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PRINCE2 Agile : It’s All About Tailoring ®

Duncan Wade Director of Human Interface Consultancy Ltd.

1-800-843-8733 LearningTree.com

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOSLimited. All rights reserved.


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T A B L E

O F

LEARNING TREE INTERNATIONAL

White Paper

C O N T E N T S

PRINCE2 Agile Overview PRINCE2 Facilitation

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PRINCE2 Customization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 PRINCE2 Drivers

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PRINCE2 Guidance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 About Learning Tree . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 PRINCE2 Agile Course 3634 Excerpt

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PRINCE2 Agile®: It’s All About Tailoring

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LEARNING TREE INTERNATIONAL

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PRINCE2 Agile Overview PRINCE2 Agile is a terrific solution that can help organizations already benefiting from PRINCE2. It may be traditional for white papers to maintain balance, but I want to share my enthusiasm about a valuable solution that will help us transition to new working practices without compromise. In recent years, Project Management has been described as “traditional”, while agile working practices have been described as “novel, changing the world of work.”

PRINCE2 can help ensure desired outcomes while employing ideas that also bring the future of work into the office today.

Professionals have been forced to make a decision that appears binary: Are we a traditionalist or do we go boldly into the future? I imagine I’m not alone in answering, “I want to be both!” PRINCE2 Agile resolves the dilemma of having to choose. With the right sort of preparation, an organization can maintain good governance and direction of its initiatives while making use of every tool available to create forward-facing products and solutions. It can help ensure desired outcomes while employing ideas that also bring the future of work into the office today. Project management is not a new concept, and best practices have been inspected and adapted many times over the years, constantly evolving to address new challenges. While fundamental principles have remained steady, other aspects have changed to capitalize on lessons learned. PRINCE2 has worked effectively with waterfall methodologies to guide and deliver successful projects throughout the world. As much a victim of its own success as anything else, it has become synonymous with traditional project delivery. However, that does not properly represent its role.

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PRINCE2 Facilitation PRINCE2 is a facilitator. Its job is to create an environment where the team and the team delivery processes can succeed. It has done, and will continue to do this facilitation role well for the waterfall approach, as it will for agile delivery if we keep to our established principles. In this case, the key is “tailor to suit the environment”. PRINCE2 Agile asks a simple question. “What sort of environment do we need in order to empower agile project management?” It considers this question from multiple angles:

PRINCE2 is a facilitator. Its job is to create an environment where the team and the team delivery processes can succeed.

• How do we ensure that there is flexibility

• How do we enable iterative working

• How do we promote and

• How do we get the contracts and commercials

• How do we make communication within

• How do we get buy-in to an agile way

on what is to be delivered?

empower collaboration?

the project rich and fast?

and incremental delivery?

to support our chosen approach to working?

of working?

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It then sets about creating the correct environment. This is PRINCE2 at its best – creating effective project environments where work can be successful. The goal of tailoring is to adjust the “vanilla” vision of PRINCE2, as represented in the manual, to enable directing, managing and delivering to work together to create the products that we want, in the way that we want to them created.

Directing and managing ensure that: “The project board are accountable for the project’s success by making key decisions and exercising overall control while delegating day to day management of the project to the project manager.” – Managing Successful Projects with PRINCE2® AXELOS

Delivering is about getting the work done and getting it done right: “When combining PRINCE2 with agile, the managing product delivery process and the use of work packages needs to be seen as a vital interface and linking process.” “The interface should be collaborative and transparent where there is a collective agreement on what is to be produced and how this will be achieved.” – PRINCE2 Agile®, AXELOS

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PRINCE2 Customization PRINCE2 Agile is not prescriptive. As agile is such a wide body of knowledge, the PRINCE2 Agile manual explores concepts, gives guidance, and considers alternatives. It does not offer just one simple solution that will work best for every situation. However, there are front-runners in the world of agile, such as Scrum and Kanban. Both of these approaches are reviewed in the manual, and basic knowledge covering how PRINCE2 might be tailored is offered.

Tailored PRINCE2 establishes the environment; agile delivery focuses on creating products that are fit for purpose.

We are not tailoring agile; we just want the delivery mechanism to do its job. PRINCE2 has been built in a flexible way in order to enable our chosen delivery mechanism. Tailored PRINCE2 establishes the environment; agile delivery focuses on creating products that are fit for purpose. While we could simply put agile in the “execute the work package” box and leave PRINCE2 alone, PRINCE2 Agile aspires to much greater than that, as one process embodying the very best of both. It is an inspirational transformation and exercise in tailoring. What are the drivers that we should consider when evaluating the benefits of PRINCE2 Agile? Copyright© AXELOS Limited 2009. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 3.1 – PRINCE2 AGILE® 2015 Edition.)

