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Prince2 Agile Foundation > Blending Prince2 and Agile > Flashcards

Blending Prince2 and Agile Flashcards

1
Q

What does Prince2 regard Agile as?

A

A family of behaviours, concepts, frameworks and techniques

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2
Q

What is a timebox?

A

• A finite period time to achieve a goal or objective
• Deadline cannot be moved
• Scope reduced if necessary by dropping lower priority items

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3
Q

What two prioritisation methods are mentioned?

A

• MoSCoW - Must have, Should have, Could have, Wont have
• Ordinal Numbering (1, 2, 3, 4)

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4
Q

Can people work overtime in Agile?

A
  • No, leads to burn out & stress
  • Could run out of money
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5
Q

How would a scrum delivery team fill a timebox?

A
  • Break vision down into EPICS
  • Break EPICS down into user stories
  • Select an appropriate amount and prioritise
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6
Q

Summarise the prioritisation process of Moscow?

A

• Must have: Essential features (eg. Safety & compliance Features)
• Should have: Critical features removed as a last resort (Key features but alternatives available.
• Could have: Can be dropped without significant impact (usually extra features with large returns)
• Won’t have: Features not planned.

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7
Q

What is an Iterative Development Cycle?

A

• Starts with a conversation with the customer and ends in customer approval/failure for each user story
1. Thoughts
2. Action (Build and Test)
3. Conversation

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8
Q

What can a team do in a timebox/sprint if the Iterative development cycle will be delayed?

A

• Cannot extend time, money or resources
• Turn a “Could have” requirement equal to the time of delay into a “Won’t have” requirement
(De-scope)

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9
Q

Who can de-scope requirement?

A

• Development team empowered to de-scope “could haves”
• “ DT could have authorisation for Should haves if defined in the Stage Plan
• PM would find out in daily meetings

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10
Q

Summarise the prioritisation method of Ordinal Numbering

A

• Numerical value of requirements
• Subjective values

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11
Q

Summarise Burn Charts?

A
  1. Burn-Down (Assume amount of effort in timebox is constant. Effort remaining over time during progress) - shows work remaining
  2. Burn-Up (Anticipates variable amount of effort - de-scoping or adding of requirements. Effort over time) - Shows work completed
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12
Q

What does Prince 2 & Agile focus on?

A
  • Prince2 focuses on direction & management
  • Agile is delivery-focused
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13
Q

What does Prince2 Agile Comprise of?

A

Prince2 (7 Principles, Processes & themes)

Agile (Agile behaviours, focus areas, techniques, concepts & frameworks)

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14
Q

What are the 8 Guidance Points?

A
  1. Prince2 is enabled for Agile
  2. P2 suitable for all projects, contrasted to Agile
  3. P2 Agile is for all projects
  4. IT only frameworks/techniques mentioned in P2 Agile
  5. More to Agile than Scrum
  6. Scrum & Kanban commonly used. But not suitable for managing a project in isolation.
  7. Agile refers to a family of behaviours, concepts, frameworks and techniques
  8. Using Agile is not a yes or no. But how much
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15
Q

What variables are seen to be most important in Waterfall compared to Agile?

A

• Waterfall: Time and cost
• Agile: Scope and quality

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16
Q

Summarise the Iron Hexagon Fix and Flex

A

• Fixed - Time and Cost
• May Flex - Benefits and Risk
• Flexible - Quality and Scope

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17
Q

What is tolerance guidance for Time and Cost?

A

Zero tolerance for extra

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18
Q

Summarise the tolerance guidance of Quality

A

• Not all acceptance & quality criteria are of equal importance - Can Be Prioritised
• Project Product Description:
- Zero tolerance for essential quality expectations & acceptance criteria
- Tolerance for desirable ones

• Product Description:
- Zero tolerance for essential quality criteria
- Tolerance for desirable quality criteria

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19
Q

Summarise the tolerance guidance for scope?

