assurance. Iterative, and therefore potentially not sufficiently controlled. Not defining the products in detail at the outset, and therefore having an ill-defined outcome. Advocating face-to face communication and therefore not having a sufficient audit trail. Using Product-Based Planning technique to define the high-level products to be delivered in each timebox. Retaining the exception procedure for timeboxes not successfully completed. Using Product Based Planning technique to define the high-level products to be delivered. Retaining highlight reporting at a light level. Using Configuration Management and Quality Review (both also present in DSDM) for completed timebox products. Using DSDM and PRINCE2 together Critical differences and synergies The critical differences and synergies between PRINCE2 and DSDM are the cultural ones. Teams and communication DSDM advocates the use of small, self-organising teams. These will comprise teams of appropriately-skilled individuals from different disciplines, representing those who will use the product in addition to those who will build, procure or deploy it. These individuals must be empowered by management to work together to achieve a solution. It has guidance on facilitated workshops and rich communication for more effective working. PRINCE2 has strong guidance on the hand-over of work to teams, but treats the team-level of working as being out of scope for its guidance. Flexibility, Prioritisation, Tolerance DSDM has a culture of flexibility of requirement, intentional prioritisation and an acceptance that the project will de-scope lower-priority features in order to deliver on 5

6 time and within budget. PRINCE2 allows tolerance on time, cost, scope, benefit, quality, risk. DSDM does not advocate time and cost tolerance at all. Discovery vs. Detailed Product Descriptions DSDM discourages the production of a fully-detailed specification of requirements at the outset, and recommends an incremental approach to the discovery of the detailed requirements during the project. PRINCE2 defines the Product Breakdown Structure and Product Descriptions at the outset, with further detail at stage boundaries. Product Descriptions are a powerful tool, if kept at a high level and supplemented with planned discovery of the more detailed requirements through user involvement within the team during the execution of Work Packages. Incremental Delivery DSDM plans for incremental delivery of product throughout the project. The project is chunked into small deliverables, managed by small teams, within short timeboxes. Each team develops these chunks of functionality from a high-level definition at the outset of the timebox to a fully-tested and delivered product at the end. Timeboxes are short: usually no more than 2 6 weeks in length. The ethos is of a production facility of small craft teams, with the right skills, producing product, rather than a factory production line, where every worker has their limited task, but cannot see the whole. PRINCE2 does not give specific guidance on the management of teams, but the ethos of many traditionally-run projects is more of the production line than the craft teams. The Introduction of the DSDM culture to a PRINCE2 project Introducing DSDM to a PRINCE2 project would result in: Short timeboxes within stages; Small teams with empowered user representatives as fully-resourced and continuous team members; Delivery of business products during the project, not just at the end; Fewer change requests (most are dealt with at team level, in line with initial prioritisation agreed by major stakeholders); Fewer exception situations (flexibility to de-scope to stay within plan is in the hands of the team, but controlled by the baselined high level prioritised requirements, signed-off by the Senior User/Project Board); More visibility of progress (complete and business-meaningful products delivered during the project are visible measures of progress); Timeboxing to keep the project on track. This simplifies the use of tolerance. The only tolerance used extensively is scope, and this is flexed under the control of the empowered business representatives. This gives the business what they often need the most on time and on budget delivery of a product which meets the business objective; Prioritisation being clearly defined, and performed early in the project; Facilitated workshops and face-to-face communication, minimising documentation wherever possible; Team roles, including user and developer responsibilities, being clearly defined, but teams being self-organising; 6

7 An iterative and incremental approach to development and delivery of the final product, enabling the culture-change from a traditional waterfall and onedelivery approach. To this, PRINCE2 would bring: Corporate management confidence in the control and governance of projects; A Project Board with clear responsibilities; Project Assurance of the on-going progress; A clearly-defined set of management products, to be tailored as required; A clearly-defined escalation (exception) process, when needed; A well-documented approach to Product-Based Planning and Quality Review. An Outline Method for using PRINCE2 and DSDM together to deliver More Successful Projects: Use the Process Model, Components and Techniques of PRINCE2, but with a DSDM culture (light documentation, mixed teams of users and developers, frequent deliverables, rich communication); Use the PRINCE2 Management Products as required, but with a DSDM culture; Use the PRINCE2 Project Board Roles, with added guidance from the DSDM roles; Use Project Assurance, but with a light touch, to allow the teams to be selforganising and empowered; Use the DSDM Project Manager role, with guidance from the PRINCE2 role definition; Use the DSDM team roles for those working on the creation, procurement and deployment of the product; Use the DSDM lifecycle and products particularly to augment the Managing Product Delivery process, to ensure analysis, design and construction have a prototyping approach. Apply the incremental DSDM approach to implementation; Use DSDM guidance for facilitated workshops and team behaviours; Teach the DSDM culture and techniques to PRINCE2 project management teams, at all levels. 7

