Agile kontynuuje swój globalny marsz, mający na celu wprowadzenie mentalności zarządzania z naciskiem na ludzi oraz współpracę między nimi. Powstały oraz wciąż powstają metodyki i podejścia zwinne wywodzące się ze Scruma. Jednak istnieją również takie, które pierwsze korzenie wypuściły ponad 20 lat temu, kiedy to Scrum nie był mocno rozpoznawalnym i popularnym podejściem.
AgilePM V2 jest wynikiem prac konsorcjum DSDM. Metodą, która historycznie czerpie bardzo dużo elementów (w tym cykl projektu, role projektowe oraz produkty zarządcze) z innej, bliźniaczej metody DSDM. Ten odświeżony standard zwinnego zarządzania projektami (powstały w 2010 roku jako pochodna DSDM), otrzymał nowy branding oraz wiele praktycznych zaleceń dla kierowników projektów zwinnych. Zaowocowało to podziałem podręcznika na dwie sekcje oraz zwiększeniem jego rozmiarów do 240 stron (w porównaniu do 176 z poprzedniej wersji). Oba podejścia, zarówno DSDM jak i AgilePM, są w pełni zgodne z Manifestem Agile i stają się coraz bardziej popularne. Ilość osób certyfikowanych w obu standardach przekroczyła już ponad 30.000 osób.
V2, podobnie jak poprzednia wersja, bazuje na metodzie DSDM, która od roku 2014 „awansowana do rangi” frameworka o nazwie AgilePF – Agile Project Framework. Dzieje się tak, ponieważ DSDM AgilePF jest obecnie promowany, jako podstawa dla wszystkich produktów, które konsorcjum DSDM posiada w ofercie (AgilePM, AgilePgM) jak również wszystkich przyszłych, które dopiero zostaną wydane (min. AgileBA, AgilePMO). Dlatego też nie zdziwi nikogo fakt, że AgilePM V2 jest w wielu miejscach podobny do DSDM. Cały pierwszy dział podręcznika (70 stron) został w pełni poświęcony przybliżeniu podstaw zarządzania zwinnego, jakie rozumiemy przez podejście, które promuje konsorcjum od ponad 20 lat. Nie ma tutaj nowości w kontekście wydanego w czerwcu DSDM AgilePF. Esencją AgilePM V2 staje się sekcja druga, która interpretuje teorię pryncypiów, produktów, ról, itp. W skrócie sekcja #1 to teoria, a sekcja #2 to interpretacja teorii w postaci zaleceń i luźno rozpisanych najlepszych praktyk dla kierowników projektów zwinnych, realizowanych w zgodzie z DSDM AgilePF.
Posted in Agile, Project Mgmt, Qualifications.
– November 25, 2015
Our brains are constantly on the lookout for signs of threats or rewards – evaluating everything to see if it’s dangerous or helpful. Clearly the survival of early man depended on this, but our brains work the same way today – they’re trying to minimise danger for us by encouraging us to move ‘away from’ threats, and ‘towards’ things that may offer reward. Generally though, our ‘away from’ response triggers stronger, more powerful, and longer lasting emotions – so we ignore that at our peril.
The result is that we pay more attention to ‘threats’ and sometimes miss out on the things that trigger ‘reward’ and make us feel better.
Under a perceived threat, people feel anxious, think less clearly and are not as productive. The areas of the brain linked to emotions take up so much energy and processing power, that when we are in a state of emotional overdrive, the rest of the brain doesn’t have enough resource left to be effective.
Anyone involved in, or affected by, a change initiative will typically be feeling a lot of uncertainty. They’ll be wondering how their future will be affected by the new things being introduced, resulting in a perception of threat. These feelings put our brains into “away from” mode and high emotional overdrive.
Major change initiatives mean people have to deal with a greater sense of uncertainty and more unknowns. Our brains strive to make patterns from the information available and fill in all the pieces of the jigsaw puzzle; they crave certainty.
Posted in Change Management, Project Mgmt, Qualifications.
– November 18, 2015
Over recent years we have seen increasing levels of professionalism amongst project managers as more organisations adopt recognised project frameworks and more people take accredited project management training courses. This is good news. However, it is necessary but not sufficient.
To get straight to the point, project managers need something else, and that something else is change management.