A

• Project aims can be prioritised (F&F)
• Zero tolerance for essential products
• Tolerance for desired ones

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20
Q

Summarise the tolerance guidance for risk.

A

• Risk tolerance defined by needs of PB & PM. it depends on the situation

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21
Q

Summarise the tolerance guidance for Benefits

A

• Zero tolerance for the minimum viability in the business case. Otherwise no continued business justification.

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22
Q

In Agile what are “The 5 Targets” in regards to fix and flex?

A

• Represent the rationale behind the iron hexagon and fix&flex concept

  1. Be on time and hit deadlines
  2. Protect the level of quality
  3. Embrace Change
  4. Keep Teams Stable
  5. Accept that the customer doesn’t need everything
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23
Q

In regards to Agile Targets, what are the reasons for being on time and hitting deadlines?

A

Early realisation of benefits
Helps with planning
Gives confidence
Maybe no choice
Reduce likelihood of cost overruns
Improves reputation

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24
Q

In regards to Agile Targets, what are the reasons for protecting the level of quality?

A

Ensure appropriate quality for desired outcomes

Quality adversely affected by reduced testing, incomplete documentation, suboptimal design, lack of appropriate training & non-compliance with standards

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25
Q

In regards to Agile Targets, what are the reasons for embracing change?

A

It’s inevitable
More accurate product liklihood
Can be handled by flexing deliverables

26
Q

In regards to Agile Targets, what are the reasons for keeping teams stable?

A

Agile favours self-organising teams and informal communication

Changing members in short term can be detrimental

Time spent bringing members up to to speed

No. of communication lines in team grows exponentially

Opportunity cost incurred by the areas providing the new people

Team dynamics change and need to be re-established

27
Q

In regards to Agile Targets, what are the reasons for accepting that the customer doesn’t need everything?

A

If compromise is necessary P2Agjle believes the FEATURES of the product are the best to compromise on.
- Frequently, not everything is defined at the start must be delivered
- Many functions/features never used
- Delivering fewer features helps with deadlines
- Delivers what the customer really wants more quickly
- Protects level of quality

28
Q

Summarise the application of Prince2 Principles with Agile

A

P2 - Agile Behaviour

• Continued Business Justification - Establishing customer value and providing minimum viable product.
Lean Start-Up and its testing for CBJ

• Learn from experience - Retrospectives, short feedback loops, and “inspect & adapt”

• Defined roles and responsibilities - Blending P2 roles and Agile roles. Scrum team or other Agile Roles

• Manage by stages - Timeboxes, releases & sprints, shorter stages to support innovation

• Manage by Exception - Tolerances empower people

• Focus on products - Prioritisation of products and quality criteria (Must have, Could have, Should have)

• Tailor to suit the project - Agile assessments with the agilometer

29
Q

Outline the Prince2 Agile behaviours

A

Transparency: Openness & visibility but also trust, integrity and respect

Collaboration: Internal (team) and external (customers) leading to shared ownership understanding

Rich communication: Face to face in preference to words alone

Self-organisation: Trust the people closest to the work, to know best

Exploration: Frequent iterations and rapid feedback loops allow learning (experiments & spikes)

30
Q

Agile and Prince2 themes. Explain tailoring the Business Case Theme.

A

• No changes required. But…..
- Require more info on: Best case, worst case & expected
- Demonstrate to customer the benefits via frequent release
- Explicit definition of MVP.

• Implications of incremental delivery (showing value to customer accrued through timeboxes/sprints, increments and achieving definition of done)
• Early benefit and early cost
• Where high uncertainty develop the business case quickly (Don’t want to spend too much time perfecting Business Case in the starting/Initiating stage as delivery team isn’t doing anything - earlier delivery the quicker they can say if product is achievable)
• Plan to test assumptions quickly (Constant early testing)

31
Q

Agile and Prince2 themes. Explain tailoring the Organisation Theme.