8 In Conclusion In a world where speed of delivery is often more important than having 100% of the functionality and where projects have to deliver on time and within budget to take advantage of market opportunity or to comply with legislative requirements, DSDM delivers. In an environment where many organisations are constrained to demonstrate that they are controlling their projects effectively and giving best value for money, PRINCE2 performs. Since both of these needs often run concurrently, the use of PRINCE2 for its control and DSDM for its agility is a powerful combination. References 1. Managing Successful Projects with PRINCE2 The Stationery Office 2. DSDM Version 4.2 Manual (Hyperlinked) 3. Agile Project Management - Jim Highsmith - Addison Wesley 4. Dynamics, Modelling And Control - B A Ogunnaike and W H Ray Process. Oxford University Press. 5. DSDM and PRINCE2 - Perfect Marriage or Strange Bedfellows? Dorothy Tudor Technical Director TCC Ltd - (Research Paper published on 8

DSDM Case Study. An Agile Approach to Software Systems Development for the Highways Agency

DSDM Case Study. An Agile Approach to Software Systems Development for the Highways Agency DSDM Case Study An Agile Approach to Software Systems Development for the Highways Agency Government agencies are constantly striving to develop software systems that support business objectives, deliver

More information

Introduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM

Introduction. Contents. Introducing the DSDM Agile Project Framework. Introducing DSDM Contents Introduction... 2 Introducing the DSDM Agile Project Framework... 2 Introducing DSDM... 2 Introducing Scrum... 3 The DSDM Agile Project Framework for Scrum... 4 Philosophy... 4 Values... 4 Principles...

More information

The profile of your work on an Agile project will be very different. Agile projects have several things in common:

The profile of your work on an Agile project will be very different. Agile projects have several things in common: The Agile Business Analyst IT s all about being Agile? You re working as a Business Analyst in a traditional project environment, specifying the requirements for IT Developers to build. Suddenly everyone

More information

Integrating PRINCE2 and Scrum for successful new product development

Integrating PRINCE2 and Scrum for successful new product development 1 Goal Professional Services Pty Ltd 2 Renewtek Pty Ltd Integrating PRINCE2 and Scrum for successful new product development Rankins G J 1 and Kearns M 2 This paper was presented at the Australian Institute

More information

Selecting a project management methodology

Selecting a project management methodology VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:

More information

Agile Project Management White Paper

Agile Project Management White Paper Agile Project White Paper 2 Agile Project Contents Foreword by Richard Pharro, 3 CEO, APMG-International Introducing Agile Project 4 Relationship with DSDM Atern 5 and Key Differences Comparing Agile Project

More information

Agile Projects 7. Agile Project Management 21

Agile Projects 7. Agile Project Management 21 Contents Contents 1 2 3 Agile Projects 7 Introduction 8 About the Book 9 The Problems 10 The Agile Manifesto 12 Agile Approach 14 The Benefits 16 Project Components 18 Summary 20 Agile Project Management

More information

The style is: a statement or question followed by four options. In each case only one option is correct.

The style is: a statement or question followed by four options. In each case only one option is correct. AGILE FOUNDATION CERTIFICATE SAMPLE FOUNDATION QUESTIONS WITH ANSWERS This document is a set of sample questions, in the style of the Agile Foundation Certificate Examination, which is a 60 question, 1

More information

Agile Project Management Foundation and Practitioner Syllabus Summary

Agile Project Management Foundation and Practitioner Syllabus Summary Agile Project Management Foundation and Practitioner Syllabus Summary This document can be viewed as a comprehensive course outline OR a summary of the full course syllabus. In order to make it easier

More information

Learn Agile Project Management In 60 Minutes Flat! Agile Project Management Overview. Agile Project Management

Learn Agile Project Management In 60 Minutes Flat! Agile Project Management Overview. Agile Project Management Learn Agile Project Management In 60 Minutes Flat! Agile Project Management Overview Agile Project Management Copyright Copyright 2013 by David Geoffrey Litten Cover and internal design David Geoffrey

More information

Understanding Agile Project Management

Understanding Agile Project Management Understanding Agile Project Management Author Melanie Franklin Director Agile Change Management Limited Introduction This is the transcript of a webinar I recently delivered to explain in simple terms