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PRINCE2 Drivers PRINCE2 Agile is an enabler. From the top down, it facilitates a way of implementing agile techniques, concepts and behaviours that don’t weaken the governance, direction and information flows necessary for successful project completion. It’s a way of tailoring management that empowers agile’s implementation rather than limiting it to fit. PRINCE2 is a career builder. PRINCE2’s appeal to working professionals is that it is a proven method that works, and its implementation helps us to be successful in our chosen careers. It is also a differentiator in a busy job market. When you have real skill at delivering projects, the challenge is how to make that visible to prospective employers. Today the market is more fragmented, with questions pertaining to how you deliver, traditional or agile. My answer would be, “I don’t mind, how do you like to see it done? I have a flexible set of skills that understand the big picture and the value of governance, I can run a traditionally organised project and I can create an environment where agile working can flourish”. A key piece of evidence that will support that position is the PRINCE2 Agile qualification.

PRINCE2’s appeal to working professionals is that it is a proven method that works, and its implementation helps us to be successful in our chosen careers. It is also a differentiator in a busy job market.

For PRINCEers. Agile is simply too good a tool to be missing from your toolkit. In the right situation it will transform your delivery and build trust and collaboration that is exceptional. For Agilisters. PRINCE2 is not the traditional behemoth you may think. It creates the space needed for work to be successful, and if applied well, is about empowering and facilitating not command and control.

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If we challenge PRINCE2 Agile from the perspective of “How does it help me be successful,” it creates an interesting picture:

“The first thing to note is that PRINCE2 allows us to clearly look at winning in different ways. In a PRINCE2 project there are 4 distinct ways to demonstrate a win: 1. The defined acceptance criteria which include the projects performance targets are met 2. The products that the project creates are accepted by our customers 3. The benefits identified in the business case are delivered 4. The promises that we make about how we will run the project, captured in the project initiation documentation, are kept” – AXELOS White Paper “It’s all about winning”, by Duncan Wade

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PRINCE2 Guidance PRINCE2 Agile guides us to: 1. Create acceptance criteria that is flexible yet measurable and definitive. Manage our targets to fix time, cost, flex, scope, and quality. 2. Work iteratively and deliver incrementally so that products are accepted by our customers early, and delivery becomes second nature to the project.

3. Create value by ensuring that work delivered has benefit 4. We keep our promises by adopting a set of behaviours, concepts and techniques that define a way of collaborative working.

Copyright© AXELOS Limited 2009. All rights reserved. Material is reproduced under licence from AXELOS. (Figure 6.1 – PRINCE2 AGILE® 2015 Edition.)

For a taste of Learning Tree’s PRINCE2 Agile Course 3634, please see the attached slides, excerpted from the course. In order to create the right environment for an agile delivery framework to succeed, we need to consider every aspect of PRINCE2 and every step in the process of project delivery. PRINCE2 Agile does just that by reviewing the PRINCE2 principles in context and offering recommendations and considerations for the processes and themes. It is a comprehensive approach that considers every step of the dance.

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About the Author Duncan Wade (www.hic.co.uk) is a Director of Human Interface Consultancy Ltd. He is the Lead Trainer and Course Author of the Learning Tree International courses on PRINCE2 and PRINCE2 Agile, and a working professional in the field of project management and agile delivery.

About Learning Tree Established in 1974, Learning Tree International is a global provider of hands-on IT and management training. Learning Tree develops, markets and delivers a broad, proprietary library with over 6,000 scheduled, instructor-led courses offered at Learning Tree Education Centers around the world, on-site at client facilities, or via the Internet with AnyWare™ — Learning Tree’s superior, online attendance platform.

Locations Worldwide United States

• 6 6,000 organizations in over 115 countries served • 2.4 million participants trained In-Class and via AnyWare™ – Learning Tree’s superior, online attendance platform

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delivered to client locations globally each year

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• 6,000 pre-scheduled courses each year For more information about Learning Tree products and services, call 1-800-THE-TREE (1-800-843-8733) or visit our website at LearningTree.com

PRINCE2 Agile®: It’s All About Tailoring

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Handout 3

What PRINCE2 Agile® May Look Like

3634/HO3/A.2/605/A.1 PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.