A

• No changes required but additional delivery roles maybe needed
• Considerations needed:
- TM Role (absorbed into PM as scrum team is self-organised)
- Common Agile Roles: Product Owner, Scrum Master, Agile Coach & Business Ambassador
- Senior user role (Super Prod Owner
- Scrum Master (Liaising with PM)

• Management by Exception to enable Self-organisation

32
Q

In Prince2 Agile Delivery Roles, describe the role of a “Customer Subject Matter Expert”.

A

• SME
• In the delivery team
• Representing customer stakeholders (ensuring product requirement undertanding)

Responsibilties:
- Appropriate/timely decisions on behalf of the customer
- Define requirements of the customer
- Ensure detailed requirements match with requirements agreed by SU.
- Requirement prioritisation
- Collaborate/communicate with other customer representatives

Competency: Open-minded, facilitative, detail orientated, respected, decisive & empowered

33
Q

In Prince2 Agile Delivery Roles, describe the role of a “Customer Representative”

A

• Partially assigned to delivery team or SU
• Consultative Role providing detailed project information where needed

Responsibilities:
- Define specialised requirements
- Highlight impacted areas
- Work with SMEs
- Support by project product reviewing

Competencies:
• Certain expertise, empowered, decisive & collaborative

34
Q

In Prince2 Agile Delivery Roles, describe the role of a “Supplier Subject Matter Expert”

A

• Assigned to delivery team
• Provides technical skills to build and quality check
• Work with Customer SME

Responsibilities:
- Creating specialist products
- Aware of product evolution
- Technical assurance
- Liaise with customer for requirement understanding & alternatives possible
- Ensuring organisational/project standards

Competency:
• Multi-skilled, customer-focused, creative & technically excellent.

35
Q

In Prince2 Agile Delivery Roles, describe the role of a Supplier Representative

A

• Partially assigned to delivery team or Senior Supplier
• Contribute, ir be consulted about technical information

Responsibilities:
- Technical guidance
- Communicating Technical standards/compliance
- Highlighting impacted areas from a Technical view

Competences:
• Technically excellent, proactive & inquisitive.

36
Q

In Prince2 Agile Delivery Roles, describe the role of the “Delivery Team Quality Assurance”

A

• Checking product is fit for purpose from a customer/supplier perspective
• Engaging Customer/Supplier SMEs in an Iterative style

Responsibilities:
- Ensuring quality criteria has been met
- Engaging other stakeholders (customer/supplier) for overall checks

Competencies:
• Excellent in quality assurance, thorough, approachable, pragmatic & independent

37
Q

In Agile, what is a “Working Agreement”

A
  • Team Roles about how they should work together
  • Workshops
  • Observed by PM
  • Reviewable
38
Q

Agile and Prince2 themes. Explain tailoring the Quality Theme.

A

• Ensure stakeholders appreciate difference between scope & quality
(A reduction in scope is not a reduction in quality!)
• Protect fit for purpose by:
- Prioritising acceptance/quality criteria
- Defining quality tolerances
- Differentiating between functional & non-functional requirements

• Use agile concepts to help clarify quality criteria
• Definitions of Ready & Done
• Consider frequency of quality checking impacts on project planning and running.

39
Q

In regards to the Quality Theme what are the differences between functional and non-functional requirements?

A

Functional - What it needs to do
Non-functional - How (Speed etc)

40
Q

Agile and Prince2 themes. Explain Tailoring the Plans Theme.

A

• None but agile techniques and approaches exist (Often informal and low tech: eg. Sprint Planning, Backlog)

• Agile looks at how much (or value) can be delivered in a fixed time frame (Releases, sprints, burn charts)

• Gantt charts & formal milestones demonstrate work volume duration (useful at higher levels)

• Synchronise high level plans and low level backlogs

41
Q

Agile and Prince2 themes. Explain tailoring the Risk Theme.