More information

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)

PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value

More information

Agile for Project and Programme Managers

Agile for Project and Programme Managers Agile for Project and Programme Managers Author Melanie Franklin Director Agile Change Management Limited Introduction I am involved in a mixture of assignments for different organisations across Europe

More information

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk

Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC. 22 MARCH 2012 www.pmtoday.co.uk Are waterfall and agile project management techniques mutually exclusive? by Eve Mitchell, PwC 22 MARCH 2012 www.pmtoday.co.uk Projects need to be managed to be successful Change is a ubiquitous feature

More information

PRINCE2:2009 Glossary of Terms (English)

PRINCE2:2009 Glossary of Terms (English) accept (risk response) acceptance acceptance criteria activity agile methods approval approver assumption assurance A risk response to a threat where a conscious and deliberate decision is taken to retain

More information

Introduction... 2 Introducing the DSDM Agile Project Framework (AgilePF)...2 Introducing DSDM...2 Introducing Scrum...3

Introduction... 2 Introducing the DSDM Agile Project Framework (AgilePF)...2 Introducing DSDM...2 Introducing Scrum...3 Contents Introduction... 2 Introducing the DSDM Agile Project Framework (AgilePF)...2 Introducing DSDM...2 Introducing Scrum...3 AgilePF for Scrum... 4 Philosophy...4 Agile Values...4 Principles...5 Variables...8

More information

Agile Project Management: Integrating DSDM Atern into an existing PRINCE2 environment Keith Richards, Director, Keith Richards Consulting

Agile Project Management: Integrating DSDM Atern into an existing PRINCE2 environment Keith Richards, Director, Keith Richards Consulting For Portfolio, Programme, Project, Risk and Service Management Agile Project Management: Integrating DSDM Atern into an existing PRINCE2 environment Keith Richards, Director, Keith Richards Consulting

More information

Understanding Agile Project Management

Understanding Agile Project Management Understanding Agile Project Management Author Melanie Franklin Director Agile Change Management Limited Overview This is the transcript of a webinar I recently delivered to explain in simple terms what

More information

DSDM Linking Agile program management, Agile project management and Agile product delivery management

DSDM Linking Agile program management, Agile project management and Agile product delivery management DSDM Linking Agile program management, Agile project management and Agile product delivery management Dr Islam Choudhury Director DSDM Consortium Associate Professor Kingston University www.dsdm.org Standish

More information

Maturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce

Maturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce Maturity Model March 2006 Version 1.0 P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value Added product which is outside the scope of the HMSO

More information

Agile Programme Management

Agile Programme Management Agile Programme Management Steve Messenger Lead Author, Chairman DSDM Consortium Adrian Hicks Co-Author 28/03/2014-1 Agenda? Why Agile Programme Management? Who has been involved and how did we do it?

More information

DSDM DSDM. CONSORTiUM. CONSORTiUM. AgileBA. The Handbook for Business Analysts. Extract The Requirements Lifecycle In An Agile Project. www.dsdm.

DSDM DSDM. CONSORTiUM. CONSORTiUM. AgileBA. The Handbook for Business Analysts. Extract The Requirements Lifecycle In An Agile Project. www.dsdm. DSDM CONSORTiUM DSDM CONSORTiUM AgileBA The Handbook for Business Analysts Extract The Lifecycle In An Agile Project www.dsdm.org This Extract from AgileBA, The Lifecycle in an Agile Project, is based

More information

Guide to IT Project Management

Guide to IT Project Management Guide to IT Project Management Guidelines to be used in conjunction with the ECU Project Management Policy Guideline Owner: Chief Information Officer Keywords: Project Management, Project Delivery, Project

More information

PROJECT MANAGER POSITION DESCRIPTION

PROJECT MANAGER POSITION DESCRIPTION Position Title: Project Manager Position Number: Faculty/Division: Services & Resources Classification: HE09 No. Direct Reports & Highest Classified Position: N/A School/Branch: Technology Services FTE:

More information

1. What is PRINCE2? Projects In a Controlled Environment. Structured project management method. Generic based on proven principles

1. What is PRINCE2? Projects In a Controlled Environment. Structured project management method. Generic based on proven principles 1. What is PRINCE2? Projects In a Controlled Environment Structured project management method Generic based on proven principles Isolates the management from the specialist 2 1.1. What is a Project? Change

More information

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com

Water-Scrum-Fall Agile Reality for Large Organisations. By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Water-Scrum-Fall Agile Reality for Large Organisations By Manav Mehan Principal Agile consultant Manav.Mehan@tcs.com Interests and Experience Leading Change and Transformation in Large, Complex organisations