PRINCE2 Process Overview Corporate or Programme Management Initiation notification

Project Mandate Exec Role Description Appoint Exec

Directing

Authorize Initiation

SU

Project Brief Incl Outline BC Incl Project Product Desc Incl Project Approach Incl PM Team Structure Initiation Stage Plan Daily Log Lessons Log

SU

Risk Register Quality Register Issue Register

IP

Closure notification

Authorize the Project

Authorize a Stage

Authorize a Stage

DP

PM Role Description Appoint PM Project Mandate

Managing

Project authorization notification

Give ad hoc direction

Project Initiation Documentation (PID) Incl Strategies Incl Project Plan Incl Detailed BC Benefits Review Plan End Stage Report Next Stage Plan

SB

Updated PID Incl Project Plan Incl Detailed BC Incl Risks Benefits Review Plan End Stage Report Next Stage Plan

Highlight Reports

CS Work Packages

Delivering

MP

Authorize Project Closure

SB CS Specialist Products

Checkpoint Reports

Accepted Products Updated PID End Project Report Incl Lessons Report Incl FOAR Benefits Review Plan

Work Packages

MP

CP

Highlight Reports

Specialist Products

Checkpoint Reports

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-2


PRINCE2 Agile—How an Overview Might Look

Setup

Team •  Agile behaviours •  Agile roles blended Approach •  Agile implications •  Uncertainty Cynefin Business Case •  Value per amount delivered –  Best, worst, expected, MVP –  Tolerances –  Product/features/quality •  Timescales –  Stages/releases/MVP –  Early benefit realization •  Costs –  Increased customer involvement –  Earlier operational expenses •  Risk Agilometer Project Product Description •  Outcomes •  Priorities/ranges –  Products/features/requirements –  Acceptance criteria Plans/strategies •  Define new approaches/ways of working –  E.g., change formal and dynamic Extras •  Requirements gathering •  Product backlog creation –  Requirements/user stories (Epics) •  Cost and time tolerances for delivery set to zero

Delivery

Team •  Self-organized and empowered Approach •  Timebox or flow (e.g., Scrum, Kanban) •  Frequent releases and sprints •  Regular delivery of something of use and value •  Communication face-to-face and visualization— stand-ups, WIP boards •  Product demos and working practice Retrospectives Plans/product backlogs •  Provide relative priorities between products/ requirements/user stories •  Dynamic, updated regularly Work packages •  Collaboratively defined, empowered teams pull selected work •  Scope –  Higher level defined before the stage—releases/ sprints/products –  Lower level defined during the stage—products/ groups of features/requirements –  prioritized Product Descriptions •  Outcome •  prioritized composition •  prioritized quality criteria

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-3


Starting Up a Project Project mandate

Executive Corporate and or Project Managers familiar with agile programme behaviours, concepts and management techniques

Review previous project/release retrospectives

Likely workshop; consider the agile roles required Directing a Project

Appoint the Executive and the Project Managers

Design and appoint the project management team

Capture previous lessons

Select the project approach and assemble the Project Brief

Prepare the outline Business Case

•  •  •  •  •  •  • 

Likely workshop to define Outline Business Case Define outcomes, minimum Starting Up a viability Project Value of frequent releases Use concepts from Lean Startup (MVP) Identify risks with Agilometer Likely to indicate some costs and timeboxes Project Product Description defines outcomes

•  Likely workshop •  Product Backlog •  High-level requirements •  Assess uncertainty with Cynefin

Plan the initiation stage

•  •  •  • 

Request to initiate a project

Likely workshop, informal and low-tech Plan/timeboxes for requirements/products Sprint zero, iteration zero, discovery phase Safe-to-fail experiments

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-4


Initiating a Project Directing a Project •  Identify different levels of •  Early definition of ‘Done’ •  Testing strategies (test first) change; e.g., Formal/Dynamic Authority to criteria prioritization explained/ •  initiate Quality •  Plan for frequent delivery project described •  More informal comms Prepare the Prepare the Prepare the •  F2F, workshops, Risk Management Configuration Quality Management Strategy whiteboards Management Strategy Strategy •  Based on info from the Agilometer and Cynefin •  New agile risks to consider

•  Formality agreed •  Release planning •  PRINCE2 and agile roles mapped

Prepare the Communication Management Strategy

Create the project plan

Set up the project controls

Initiating a Project

Refine the Business Case Assemble the Project Initiation Documentation

Stage boundary approaching

•  Project plan shows overall viability •  Product Backlog •  Frequency of releases •  Key requirements and products prioritized •  Agile-orientated Business Case •  Benefits/value tracked by release •  MVP and minimum viability •  Likely workshop with Request to deliver a project Information Radiators •  Notes on planned Managing tailoringa Stage Boundary

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-5


Controlling a Stage The project from the Project Manager’s perspective

Directing a Project

Exception Plan approved Stage authorization

Request for advice

Exception raised

Exception likely less-

Highlight Report Potential pull fromClosing a Project Information Radiators

Managing a Stage formal meetings Boundary boundary •  Release reviews Stage approaching •  Release Retrospectives •  Information Radiators

Escalate issues and risks

Deal with blockers and impediments

Negotiate requirements Sprint and release plans Agree tolerances Working agreements Definition of ‘Ready’ Definition of ‘Done’