A

• Agile techniques address familiar risks (avoid too much detail at start, daily stand ups, frequent delivery of products, frequent demos, customer interaction & self-managed teams)

• Agile creates risks: Challenges of continual customer engagement

• Processes that support risk management do not need to be bureaucratic:
- Appropriate formality for project

42
Q

Agile and Prince2 themes. Explain tailoring Change Theme.

A

• Both P2 & Agile see change as inevitable
- Allowing control of significant change
- Enable responsive change (empowerment & MoSCoW)

• Product descriptions (quality & tolerance) and work packages need to enable
- Clear baselines (allowing escalation to PB or Change Auth)
- Detail level change within defined tolerances which can be managed by team dynamically

43
Q

Agile and Prince2 themes. Explain tailoring the Progress Theme.

A

• No changes required but many Agile techniques and approaches exist
• Agile focuses on tracking deliverables (velocity, lead times or value)
- Tolerances to be set to support this (scope & quality)
- In Sprints: Burn down & Burn Up Charts
- Across releases: Demonstrating value accrued

• Progress tracked at all levels
• Agile techniques & P2 both have value

44
Q

Describe how Starting Up & Initiating a project is tailored with Agile implementation.

A

• Same as P2 only - Still needs to be Viable, achievable & Desirable (CBJ)
• “ - Planning still required in IP stage
• Defining project items change:
1. Project Product Description
- P2: Formal document (all outputs/outcomes)
- Agile: Visual extraction of specific items for focus
2. Business Case
- P2/Agile: Same as above
3. High level requirements
- Agile: Breaks High level requirements/EPICS into user stories/requirements (customer collaboration)

• Setup project properly:
- ie. Agile teams - Calling people by the ROLE not day job title

• Manage customer expectations early through frequent releases

• Engage the delivery team earlier in the process in IP/SU to make them feel more involved and ownership.
- Sprint Zero

45
Q

How does Agile affect Starting Up & Initiating a Project PROCESSES?

A

• PROJECT BRIEF (St Up): Informal, Project definition more outcome based, Impact of frequent delivery, Lean Start-Up & MVP, a Product approach discussing Agile use & benefits

• BUSINESS CASE: Flexing delivery impacts, MVP identification, Best/worst case for delivery amounts.

• PROJECT PRODUCT DESCRIPTION: Focus on outcome desired, created as part of a workshop, Composition (major products) maybe similar to EPICS, a product backlog

• PRODUCT INITIATION DOCUMENT (IP): Shouldn’t include more detail than the team needs, may exist as an info radiator, release frequency plan, write a definition of done, map P2 & Agile Roles, detail to be added through time

46
Q

How is “controlling a stage & Managing Product Delivery” tailored for Agile?

A

• Stages made up of timeboxes (Sprints, releases)
• Team based collaboration (planning, estimating, flexible work packages)
• Reporting & communication, issues and risks:
- Stand ups, info rad, burn charts & sprint demos
- Blockers/impediments, Agile assessment guides risk man
• Control focuses on what is being delivered (Scope & Quality Criteria)

47
Q

How does Agile affect “Controlling a stage & Managing Product Delivery products”?

A

• WORK PACKAGE (Still essential, created collaboratively, empower teams, 1+ releases/sprints)
• HIGHLIGHT REPORT (More informal if possible - eg. Info Rads/b charts, contains release/sprint info & benefits
• CHECKPOINT REPORT (could be replaced by attendance of PB/PM in daily meetings, eg. Info rad/b charts

48
Q

How is “Managing a Stage Boundary “ tailored for Agile?

A

• Progress checks to the board more informal (a supplementary report could also be added) via face to face (Sprint Demos, reviews, daily meetings)

  1. Looking back (effectiveness, delivered, quality, benefit, release review/retrospective)
  2. Look at big picture (Reviewing: Bus Case, Project Plan, agile performance, do we continue?)
  3. Look forward (Next Stage release/spr, review product&release backlogs, review release planning)
49
Q

How is “Closing a project” tailored for Agile?