More information

Manchester City Council Role Profile. Enterprise Architect, Grade 12

Manchester City Council Role Profile. Enterprise Architect, Grade 12 Key Role Descriptors: Manchester City Council Role Profile Enterprise Architect, Grade 12 ICT Service, Corporate Core Directorate Reports to: Head of Enterprise Architecture Job Family: Technical This

More information

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services

Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Specialist Cloud Services Lot 4 Cloud Printing and Imaging Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4

More information

PMBOK? You Can Have Both! June 10, 2009. Presented by: www.esi-intl.com

PMBOK? You Can Have Both! June 10, 2009. Presented by: www.esi-intl.com Agile or the PMBOK? You Can Have Both! June 10, 2009 Presented by: David M. Sides, Vice President, ESI Consulting Services www.esi-intl.com Agenda June 10, 2009 Pic? Agile Framework Agile Truths & Myths

More information

Agile project management: Integrating DSDM into an existing PRINCE2 environment

Agile project management: Integrating DSDM into an existing PRINCE2 environment Agile project management: Integrating DSDM into an existing PRINCE2 environment Keith Richards, Chief Executive, KRC White Paper January 2013 2 Agile project management: Integrating DSDM into an existing

More information

General Notes Time allowed 1 hour. Answer all 60 multiple choice questions Use the proforma answer sheet provided.

General Notes Time allowed 1 hour. Answer all 60 multiple choice questions Use the proforma answer sheet provided. Introductory Certificate The APM Project Fundamentals Qualification. Examination paper Candidate Number Date Location Examination Paper Sample Paper v1.4 General Notes Time allowed 1 hour. Answer all 60

More information

Human Resources and Organisational Development. Job No. (Office Use)

Human Resources and Organisational Development. Job No. (Office Use) ROLE PROFILE Human Resources and Organisational Development Role Profile Job Title Head of Business and Technical Architecture Job No. (Office Use) F27 Grade (Office Use) Directorate Transformation and

More information

Project Governance A N T I C I P A T I N G A N A U D I T

Project Governance A N T I C I P A T I N G A N A U D I T Project Governance A N T I C I P A T I N G A N A U D I T Public sector Project Management characteristics Multi-million rand projects Often National interest projects Subject to intense scrutiny Uncertainty

More information

Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services

Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services Specialist Cloud Services Lot 4 Cloud EDRM Consultancy Services Page 1 1 Contents 1 Contents... 2 2 Transcend360 Introduction... 3 3 Service overview... 4 3.1 Service introduction... 4 3.2 Service description...

More information

Senior Project Manager

Senior Project Manager Senior Project Manager IT Services Portfolio & Project Management Office Salary Grade 8-40,046 to 45,053 per annum Open Ended Contract Ref: CSE00868 At Leicester we re going places. Ranked in the top-12

More information

Agile and the role of the business analyst

Agile and the role of the business analyst Agile and the role of the business analyst Debbie Paul & Paul Turner www.assistkd.com The history of Agile 1985 Spiral model 1991 RAD 1994 DSDM 1999 XP 2000 Agile Manifesto 2000 - DSDM for all IT projects

More information

Using PRINCE2 and MSP Together

Using PRINCE2 and MSP Together Using PRINCE2 and MSP Together Andy Murray, Director, Outperform White Paper October 2010 2 Using PRINCE2 and MSP Together Contents 1 Purpose of this White Paper 3 2 Project and programme management context

More information

The principles of PRINCE2

The principles of PRINCE2 The principles of PRINCE2 The project management framework known as PRINCE2 is based upon a set of principles. These principles are the bedrock and foundations upon which everything else in the framework

More information

G-Cloud Service Definition. Atos Data Quality Audit SCS

G-Cloud Service Definition. Atos Data Quality Audit SCS G-Cloud Service Definition Atos Data Quality Audit SCS Atos Data Quality Audit SCS As organisations increasingly utilise a hybrid of Legacy and Cloud based technology platforms, it becomes increasingly

More information

Senior Project Manager (Web Content Management)

Senior Project Manager (Web Content Management) Senior Project Manager (Web Content Management) IT Services Portfolio & Project Management Office Salary Grade 8-40,046 to 45,053 per annum Fixed term contract for 2 years (** see below for contract information)

