1. Agile Project Management and Scrum
Andrew Craddock
Managing Partner at nlighten
Agile Consultant, Trainer, Coach/Mentor
Certified Scrum Master since 2002 (trained by Scrum co-creator Ken Schwaber)
Co-author of the AgilePM handbook 
 Author of the AgilePM and Scrum pocket book
© 2019 nlighten Agile Services Ltd

2. Why Agile? Improved Product Quality Improved Project Performance
Better fit with business need
Fewer defects
Improved Project Performance
Quicker time to market
Reduced cost
Better productivity
A business more responsive to Market and other pressures
© 2019 nlighten Agile Services Ltd

3. Challenges Governance Tradition Rules and Regulations
Investment and Return
Tradition
Custom and Practice
Time
Cost
Quality
Feature Scope
© 2019 nlighten Agile Services Ltd

4. Challenges Governance Tradition Rules and Regulations
Investment and Return
Tradition
Custom and Practice
Organisation
Time
Cost
Quality
Feature Scope
© 2019 nlighten Agile Services Ltd

5. Agile Methods & Methodology
Many Methods
All with their own strengths
And their own weaknesses
Scrum
Most widely used globally
Excellent team focus
Limitations with regards to:
Project context
Scaling
Governance
AgilePM
Still growing in popularity globally
Strong where Scrum is limited
One size will not fit all
All organisations are different
All projects are different
But method ‘alchemy’ is not easy
Alchemy
© 2019 nlighten Agile Services Ltd

6. AgilePM and Scrum Programme/Portfolio Project Management
Product Development
Technical Practices
© 2019 nlighten Agile Services Ltd

7. Anchored to the same Values
DSDM Agile Project Framework - Practitioner Training
Anchored to the same Values
Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and Interactions over Processes and Tools
Working Software over Comprehensive Documentation
Customer Collaboration over Contract Negotiation
Responding to Change over Following a Plan
That is; while there is value to the items on the right we value the items on the left more.
Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
Solution
Solutions
NON-CORE
Run through each of the values
Draw attention to the “That is…” statement – it often get conveniently forgotten by misguided Agile zealots
Arie van Bennekum represented the International DSDM Consortium at the workshop that wrote the manifesto
© 2019 nlighten Agile Services Ltd
© 2014 nlighten Agile Services Ltd

8. Scrum
Scrum
Sprint
Sprint
Planning
Review
Retro-
spective
Simple, effective, elegant – great for Agile Product Delivery
The approach most often used for Agile development world-wide
But completely lacks a project context
© 2019 nlighten Agile Services Ltd

9. AgilePM DSDM’s Agile Project Management Framework
Full project lifecycle
From idea to benefits evaluation
Covers product delivery too
But Scrum does it better
© 2019 nlighten Agile Services Ltd

10. Why not take the best of both?
© 2019 nlighten Agile Services Ltd

11. Why not take the best of both?
Combined Approach:
Centred on Scrum
Agile Teams building Solutions
Augmented by AgilePM
Project Focus
Governance ‘hooks’
Portfolio Management ‘hooks’
© 2019 nlighten Agile Services Ltd

12. Firm Foundations from AgilePM
DSDM Agile Project Framework - Practitioner Training
Firm Foundations from AgilePM
Business Foundations
Business vision established to guide the project
Business case to provide the business drive
High level requirements baselined to define scope
Prioritised to ensure focus on value
Solution Foundations
High level design understood and agreed for:
Target business processes and organisation
Target systems / technical infrastructure
Standards and review practices understood and agreed for:
Technical implementation (focused on supportability/maintainability)
Quality and compliance (internal and regulatory where applicable)
Management Foundations
Appropriate governance and organisation for the project in place
Project lifecycle approach defined and agreed
Approach to demonstrating and communicating progress agreed
High-level schedule for development and deployment baselined
Risk management practices established and active
© 2019 nlighten Agile Services Ltd
© 2014 nlighten Agile Services Ltd

13. Two sets of roles Each with a distinct: Focus Style Language
© 2019 nlighten Agile Services Ltd

14. Easily Integrated Centred on Scrum Augmented by AgilePM
Scrum Team Roles
Product Owner
Scrum Master
Development Team
‘straight out of the box’
Augmented by AgilePM
AgilePM Roles
Corporate/Executive focus
Project Management
Direction
Governance/Compliance
© 2019 nlighten Agile Services Ltd

15. Key AgilePM Roles
Responsible for Business Case and project budget throughout
Senior project-level business role held by a single individual
Provides Product Owner with strategic business direction
Ensures over-all solution will enable business benefits to be achieved
The project’s technical authority. Ensures:
Project is technically coherent and meets desired technical standards
Advises on technical decisions and innovation
Subject matter experts
Provide specific / specialist input into solution development and testing
May provide legal / regulatory advice with which solution must comply
© 2019 nlighten Agile Services Ltd

16. Product Owner Relationships
Product Owner retains Scrum responsibilities for:
Providing exclusive direction to the Development Team
Optimising the value of development work
AgilePM elements help:
Anchor Product Owner role in the business/corporate context
Ensure governing roles and domain specialists have a Scrum-compliant way to influence development
© 2019 nlighten Agile Services Ltd

17. Project Governance? Project Governance Business Ownership
Project Steering
Potential approval points G G G G G
© 2019 nlighten Agile Services Ltd

18. New/Modified Events Featuring: New Project Planning event to help:
Refine the Product Backlog to:
Reflect current business priorities
Accommodate wider feedback
Influence backlog priorities to:
Coordinate cross-team delivery
Proactively manage dependencies
Two phase sprint
Product Refinement
Sprint Consolidation
Consolidation Scrum
Predicting delivery
Planning consolidation
© 2019 nlighten Agile Services Ltd

19. Discretionary Documentation
Prototypes
Supporting
Materials
Business Case G G
Terms of Reference
Benefits
Assessment
Product Backlog
Models
Evolving
Product
Deployed
Product
Solution Architecture
Definition
Testing &
Assurance
Development Approach
Definition
Documents used where they have real value
Project Management
Project Governance
Compliance
Product
Increment
Delivery Plan G
Sprint
Goal
Sprint
Backlog
Sprint
Review
Management Approach Definition G G G
Feasibility Assessment
Foundations
Summary
Project
Review
© 2019 nlighten Agile Services Ltd

20. Other AgilePM ‘features’
On-time, On-budget delivery
The unique focus of AgilePM (and other DSDM-inspired methods) on the guarantee of ‘on-time, on-budget, to-quality’ delivery can be adopted in the combined AgilePM/Scrum framework if desired
Simply apply MoSCoW prioritisation to your Product and Sprint Backlogs.
© 2019 nlighten Agile Services Ltd

21. Thank you Andrew.Craddock@nlighten.co.uk www.nlighten.co.uk
In partnership with APMG
please visit us on stand 114
© 2019 nlighten Agile Services Ltd