A
  1. Look back (achievements, delivered, quality, benefit, process effectiveness, final product reviews/retrospectives)
  2. Look at bigger picture (Check original baselines against final output/outcomes, check products accepted, final operational handovers, documentation finalised)
  3. Look forward (How many more benefits to expect and when by?) Post-Project Benefits Assessment - usually by SU.
50
Q

How is “Directing a Project” tailored for Agile?

A

•Manage by Exception:
• To empower (prioritisation)
• Progress reporting (amount delivered & benefits realised)
• PB attends demos to gain project insight
• Decision-making based upon rich information flows and information radiators

■ Encourages PB to come down and see for themselves progress rather than via reports

51
Q

Describe the purpose and methodology of the Agilometer

A

• Assess suitability of project environment for Agile
• Facilitates most effective way to tailor P2
• Performed pre-project & repeated at stage boundaries by PM
• The Agilometer sliders are considered individually (Not averaged etc) Level 1-5

52
Q

List the Agilometer Sliders

A
  1. FLEXIBILITY ON WHAT IS DELIVERED
  2. LEVEL OF COLLABORATION
  3. EASE OF COMMUNICATION
  4. ABILITY TO WORK ITERATIVELY & DELIVER INCREMENTALLY
  5. ADVANTAGEOUS ENVIRONMENTAL CONDITIONS
  6. ACCEPTANCE OF AGILE
53
Q

Agilometer Slider 1: Flexibility on what is delivered. Outline this slider at the best rating.

A

Level 5: Stakeholders comfortable with change, their role in prioritisation, scope/quality Flexing & deadline.

Eg. Embracing change at the detail level produces more accurate products.

54
Q

Agilometer Slider 2: Level of collaboration. Outline this slider at highest rating.

A

Level 5: All parties collaborating, a one-team culture & excellent working relationships int/ext, trusting.

Eg. A proper partnership between customer and supplier

55
Q

Agilometer Slider 3: Ease of communication. Outline this slider at highest rating.

A

Level 5: Easy communication, rich with much face-to-face, good visual information available like prototypes, easy retrieval of information.

Eg. High levels of visibility and transparency (plans on walls for example)

56
Q

Agilometer Slider 4: Ability to work iteratively and deliver incrementally. Outline this slider at highest rating.

A

Level 5: Easy to deliver benefit via regular partial deliveries, products and understanding easily refined interactively by frequent informal/formal deliverables, desire to learn explore experiment & fail.

Eg. Learning and validation are seen as an on-going process

57
Q

Agilometer Slider 5: Advantageous environmental conditions. Outline this slider at highest rating.

A

Level 5: Environment is supportive of Agile working, full time role commitment, appropriately skilled, efficient working platforms, contractual frameworks & compliance are not seen as restrictive.

Eg. Dedicated with a stable team

58
Q

Agilometer Slider 6: Acceptance of Agile. Outline this slider at highest rating.

A

Level 5: Stakeholders aware of Agile behaviours concepts and techniques, also are trained & experienced, prefer Agile and understand advantages, peripheral stakeholders aware of their roles to be Agile friendly.

Eg. No blockers from peripheral areas like quality assurance.

59
Q

Outline the term “Requirements” in Agile

A

• Represent the currency of an Agile Project

Top Level Requirements:
- PPD, vision, EPICS/HL req. Often MoSCoW prioritised.

Low Level Requirements:
- Prod Desc, requirements, features, user stories. Often Ordinal Numbering prioritised

60
Q

Describe “Workshops” as used in Agile

A

• A wide range of objectives (eg. meet & greet or retrospectives)

• Product Delivery Team and PM. PB may also be present.

• Preparation is essential: An objective, attendee, agenda, logistics
& pre-reading

• Useful techniques: Group working & sticky notes

• Not too long, not too many objectives

• Nobody can leave halfway through for other business tasks. Undermines team dynamic.

Prince2 Agile Foundation (4 decks)

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