More information

PRINCE2, the PMBOK Guide and ISO 21500:2012. Klas Skogmar. AXELOS.com

PRINCE2, the PMBOK Guide and ISO 21500:2012. Klas Skogmar. AXELOS.com PRINCE2, the PMBOK Guide and ISO 21500:2012 Klas Skogmar AXELOS.com White Paper September 2015 Contents Introduction 3 Relationships between PRINCE2, the PMBOK Guide and ISO 21500 4 Major differences between

More information

In today s acquisition environment,

In today s acquisition environment, 4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor

More information

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by to:

Contact us: If you have any queries about the APM Competence Framework, please contact us on or by  to: Contact us: If you have any queries about the APM Competence Framework, please contact us on 01844 271681 or by email to: info@apm.org.uk Contents Rating scale 4 1 Ethics, compliance and professionalism

More information

Network Rail Infrastructure Projects Joint Relationship Management Plan

Network Rail Infrastructure Projects Joint Relationship Management Plan Network Rail Infrastructure Projects Joint Relationship Management Plan Project Title Project Number [ ] [ ] Revision: Date: Description: Author [ ] Approved on behalf of Network Rail Approved on behalf

More information

PRINCE2 Agile. PRINCE2 Agile. in partnership with HM Government

PRINCE2 Agile. PRINCE2 Agile. in partnership with HM Government PRINCE2 Agile is an extension module tailored for forward-thinking organizations and individuals who are already benefiting from PRINCE2. It provides them with guidance on how to apply agile methods to

More information

Agile and ITIL And how they integrate. enterprise.bcs.org

Agile and ITIL And how they integrate. enterprise.bcs.org Agile and ITIL And how they integrate enterprise.bcs.org 02 Agile and ITIL And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific

More information

Agile and PRINCE2 And how they integrate. enterprise.bcs.org

Agile and PRINCE2 And how they integrate. enterprise.bcs.org Agile and PRINCE2 And how they integrate enterprise.bcs.org 02 Agile and PRINCE2 And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific

More information

The Software Experts. Software Asset Management Services & Solutions

The Software Experts. Software Asset Management Services & Solutions The Software Experts Software Asset Management Services & Solutions one WORLD CLASS SOFTWARE ASSET MANAGEMENT Make Optimised IT Simple Simplify the management of IT assets and minimise financial, legal

More information

AgilePM (v1.2) Foundation EN exam prep questions v1.0

AgilePM (v1.2) Foundation EN exam prep questions v1.0 AgilePM (v1.2) Foundation EN exam prep questions v1.0 1. Agile is focused on. a) project realization b) benefits delivery c) value delivery d) style of working 2. Agile promotes. a) BDUF - Big Design Up

More information

POSITION DESCRIPTION KEY RESULT AREAS

POSITION DESCRIPTION KEY RESULT AREAS POSITION DESCRIPTION Position Title: Project Manager Date: January 2013 Department: Business Improvement team Position code: Sub department: Position level: D (Professional) Location: Sydney Geographic

More information

Software Development Life Cycle (SDLC)

Software Development Life Cycle (SDLC) Software Development Life Cycle (SDLC) Supriyo Bhattacharjee MOF Capability Maturity Model (CMM) A bench-mark for measuring the maturity of an organization s software process CMM defines 5 levels of process

More information

Agile communities 1/5

Agile communities 1/5 Agile communities 1/5 2003 The Agile Alliance is a nonprofit organization with global membership, committed to advancing Agile development principles and practices (Manifesto of Agile Software Development,

More information

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed

Purpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed Key Learning Points The Swirl Logo is a trade mark of the AXELOS Limited. Is used by the Project Board throughout the project to verify its continued viability:- Is the investment in this project still

More information

DSDM Case Study. Improving Outcomes through Agile Project Management. General Dynamics United Kingdom Limited. D E & S Defence Equipment & Support

DSDM Case Study. Improving Outcomes through Agile Project Management. General Dynamics United Kingdom Limited. D E & S Defence Equipment & Support DSDM Case Study Timothy Fadek/Polaris/eyevine Improving Outcomes through Agile Project Management General Dynamics United Kingdom Limited D E & S Defence Equipment & Support www.dsdm.org TRUSTED TO DELIVER

More information

Agile Project Management: Foundation & Practitioner

Agile Project Management: Foundation & Practitioner Agile Project Management: Foundation & Practitioner CUSTOM TRAINING SOLUTIONS THAT WORK FOR YOUR BUSINESS Agile Project Management Course Objectives Prepare to Pass the APMG Agile Foundation + Practitioner

More information

An Introduction to PRINCE2

An Introduction to PRINCE2 Project Management Methodologies An Introduction to PRINCE2 Why use a Project Methodology and What Does PRINCE2 Enable? PRINCE - PRojects IN Controlled Environments - is a project management method covering

