Agile project management running prince2 projects with dsdm atern ebook download

 
    Contents
  1. PRINCE2® - Project Management
  2. Introduction to CiCS Agile Projects - PDF
  3. [PDF Download] PRINCE2 Agile [Download] Full Ebook
  4. Introduction to CiCS Agile Projects

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Agile Project Management Running Prince2 Projects With Dsdm Atern Ebook Download

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Selecting a culturally responsive project management strategy. Technovation — A theoretical framework for aligning project management with business strategy. Project Management Journal 37 3 : 98— Google Scholar Mintzberg H. Crafting strategy. Harvard Business Review July—August 65 3 : 66— California Management Review 30 1 : 11— Google Scholar Montgomery C.

Putting leadership back into strategy. Harvard Business Review January 86 1 : 54— The Management of Projects Thomas. Telford: London. The Ir relevance of project management. IPMA: Zurich. Exploring the role of formal bodies of knowledge in defining a profession — the case of project management.

The Anatomy of Major Projects. Translating Corporate Strategy into Project Strategy.

PRINCE2® - Project Management

The role of project management in achieving project success. International Journal of Project Management 14 2 : 81— Google Scholar OGC. The Stationery Office: Norwich. Management of Risk: Guidance for Practitioners. The Stationery Office: London. Managing Successful Programmes.

Google Scholar Porter M. Google Scholar Prahalad C. Corporate governance or corporate value added? Journal of Applied Corporate Finance 6 4 : 40— Google Scholar Prasad B. Concurrent Engineering Fundamentals. I and II. Prentice Hall: New York. Google Scholar Project Management Institute. The Standard for Program Management. The Standard for Portfolio Management.

Palgrave Macmillan: Basingstoke.

Introduction to CiCS Agile Projects - PDF

Google Scholar Reiss G et al. The Gower Handbook of Programme Management. Gower: Aldershot. Google Scholar Richards K. Google Scholar Sense A. Conceptions of learning and managing the flow of knowledge in the project-based environment.

International Journal of Managing Projects in Business 1 1 : 33— Mapping the dimensions of project success. Project Management Journal — Google Scholar Simister S. Managing value.

Value Methodology Standard. Google Scholar Srivannaboon S.

Linking project management with business strategy. Project Management Journal 37 5 : 88— The process of translating business strategy in project actions. Innovations: Project Management Research Google Scholar Standish.

Accessed April Systems Engineering: Coping with Complexity. Prentice Hall: Hemel Hempstead.

[PDF Download] PRINCE2 Agile [Download] Full Ebook

Google Scholar Thiry M. Program management: a strategic decision management process. In: Morris P and Pinto J eds. Value management. Google Scholar Thomke S. Experimentation Matters. Crafting and Implementing Strategy. Irwin: Chicago. There s no point carrying on if this isn t done. So if you were making a car the engine would be a Must have. Should have means it s necessary for this to be a decent result.

You ll not be happy without it, but the result won t be completely useless without it. So for a car that might be the glass in the windows. Could have means it s useful but you could live without it like audio or air conditioning in our car. Won t have means it s relevant and might be a good idea but it s out of scope for this project.

Once the requirements are agreed the developers not necessarily all technical do an estimate of how long each will take.

There are techniques to help with this, but inevitably the estimates will be very approximate early on in the project and become more accurate as the requirements are fleshed out and experience is gained.

Introduction to CiCS Agile Projects

That is because the more Must haves and fewer Could Haves there are, the less contingency there is and the less flexibility the Solution Development Team have. NB The PRL is not set in stone, and in particular the priority levels may well change through the project.

People Everything done by and produced by a project is agreed and 'owned' by the Project Board and working groups. The Project Manager doesn't 'own' the project they are one of the team, there to co ordinate the project and make sure it is run properly. So if you're worried about something, say so it's your project. This is the classic diagram for an Agile project structure.

The term Business refers to whoever is wanting and using what the project is producing typically academic and other professional services departments One Project level role which is new is the Business Visionary. They own the vision for the project and the wider implications of any business change. They will be a key person for communicating outside the project, and an important contributor to the Prioritised Requirements List. The Solution Development Team The team is typically 5 9 people.

The Team Leader is a facilitator role, it s not a command and control management function. The team works closely together on analysing and coming up with solutions to meet the requirements which they ve been given see Timeboxes below.

It s essential that the Business Ambassador is a member of the team, usually with daily contact and sometimes working for periods alongside the technical developers.

Committing time Both the technical and business sides need to commit time to the project more of a time commitment from the business side than we have perhaps been used to. But the benefit is that we end up with a solution that really 2 3 works and meets the real world needs which the project was set up to address.

It s an excellent investment, and is essential for a successful project. The Project Board takes stock and decides if they are happy to embark on the next stage. Feasibility stage This is the first stage of the project, when interested parties are brought together by the new Project Manager to consider the shape of the project, who should be involved, what the core aims are and how practicable it all is.

They will start with the approved Project Proposal and if they are lucky this may just need fleshing out. But it s important to challenge the assumptions and think laterally about the issues which the project is trying to address. The Project Board is set up, representing the key interest groups, and they agree the Project Definition or possibly recommend that the project does not go ahead as it is impracticable or not what is needed. Products: At the end of Feasibility the Project Definition has been defined, including the high level Prioritised Requirements List, a detailed plan for the next stage Foundations , and a high level plan for later stages.

Foundations stage This where the how we are going to do it is discussed and agreed by the Board and the Solution Development Team. This includes fleshing out the Prioritised Requirements List, so you might end up with perhaps detailed user stories instead of say ten high level ones in the Project Definition. Frame the programme or project. Understand the rationale behind the project or programme and the objectives to be achieved.

Gather information. What are the expectations from the MoV study, who do we need on the MoV team, who are the stakeholders, what are their needs?

Analyze information. Enrich the gathered information, use techniques like FAST see below to understand the purpose and analyze alternative ways of performing or delivering the functions. Process information. The MoV team will use the information to explore alternatives and create innovative and value-adding proposals. This could also mean that specific functions that are not needed will be eliminated compare the MoSCoW principle in an Agile approach.

Evaluate and select. Here we balance the variables stakeholder needs, required resources, benefits at affordable costs to maximize the value.

Develop value-improving proposals. Implement and share outputs. Develop the plan, implement, monitor progress and gather lessons learned and share.

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