Tailoring Prince 2 Processes Flashcards
List the Prince2 processes to be Tailored Agile
• Agile & Prince 2 Processes
• Directing a project (IP)
• Starting Up a Project (SU)
• Initiating a project (IP)
• Controlling a stage (CS)
• Managing Product Delivery (MPD)
• Managing a Stage Boundary (SB)
• Closing a project (CP)
In Prince2 Agile how might “Directing a Project” look
• Pulling information rather than having it delivered: Highlight Reports, Sprint Reviews
• Collaboration: Trusting & absence of blame culture
In Agile, the project board should be aware of what style of leadership the delivery Team prefers?
Led and coached rather than managed
What can be done if there is Agile immaturity in the Project Board?
• Education and training
• They need to made aware that mistakes made by the Agile team are steps towards the end goal and shouldn’t be shocked
In Prince2 Agile, explain Sprint Zero.
• The delivery team is involved within the IP/SU phase
• Via workshops: Planning working methods, taking high level requirements and breaking them down for Sprint 1 through emergence, visioning, chartering.
In Scrum who is most likely wanting to communicate with the customer?
• Usually it’s the Product Owner rather than the delivery team
What two stages maybe combined in Prince2 Agile?
Initiating and Start-Up Stages
Within the Start-Up and Initiating a Project stages what are the actions required in tailoring Prince2 and Agile?
• Assess the level of uncertainty: Cynefin
• Define things at the right level:
- Outputs, outcomes, benefits
- Project Product Description (detail to emerge over time instead)
- High-level requirements
• Define things in the right way
- Enable Agile to work easier (eg. outcome focused)
• Set the project up in an appropriate manner
- Integrating with Agile teams (Role names)
- Impact of frequent releases of products to enable and provide benefits. Make PB aware of prioritisation
Explain the 5 Stages of the Cynefin Framework
- Obvious (BAU, tightly constrained, no freedom, best practice: Sense-categorise-respond) [KNOWN KNOWNS]
- Complicated (Governing constraints, tightly coupled, good practice: sense-analyse-respond) [KNOWN UNKNOWNS]
- Complex (Enabling constraints, loosely coupled, emergent practice: probe-sense-respond) [UNKNOWN UNKNOWNS]
- Chaotic (lacking constraint, de-coupled, novel practice: act-sense-respond) [NO IDEA - MUCH UNCERTAINTY]
- Disorder
How may the SU & IP stages look with Prince2 Agile mix?
• The use of workshops (mingle, new meets, presentation of business case, input from PM & PB, more visual than formal reports)
• More informal control and communication
What may we find in “Controlling a Stage” in regards to the Tailoring of Prince2 Agile?
• Stages may not exist as described in Prince2
• Container timeboxes eg. releases
• PM absorbs the TM role, attends daily Scrum instead of checkpoint reports, PM could possibly introduce daily scrum/stand up meeting with PB)
- If project governance still requires a report at delivery level, the PM still needs to create a checkpoint report (Done by PM or delegated to team)
• Scrum of scrums
How can daily scrums be managed by the PM when there are multiple Scrum teams?
• Ask the teams to stagger their Scrum meetings
• Scrum of scrums:
- Usually Scrum Masters from each team attend
• Care needs to be taken that the attendee doesn’t begin act like a TM
What are the considerations within a Scrum of scrums?
• Team accomplishments since last meeting?
• Problems that had negative team effects?
• Next accomplishments before next meeting?
• Your team outputs in future sprints possibly interfering with other teams?
• Interference from other teams to yours?
Within “Controlling a Stage” what are the actions needed for Prince2 and Agile implementation?
• Plan around features
• Create flexible work packages for:
- Easier Management by Exception
- Empower team Self-organisation
- Enable rich communication
• Control focuses on what is being delivered:
- Scope
- Quality Criteria
• Monitor Agile risks
- P2: Risk M Appr 》Risk Register
- Agile: Risks shown more visually and addressed at daily scrum. Showing who needs to be informed.
How might “Controlling a Stage” look with the Tailoring of Prince2 and Agile?
• Collaborative
• Visual: Info rads, stand-up meetings, demos/sprint review)
• Empirical
• Inspect and adapt (tests)
Summarise the importance of “Frequent Releases”
Important when using Agile:
Advantages:
• Early delivery of benefit
• Allows for feedback
• Reduces risk (wrong product)
• Confidence in project progress
• Fosters stakeholder engagement
• Easier releasing
■ Release may not go into operational environment
What are the considerations with Frequent Releases?
• Project/Stage Plans: Show release dates & features
• Release planning to consider different views:
- PB: Establish stage boundaries
- Early benefits may need to fund future project parts
- Enabling a product to fail fast if it has to fail
- Products delivered too quickly
• Releasing into operational use is best, otherwise use of a staging area
What do you find in “Managing Product Delivery” in the tailoring of Prince2 and Agile?
• Strong focus in MPD & product delivery practices
• Scrum manages product delivery
• Kanban can also be used
How is the choice of Agile within Managing Product Delivery made?
Between the PM and the PB
What are the actions required in Managing Product Delivery for the tailoring of Prince2 Agile?
• Vital interface/link to be managed (Enable progress checking by PM/PB)
• Use of work packages appropriately
• Define tolerances of deliverables at work package level
• Ensure product descriptions are defined at the right level
• Agree and/or give guidance or areas like quality, releases and risk
How might the tailoring of Prince2 Agile look in terms of Managing Product Delivery?
• Work packages are collaboratively defined (PM to include input from delivery team during Initiation St)
• Reporting arrangements have appropriate level of formality & transparency (Is a long report necessary?)
• The wider project context is understood
What may you find in the process of “Managing a Stage Boundary” during the tailoring of Prince2 Agile?
• Stages may not exist as described in P2
• Viability decisions not usually planned in advance
• Similarity between a stage and a release (where a release is a container box)
• How are things progressing
• How are the team and processes working
When tailoring Prince2 Agile how might the process “Managing a Stage Boundary” look?
• Many similarities to “Controlling a Stage)
- Visual
- Empirical/experimental
- Inspect and Adapt (PB sees more progress first hand)
• A point of formality carried out with as little ceremony as possible
What are the considerations required when “Managing a Stage Boundary” during the tailoring of Prince2 Agile?
• Assess how much is being delivered
• Assess quality of deliverables
• What benefits have been realised?
• Is Agile being used appropriately?
• Do the processes need improvement
What’s the general goal of retrospectives?
Continuous development
When tailoring Prince2 Agile, what may we find in the process of “Closing a Project”?
• Due to frequent releases there won’t be a grand unveiling at the end
• Defined processes may only exist in mature Agile environments
• Regular handovers resulted in activities becoming second nature
When tailoring Prince2 Agile, what are the required actions of “Closing a project”?
• Check against original baseline
• Evaluate use of Agile
• Ensure formality of User Acceptance is appropriate
• Finalise documentation that has been created iteratively and incrementally
How might “Closing a project” look during the tailoring of Prince2 Agile?
• Use of a workshop
• Benefits are already being delivered
• Majority of info has already been completed
List the Agile artefacts involved within the Prince2 processes.
DP - N/A
SU - Vision & Product Roadmap
IP - Product Backlog
CS/SB - Releases, Release Backlog, Release Retrospective
MPD - Sprint(s), Sprint Backlog, Sprint Review & Sprint Retrospective
CP - Project Retrospective