More information

Role Profile. Job No. (Office Use) A79

Role Profile. Job No. (Office Use) A79 Role Profile Job Title Team Leader Service Desk Job No. (Office Use) A79 Band/Band Range- (for career grades) Grade I Directorate Corporate Support Department ICT Division Operational Service Delivery

More information

Practitioner Certificate Software Asset Management Syllabus. Version 2.0

Practitioner Certificate Software Asset Management Syllabus. Version 2.0 Practitioner Certificate Software Asset Management Syllabus Version 2.0 June 2010 Practitioner Certificate in Software Asset Management The ISEB Practitioner Certificate in Software Asset Management (SAM)

More information

Quality assurance in an Agile delivery method

Quality assurance in an Agile delivery method Quality assurance in an Agile delivery method Guy Nelson (Quality Manager, Fidelity International) Barbara Roberts (Accredited DSDM Consultant) April 2006 Agenda The Challenges to Quality Assurance CMMi

More information

CRM Co-Ordinator Role

CRM Co-Ordinator Role Service Area: Team: Grade: 7 Customer Customer Experience Hours of Duty: 36.15 hours per week in accordance with RBH s Worklife Balance Scheme and service requirements. The role may require occasional

More information

Agile user-centred design

Agile user-centred design Agile user-centred design Marc McNeill Thoughtworks, 9th Floor Berkshire House 168-173 High Holborn London, WC1V 7AA Agile methods are becoming increasingly common in application design, with their collaborative

More information

ISS NICF COURSES: PROJECT MANAGEMENT

ISS NICF COURSES: PROJECT MANAGEMENT ISS NICF COURSES: PROJECT MANAGEMENT Designed for: Programme Managers/Directors IT and User Project Managers/Directors Project /Team Leads & Team Members Portfolio/Programme/ Project Office Members Project

More information

Document management concerns the whole board. Implementing document management - recommended practices and lessons learned

Document management concerns the whole board. Implementing document management - recommended practices and lessons learned Document management concerns the whole board Implementing document management - recommended practices and lessons learned Contents Introduction 03 Introducing a document management solution 04 where one

More information

{Add company name} {Add geographical location} {Add/edit as required} Programme manager. {Add local information}

{Add company name} {Add geographical location} {Add/edit as required} Programme manager. {Add local information} Job Description Portfolio or Programme Manager Organisation: Location: Reports to: Supervises: Working conditions: Last updated: {Add company name} {Add geographical location} {Add/edit as required} Programme

More information

What is Agile Software Development?

What is Agile Software Development? What is Agile Software Development? Introduction What is agile software development, and what changes does it require of a tester? How does a tester become more effective in an agile environment? This

More information

Agile with PRINCE2. White Paper. IndigoBlue

Agile with PRINCE2. White Paper. IndigoBlue White Paper IndigoBlue IndigoBlue Winner of Agile Consultancy of the Year 2011/12, IndigoBlue is one of the leading consultancies in the UK focused on Agile processes for strategic consultancy, and programme

More information

Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide

Comparing the Differences and Complementary features of PRINCE2 and the PMI PMBOK Guide Comparing the Differences and Complementary features of PRINCE2 and the Guide PRINCE2 is the UK Government s structured project management method. PMI stands for the Project Management Institute producing

More information

Business Process Approval Workflow Manager. Services Definition Document

Business Process Approval Workflow Manager. Services Definition Document Business Process Approval Workflow Manager Services Definition Document Introducing CoreStream CoreStream is a UK based provider of technology solutions focused on helping organisations manage risk, satisfy

More information

IndigoBlue Governance Framework

IndigoBlue Governance Framework Overview IndigoBlue IndigoBlue Winner of Agile Consultancy of the Year 2011/12, IndigoBlue is one of the leading consultancies in the UK focused on Agile processes for strategic consultancy, and programme

More information

Change and project management

Change and project management Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,

More information

Agile Project Management. Jan Pool NioCAD University of Stellenbosch 16 April 2008

Agile Project Management. Jan Pool NioCAD University of Stellenbosch 16 April 2008 Agile Project Management Jan Pool NioCAD University of Stellenbosch 16 April 2008 Introduction Objective: Introduce a general Agile Project Management framework. Target Audience: Product, program and project

More information

7.11a: Quality in Project Management: PRINCE2 and ISO 9000

7.11a: Quality in Project Management: PRINCE2 and ISO 9000 7.11a: Quality in Project Management: PRINCE2 and ISO 9000 An overview of the PRINCE2 Method (PRINCE2 is a Trade Mark of the Office of Government Commerce) by Peter Whitelaw, Rational Management Pty Ltd,

More information

Introduction When Lifecycle People Products Management Development Tailoring Other. 2002-2008 DSDM Consortium. DSDM Public Version 4.