Project end approaching

Controlling a Stage

Take corrective action

•  •  •  •  •  • 

Project Board advice

Report highlights

Likely low-tech, sticky notes on the wall

Review stage status Capture and examine issues and risks

Authorize Work Packages

Authority to deliver Work Package

Review Work Package status

Receive completed Work Packages Completed Work Package

New issue

•  Sprint reviews •  Sprint Retrospectives

•  Managing Attend daily stand-ups, Product Delivery collaborate with team/team managers •  Update Info Radiators (burn charts, cumulative flow diagrams) •  Servant Leader

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-6


Managing Product Delivery The project from the Team Manager’s perspective

Controlling a Stage Completed Work Package

Authority to deliver a Work Package

Accept a Work Package

•  Collaboratively defined Sprint/release planning •  Agree tolerances •  Negotiated requirements lead to work pulled by the team from backlogs •  Definition of ‘Ready’ •  Definition of ‘Done’ •  Select quality methods

Execute a Work Package

Deliver a Work Package

•  Scrum/Kanban frameworks Managing Product Delivery •  Lean Startup approaches •  Daily standups/Scrums •  Low-tech Information Radiators •  Track progress (Scrum/Kanban boards, burn charts and CFDs) •  Dynamic swapping of low-level requirements to protect timeboxes •  Flex scope and quality •  Fix time and cost •  Impediments and blockers identified

•  •  •  • 

Potentially frequent releases Sprint/release reviews Sprint/release Retrospectives Scope and quality checked and reported •  Assess and improve team performance

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-7


Managing a Stage Boundary •  Information Radiators •  Release/Sprint Reviews Request to approve •  Release/Sprint Exception Plan Retrospectives Request to approve Stage Plan •  Value and next quality reported Report stage end

Directing a Project

Exception Plan request

Update the Business Case Update the Project Plan

•  •  •  • 

Product checklist updated Release delivery updated Release plans updated Scope/requirements/products delivered identified

a Managing a Stage Boundary Initiating has less Project significance due to iterative and incremental delivery, each accompanied by reviews and Retrospectives

•  Value delivered tracked •  Planned value updated

Plan the next stage Stage boundary approaching

Produce an Exception Plan

•  Workshops to create •  Stage Plan/Exception Plans Managing a be Stage •  (likely to low tech on the wall) •  Boundary Incorporating releases/Sprints •  Product backlogs including •  Product Descriptions •  and requirements updated and prioritized Controlling a Stage

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-8


Closing a Project •  •  •  • 

•  Informal, low on ceremony •  Project Checklist •  Project Product Description

•  Final product demo (review) a • Controlling Creating BAU Product Backlogs Project end approaching Stage •  Future release planning •  Benefits Review Plan (future potential value) •  Final Product Retrospective (incl. review the use of agile) •  Assess value •  Final checks against original baselines (Project Product Description, Business Case and project checklist)

Prepare planned closure

Informal, low on ceremony

Directing a Project Likely to be common and normal Value delivered Learn fast/fail fast experiments Premature close

Prepare premature closure

Hand over products

Evaluate the project

Closing a Project

•  Draft project closure notification •  Closing event

Recommend project closure

Closure recommendation

Closing a Project has less significance due to iterative and incremental delivery accompanied by reviews and Retrospectives Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-9


Overview of Directing a Project Project authorization notification

Initiation notification

•  Approve the planned releases and value Project Board request for advice realisation •  Fix cost and time

Authorize initiation

Authorize the project Authorize a Stage or Exception Plan

This is a more significant decision as initiation now involves work to identify and prioritize requirements Request to Authority to Request to and create Product initiate a project initiate a project deliver a project Backlogs Starting up a Project

Initiating a Project

•  Decisions made quickly based upon Corporate Closure advice and •  continuous flow of notification decisions information •  Empower the Project Manager •  Management by exception •  Useatolerances Directing Projectto support agile working Give ad hoc direction Authorize project closure

•  Transparent and Request to Stage Project Manager approve authorization request for advice Exception Plan collaborative interaction Request to Exception Plan Exception Plan Exception approve •  Use Information approved request raised next Stage PlanRadiators and pull information •  Potentially attend reviews Managing a Stage Boundary •  Facilitative and collaborative in style a Stage •  Management by Controlling exception

New issue Project Board advice and decisions

Premature close

Closure recommendation

Likely to be straightClosing a Project forward as significant delivery has already been achieved

Copyright © Learning Tree International, Inc. and AXELOS Limited 2015. All rights reserved. Material in this document has been sourced from PRINCE2 AGILE, 2015 Edition. No part of this document may be reproduced in any form without the written permission of both Learning Tree International, Inc. and AXELOS Limited. Permission can be requested at www.LearningTree.com and licensing@AXELOS.com. PRINCE2 Agile® is a registered trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.

HO3-10

Prince2 Agile White Paper  

Ensure desired outcomes while employing ideas that also bring the future of work into the office today.

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