AgilePM Practitioner flashcards
AgilePM Practitioner · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- DSDM
- Dynamic Systems Development Method, the non-proprietary agile framework on which AgilePM is based; it defines principles, lifecycle, roles and practices.
- Iron triangle in AgilePM
- Scope is variable while time and cost are fixed; quality is fixed and not traded. Requirements are prioritised so lower-priority scope can flex.
- MoSCoW prioritisation
- Ranks requirements as Must Have, Should Have, Could Have, and Won't Have This Time; Must Have effort is capped at 60% to protect contingency.
- Timebox
- A fixed period (typically 2-4 weeks for a project timebox) in which agreed work is done; the deadline is never extended and scope may be reduced.
- Eight DSDM principles
- Focus on business need, deliver on time, collaborate, never compromise quality, build incrementally from firm foundations, develop iteratively, communicate continuously, demonstrate control.
- Enough design up front
- The AgilePM philosophy of doing just sufficient foundation work to enable iterative development, rather than a comprehensive design before building.
- Fitness for business purpose
- The primary quality criterion in AgilePM; a solution is acceptable when it meets the agreed business need, and quality is never reduced to hit a date.
- AgilePM lifecycle stages
- Pre-Project, Feasibility, Foundations, Evolutionary Development, and Deployment; the first three are sequential and Evolutionary Development is iterative.
- Business Sponsor
- The single project owner and decision-maker, accountable for the business case and for resolving escalated issues; there is exactly one per project.
- Business Visionary
- Defines the business vision and strategic direction, is the ultimate authority on business requirements, and champions the project's business value.
- Project Manager
- Leads the project tactically, manages timeboxes, resources and risk, and reports to the Business Sponsor; distinct from the strategic Business Visionary.
- Technical Coordinator
- Ensures technical coherence of the solution, owns technical architecture and standards, and chairs technical reviews across the project.
- Team Leader
- Leads one or more Solution Development Teams, ensuring the team delivers agreed products within each timebox and reports progress.
- Business Ambassador
- A supporting role representing business users, providing day-to-day business input and reviewing and accepting delivered products.
- Solution Development Roles
- Roles fulfilled by team members who create the solution products; AgilePM does not mandate specific titles but requires the work to be covered.
- Three role categories
- Project Roles (Sponsor, Visionary, PM, Technical Coordinator, Team Leader), Solution Development Roles, and Supporting Roles such as Business Ambassador.
- Business Analyst in AgilePM
- A supporting role that helps define and refine requirements, facilitates workshops, and supports the Prioritised Requirements List.
- Prioritised Requirements List
- The PRL captures requirements with MoSCoW priorities and is the single source of agreed scope, maintained throughout the project.
- Feasibility Assessment
- A Feasibility stage product that evaluates whether the project is viable and recommends whether to proceed to Foundations.
- Solution Architecture Definition
- A Foundations product describing the technical architecture and standards the solution must conform to, owned by the Technical Coordinator.
- Development Approach Definition
- A Foundations product defining how the solution will be developed iteratively, including tools, techniques and modelling approach.
- Timebox Plan
- An Evolutionary Development product listing the work and products to be delivered within a specific timebox, with their priorities.
- Timebox Review Record
- A record produced at the end of each timebox capturing what was delivered, what was not, and lessons learned for the next iteration.
- Benefits Realisation Plan
- A Deployment product defining how and when the expected business benefits will be measured and realised after the project.
- Business Case
- A living product justifying the project in business terms; it is reviewed at stage gates and timebox reviews, not written once.
- Daily Stand-up
- A short coordination meeting (typically 15 minutes) within a timebox where the team shares progress, plans and blockers.
- Facilitated Workshop
- The primary collaborative technique for gathering requirements and making decisions, bringing business and technical roles together in a structured session.
- Modelling technique
- Using visual models and workshops to understand and communicate requirements just enough, avoiding exhaustive documentation for its own sake.
- Iterative Development
- Each iteration produces a demonstrable, tested increment, and feedback from each increment informs and refines the next iteration.
- Tailoring roles in AgilePM
- On small projects roles can be combined or shared, for example the Business Sponsor also acting as Business Visionary, provided accountabilities remain covered.
- Must Have cap
- Must Have requirements must not exceed 60% of total effort, preserving contingency; at least 20% Could Have is recommended for flexibility.
- Demonstrate control
- A DSDM principle requiring visible, appropriate governance: plans, progress tracking, and clear decision points at stage gates and timebox reviews.