Introduction When Lifecycle People Products Management Development Tailoring Other. 2002-2008 DSDM Consortium. DSDM Public Version 4. DSDM Public Version 4.2 Manual Introduction When Lifecycle People Products Management Development Tailoring Other 2002-2008 DSDM Consortium http://www.dsdm.org/version4/2/public/default.asp [12-1-2008

More information

Agile Project Management and Scrum. Andrew Craddock

Agile Project Management and Scrum. Andrew Craddock Agile Project Management and Scrum Andrew Craddock Welcome! Andrew Craddock Agile Consultant specialising in Agile Transformation Certified DSDM Advanced Practitioner, Trainer and Coach Certified Scrum

More information

Project Management Standards: A Review of Certifications/Certificates

Project Management Standards: A Review of Certifications/Certificates Project Standards: A Review of Certifications/Certificates Standards for Project Supporting Certification and Certificates Certificate Certification The Project Body of Knowledge PMBOK Guide Projects in

More information

CS435: Introduction to Software Engineering! " Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman

CS435: Introduction to Software Engineering!  Software Engineering: A Practitioner s Approach, 7/e  by Roger S. Pressman CS435: Introduction to Software Engineering! " " " " " " " "Dr. M. Zhu! Chapter 3! Agile Development! Slide Set to accompany Software Engineering: A Practitioner s Approach, 7/e " by Roger S. Pressman

More information

The DSDM Agile Project Framework for Scrum

The DSDM Agile Project Framework for Scrum The DSDM Agile Project Framework for Scrum www.nlightentraining.com Andrew Craddock! Partner at nlighten www.nlightentraining.com! Specialist in Agile Transformation and Training! Technical Director of

More information

Pathways to Digital Growth

Pathways to Digital Growth Pathways to Digital Growth Course Outlines IT Service Management This course will help individuals understand the disciplines and processes that help service management staff to deliver and support quality

More information

Location including building: University wide (Lansdowne Campus/Talbot Campus)

Location including building: University wide (Lansdowne Campus/Talbot Campus) Job Description Post/Job Title: Principal Test Analyst Post holder: Ref: School/Support Service: Group/Section: ITS62 IT Services IT Test Team - Governance Location including building: University wide

More information

Derbyshire Trading Standards Service Quality Manual

Derbyshire Trading Standards Service Quality Manual Derbyshire Trading Standards Service Quality Manual This Quality Manual has been developed to give a broad outline of how the Trading Standards Division s range of services comply with the requirements

More information

TenStep Project Management Process Summary

TenStep Project Management Process Summary TenStep Project Management Process Summary Project management refers to the definition and planning, and then the subsequent management, control, and conclusion of a project. It is important to recognize

More information

IPL Service Definition - Project Management, Programme Management and Governance

IPL Service Definition - Project Management, Programme Management and Governance IPL Proposal IPL Service Definition - Project Management, Programme Management and Governance Project: Date: 16th Dec 2014 Issue Number: Issue 1 Customer: Crown Commercial Service Page 1 of 8 IPL Information

More information

EX0-002.ActualTest-AntiEgyptCoup

EX0-002.ActualTest-AntiEgyptCoup EX0-002.ActualTest-AntiEgyptCoup Passing Score: 800 Time Limit: 120 min File Version: 1.0 http://www.gratisexam.com/ Exin EX0-002 PRINCE2 FoundationExam Version: 4.0 Exin EX0-002 Exam http://en.wikipedia.org/wiki/august_2013_rabaa_massacre

More information

I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014

I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014 I m an Alien... A Business Analyst in an Agile World Dorothy Tudor - TCC ABC 2014 Dot Tudor TCC Technical Director Accredited Agile Coach, Scrum CSM, CSPO, CSP Scaled Agile (SAFe) Program Consultant DSDM

More information

Skills Framework Light. AXELOS.com. Sept 2015 PUBLIC

Skills Framework Light. AXELOS.com. Sept 2015 PUBLIC Skills Framework Light AXELOS.com Sept 2015 2 Skills Framework Light Contents 1 INTRODUCTION 3 1.1 SOURCES FOR THE SKILLS FRAMEWORK 3 1.2 STRUCTURE OF THE SKILLS FRAMEWORK 3 2 SKILL DEFINITIONS 4 2.1 SKILLS