Change management can be described as “an approach to transitioning individuals, teams, and organisations to a desired future state.”
Why is this important to a project manager? Well, quite simply, the whole point of your project is to introduce change to one or more organisations, and whilst you, as project manager, may not be a part of the desired future state, you are a catalyst for it happening and many people may be looking to you for guidance, expertise and advice about that transition.
Now the challenge
Whereas project management is a series of relatively well-defined processes and concepts, the ideas behind change management are rather more equivocal. For project managers who thrive on certainty the ambiguity of change is a challenge.
Yet however vague change management might seem when compared to project management, we have no choice but to recognise its vital part in organisational transformation.
The characteristics that would enable project managers to become better catalysts can be described as:
Posted in Change Management, Project Mgmt, Qualifications.
– November 5, 2015
At the time of writing this blog, Talk Talk experienced a massive DDOS attack. It was one of many exposures this week. Getting security right is key but to know where to invest requires more than security expertise, it requires good IT governance to “improve performance with a balanced framework for creating value and reducing risk.”
Posted in Cyber Security, IT Service Mgmt, Qualifications.
– October 28, 2015
Special thanks to guest author Paul Kidston, Head of Project Control for Taylor Woodrow and member of the Association for Project Management (APM) Planning, Monitoring and Control Specific Interest Group (SIG).
OK, now I’ve grabbed your attention with that very un-British boast, time to tell the story behind the headline.
APM president Tom Taylor in praising our efforts at the Planning, Scheduling, Monitoring and Control (PSMC) book launch in August, asked us to put away that British modesty and tell the world what a brilliant piece of work we had created.
So here goes… we set out with the ambition to write the best book ever (in the field of project management anyway) and this is how we went about it.
Firstly, the subject matter. The PSMC guide fills a gap in APM’s range of publications. We are richly served by introductions, guides, papers that advance the practice of the project management discipline. But in the real world of projects there is a deficit in delivery of some of the basics. This guide was to be both a back-to-basics guide as well as touch on recent advances in BIM and agile, for example. We found that with a pan-industry author group we all learnt of some old techniques for the first time!
Secondly, we tried to cater for different learning styles, recognising that some prefer text, others prefer pictures. Feedback from the first and second tranches of peer reviews revealed very clearly who was reading each with the greatest attention! We ended up with over 150 illustrations and tables, some carefully adapted from our own organisations, many of them originals.
Posted in Accreditation, Project Mgmt, Qualifications.
– October 20, 2015
Agile methods and frameworks continue to take the project management world by storm. No longer confined to software development, agile approaches have become popular with a wide variety of organizations that need to be flexible and responsive as the pace of change continues to accelerate in business.
Why so popular?
Essentially, the iterative and incremental nature of Agile allows organisations to keep their eyes on the prize – the product or services they are looking to launch – while allowing development teams to adapt their approach as they go. Typically two-to-four week ‘sprint’ work cycles, culminating in a review of progress made so far before the next phase of development, contrast sharply with timescales for traditional project management that stretched into months and even years. Frequently this resulted in the end product being obsolete before it was ready.
In a recent Benchmark Report* based on a survey of 2,000 project managers confirmed the growing popularity of Agile. In 2015 25% of the respondents indicated that they use Agile methods and techniques in their day-to-day roles, while 60% have some exposure to Agile and only 15% indicated no exposure. This is a 10% increase from the response provided by UK-based practitioners 12 months previously.
Amongst those Agile methods that have experienced an explosion of growth is AgilePM – a guidance, training and certification scheme developed by APMG International and DSDM Consortium. Training and certification is based on the AgilePM Handbook, itself a subset of DSDM’s all-encompassing Agile Project Framework. The AgilePM Handbook offers a complete framework for the management of an Agile project from start to finish.
We can take a look at the principles of DSDM’s Agile Project Framework as a good indicator to the rise in popularity of Agile approaches in project management. The eight principles support DSDM’s philosophy that:
“best business value emerges when projects are aligned to clear business goals, deliver frequently and involve the collaboration of motivated and empowered people”.
Posted in Accreditation, Agile, AgilePM, Exams, Project Mgmt, Qualifications.