More information

Agile Training and Certification Options. David Hicks

Agile Training and Certification Options. David Hicks Agile Training and Certification Options David Hicks Agile Business Conference London 2011 David Hicks RADTAC Founder & Director Specialist in Lean and Agile since 1998 Agile Alliance Founder Member in

More information

Guide to Integrated Strategic Asset Management

Guide to Integrated Strategic Asset Management Guide to Integrated Strategic Asset Management Issue date: 14 November 2011 Acknowledgements This guide is based on the Australasian Procurement and Construction Council Inc. s (APCC) publication, Asset

More information

How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC. Abstract. About PRINCE2

How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC. Abstract. About PRINCE2 How PRINCE2 Can Complement PMBOK and Your PMP Jay M. Siegelaub Impact Strategies LLC Abstract PMBOK is the recognized (de facto) standard of project management knowledge. In the UK and Europe, PRINCE2

More information

IPDS. Green Book Employees. An Integrated Performance Management, Pay and Grading System. Technical 2. Making West Midlands Safer. www.wmfs.

IPDS. Green Book Employees. An Integrated Performance Management, Pay and Grading System. Technical 2. Making West Midlands Safer. www.wmfs. An Integrated Performance Management, Pay and Grading System Technical 2 Making West Midlands Safer Prevention Protection Response www.wmfs.net Role Profile Role Title Technical 2 Role Ref T2 Overall Purpose

More information

ITIL Service Lifecycles and the Project Manager

ITIL Service Lifecycles and the Project Manager 1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction

More information

www.apmg-international.com

www.apmg-international.com www.apmg-international.com APMG-International Webinar Agile Project Management Wednesday 15 September, 2011 www.apmg-international.com Welcome & Agenda Welcome & introduction Ronn Faigen, General Manager,

More information

Agile Project Management: Going Beyond Software Development

Agile Project Management: Going Beyond Software Development Discussion Agile Project Management: Going Beyond Software Development Location: Tysons Corner, VA Date: July 28, 2009 1 Table Of Contents Case Study Agile Overview Current trends Using Agile practices

More information

LONDON BOROUGH OF MERTON CORPORATE SERVICES DEPARTMENT JOB DESCRIPTION

LONDON BOROUGH OF MERTON CORPORATE SERVICES DEPARTMENT JOB DESCRIPTION LONDON BOROUGH OF MERTON CORPORATE SERVICES DEPARTMENT JOB DESCRIPTION POST TITLE: Project Manager New Financial System Grade: MGB Department: Resources Location: LB Merton Responsible to: Head of Business

More information

Software Life Cycle. Main issues: Discussion of different life cycle models Maintenance or evolution

Software Life Cycle. Main issues: Discussion of different life cycle models Maintenance or evolution Software Life Cycle Main issues: Discussion of different life cycle models Maintenance or evolution Not this life cycle SE, Software Lifecycle, Hans van Vliet, 2008 2 Introduction software development

More information

quality, health & safety and environment training and consulting

quality, health & safety and environment training and consulting quality, health & safety and environment training and consulting QUALMS Group QHSE Training & Consulting is a leading business services provider of applied; Quality, Food Safety, Occupational Health &

More information

White Paper. PPP Governance

White Paper. PPP Governance PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting

More information

Agile Project Management Syllabus

Agile Project Management Syllabus Agile Project Management Syllabus May 2011 Version 1.3 (Status Live) Page 0 Owner : The APM Group Limited 1 Purpose The purpose of this document is to define the syllabus for the Agile Project Management

More information

Job Description. Head of Supply Chain Development. AD Supply Chain Management. Supply Chain Development Hub

Job Description. Head of Supply Chain Development. AD Supply Chain Management. Supply Chain Development Hub Job Description Job Title: Post Number(s) Department: Section: Reports to: Head of Supply Chain Development Grade: HMG2 Supply Chain Management Supply Chain Development Hub AD Supply Chain Management PURPOSE

More information

Project Management Agile Experience Report

Project Management Agile Experience Report I have found that the introduction of any formal methodology worries Management and gives Engineers nightmares about endless amounts of paperwork. For these businesses, what should an effective lightweight

More information

BCS Foundation Certificate in Agile Syllabus

BCS Foundation Certificate in Agile Syllabus BCS Foundation Certificate in Agile Syllabus Version 1.5 March 2015 Change History Any changes made to the syllabus shall be clearly documented with a change history log. This shall include the latest

More information