– September 21, 2015
A shared learning forum will hear from international thought leaders on the future of change management
APMG International is delighted to partner with the Change Management Institute on the 11th and 12th November for the Change Management Institute (CMI) 2015 Conference that aims to investigate emerging trends in organisational change. The conference, taking place at the RSA on London’s Strand, has assembled a program of international thought leaders in change to explore new concepts and challenge conventional thinking in a shared learning forum.
Posted in Change Management, Events, Exams.
– September 17, 2015
ISO/IEC 20000 is the standard for service management. It includes requirements for information security in clause 6.6, information security management.
Many organisations who wish to certify to ISO/IEC 20000-1 already have certification to ISO/IEC 27001. The question then arises about whether they automatically conform to the requirements of ISO/IEC 20000, 6.6?
The requirements for information security in ISO/IEC 20000-1
The requirements for information security management in clause 6.6 of ISO/IEC 20000-1 are aligned to the requirements in ISO/IEC 27001. Of course, the ISO/IEC 20000-1 requirements are only a subset of ISO/IEC 27001 because the focus of the two standards is different.
The requirements of ISO/IEC 20000-1, 6.6 can be summarised as:
- establish, approve and communicate an information security policy
- establish information security objectives
- conduct information security risk assessments to a defined approach and using criteria for accepting risks
- identify controls to manage the identified risks
- conduct information security audits at planned intervals and review the effectiveness of controls
- document, agree and implement controls with external parties accessing, using or managing service provider’s information or services
- assess all requests for change (RFC) to identify risks to information security or impacts on the policy or controls
- manage information security incidents, according to the ISO/IEC 20000-1 incident management procedure, and analyse them to identify improvements.
Posted in Cyber Security, Exams, ISO Schemes, Qualifications.
– September 16, 2015
COBIT 5 is an IT professional certification offered by select APMG accredited training organizations (ATOs). For those of you who may be deprived of time, this post serves as a quick, concise run-through of the certification – what it is, how it could benefit you and what level of qualification would suit you best.
What is COBIT 5?
COBIT 5 (Control Objectives for Information and Related Technology) is a framework owned and supported by ISACA. It was created to support the governance and management of enterprise IT. By undertaking the COBIT 5 certification you will gain invaluable insight into extracting more value from your organization’s information and technology and understand how to tie business goals to IT objectives.
COBIT 5 also provides the metrics and maturity models needed to measure whether or not IT has achieved its objectives. Furthermore, COBIT identifies the associated responsibilities of the business process owners as well as those of the IT process owners.
COBIT 5 achieves complete coverage of the organization’s IT management lifecycle by providing an ‘umbrella’ framework which is mapped to other frameworks and standards. This enables COBIT 5 to be applicable to organizations utilizing multiple IT-related frameworks and standards.
Posted in Cyber Security, Qualifications.
– September 10, 2015
This Friday APMG’s hosting a free-to-attend webinar with renowned expert in Agile Project Management, Melanie Franklin – delivering a comprehensive overview of the increasingly popular project management methodology. If you’re not yet convinced – Melanie herself gives five reasons on why you should attend:
- Tipping point: Even those organisations who haven’t formally adopted agile project management are using the terminology. Recent research indicates that about a quarter of companies in the UK are applying or trialing an agile approach so we are moving towards the tipping point when agile becomes the norm and not the exception.
- CV relevance: Everyone is talking about agile but if it’s not on your CV you are advertising that you are out of the loop. It’s difficult to make the case that you are a project professional if you are not well informed about the biggest trend to impact our profession in a decade.
- Well informed: If you don’t know how agile works how can you join the debate on how, when and where it should be applied? Despite what some enthusiasts claim, an agile approach isn’t always the solution. Effective project management means tailoring our approach to fit the situation but if you don’t know about agile aren’t you in danger of only pushing for use of what you do know (which is probably PRINCE2?)
- Early benefits: Customers want tangible outputs from their project investment as soon as possible. Agile planning and delivery cycles will enable you to meet this demand. It is no longer acceptable to deliver only at the end of the project lifecycle. Success means being fast on our feet and getting our products and services in front of our users as soon as possible.
- Leadership authority: Lots of project team members already have an understanding of agile and see it as the best of breed approach. If you don’t understand what agile project management is and how it works you risk your authority being challenged by your own team!
Understanding Agile Project Management is being held this Friday (11 Sep) at 13:00BST – register to attend here.
Posted in Agile, Events, Project Mgmt, Qualifications.
– September 9, 2015