6.1 The concept of flexing what is delivered

PRINCE2 Agile is built upon the concept of flexing what is delivered. This can also be described as prioritizing what is delivered. This, for many, may require a fundamental shift in how a project is executed. It is not a nuance or a ‘different flavour’: it represents a significant change in how people think and act when they are working on a project.

Welcome

Foreword
- About AXELOS
- Acknowledgements
- Contents summary
- Conventions used in this guide
1 PRINCE2 Agile introduction
- 1.1 What is PRINCE2 Agile?
- 1.2 PRINCE2 Agile is for projects only
2 An overview of agile
- 2.1 Introduction
- 2.2 Agile basics
- Acknowledgements and further research
3 The rationale for blending PRINCE2 and agile
- 3.1 Who is PRINCE2 Agile for?
- 3.2 Which communities will benefit from PRINCE2 Agile?
- 3.3 When and where can I apply PRINCE2 Agile?
- 3.4 Course of action for each community in each situation
- 3.5 What does PRINCE2 Agile consist of?
- 3.6 Important points about PRINCE2 Agile and this manual
- 3.7 Beware of prejudice!
4 The PRINCE2 journey when using agile
- 4.1 Pre-project and the initiation stage
- 4.2 Subsequent delivery stages
- 4.3 Final delivery stage
5 An overview of PRINCE2
- 5.1 The structure of PRINCE2
- 5.2 The principles
- 5.3 The themes
- 5.4 The processes
- 5.5 The project environment
6 What to fix and what to flex?
- 6.1 The concept of flexing what is delivered
- 6.2 Why is there a need to work this way?
- 6.3 The rationale behind flexing what is being delivered
- 6.4 The five targets in more detail
- 6.5 Chapter summary
7 Agile and the PRINCE2 principles
- 7.1 The PRINCE2 principles
- 7.2 The general view of agile with respect to the PRINCE2 principles
- 7.3 Guidance on applying the PRINCE2 principles
- 7.4 PRINCE2 Agile behaviours
- 7.5 PRINCE2 principles summary
8 Agile and the PRINCE2 themes
- 8.1 The PRINCE2 themes
- 8.2 Some themes are more prominent than others
- 8.3 Summary of tailoring guidance for the PRINCE2 themes
9 Business Case theme
- 9.1 The PRINCE2 approach to the Business Case theme
- 9.2 The general view of agile with respect to the Business Case theme
- 9.3 PRINCE2 Agile guidance for the Business Case theme
- 9.4 Agile concepts and techniques
- 9.5 Business Case theme summary
- Acknowledgements and further research
10 Organization theme
- 10.1 The PRINCE2 approach to the Organization theme
- 10.2 The general view of agile with respect to the Organization theme
- 10.3 PRINCE2 Agile guidance for the Organization theme
- 10.4 Different concepts regarding roles between PRINCE2 and agile
- 10.5 Agile concepts and techniques
- 10.6 Organization theme summary
Acknowledgements and further research
11 Quality theme
- 11.1 The PRINCE2 approach to the Quality theme
- 11.2 The general view of agile with respect to the Quality theme
- 11.3 PRINCE2 Agile guidance for the Quality theme
- 11.4 Agile concepts and techniques
- 11.5 Quality theme summary
Acknowledgements and further research
12 Plans theme
- 12.1 The PRINCE2 approach to the Plans theme
- 12.2 The general view of agile with respect to the Plans theme
- 12.3 PRINCE2 Agile guidance for the Plans theme
- 12.4 Agile concepts and techniques
- 12.5 Plans theme summary
Acknowledgements and further research
13 Risk theme
- 13.1 The PRINCE2 approach to the Risk theme
- 13.2 The general view of agile with respect to the Risk theme
- 13.3 PRINCE2 Agile guidance for the Risk theme
- 13.4 Agile concepts and techniques
- 13.5 Risk theme summary
14 Change theme
- 14.1 The PRINCE2 approach to the Change theme
- 14.2 The general view of agile with respect to the Change theme
- 14.3 PRINCE2 Agile guidance for the Change theme
- 14.4 Agile concepts and techniques
- 14.5 Change theme summary
15 Progress theme
- 15.1 The PRINCE2 approach to the Progress theme
- 15.2 The general view of agile with respect to the Progress theme
- 15.3 PRINCE2 Agile guidance for the Progress theme
- 15.4 Agile concepts and techniques
- 15.5 Progress theme summary
- Acknowledgements and further research
16 Agile and the PRINCE2 processes
- 16.1 The PRINCE2 processes
- 16.2 Tailoring guidance for the PRINCE2 processes
17 Starting up a Project; Initiating a Project
- 17.1 PRINCE2 guidance on Starting up a Project and Initiating a Project
- 17.2 Agile ways of working that may already exist
- 17.3 PRINCE2 Agile guidance on Starting up a Project and Initiating a Project
- 17.4 Agile concepts and techniques
- 17.5 Summary
- Acknowledgements and further research
18 Directing a Project
- 18.1 PRINCE2 guidance on Directing a Project
- 18.2 Agile ways of working that may already exist
- 18.3 PRINCE2 Agile guidance on Directing a Project
- 18.4 Summary
19 Controlling a Stage
- 19.1 PRINCE2 guidance on Controlling a Stage
- 19.2 Agile ways of working that may already exist
- 19.3 PRINCE2 Agile guidance on Controlling a Stage
- 19.4 Agile concepts and techniques
- 19.5 Summary
- Acknowledgements and further research
20 Managing Product Delivery
- 20.1 PRINCE2 guidance on Managing Product Delivery
- 20.2 Agile ways of working that may already exist
- 20.3 PRINCE2 Agile guidance for Managing Product Delivery
- 20.4 Agile concepts and techniques
- 20.5 Summary
- Acknowledgements and further research
21 Managing a Stage Boundary
- 21.1 PRINCE2 guidance on Managing a Stage Boundary
- 21.2 Agile ways of working that may already exist
- 21.3 PRINCE2 Agile guidance on Managing a Stage Boundary
- 21.4 Summary
22 Closing a Project
- 22.1 PRINCE2 guidance on Closing a Project
- 22.2 Agile ways of working that may already exist
- 22.3 PRINCE2 Agile guidance on Closing a Project
- 22.4 Agile concepts and techniques
- 22.5 Summary
23 Summary of tailoring guidance for the PRINCE2 products
- 23.1 Baseline products
- 23.2 Record products
- 23.3 Report products
24 The Agilometer
- 24.1 Purpose
- 24.2 When to assess suitability
- 24.3 How suitability is assessed (the Agilometer)
- 24.4 Responding to the assessment
- 24.5 Monitoring the assessment
- 24.6 Evolving the Agilometer
- 24.7 The Agilometer slider definitions
- Further research
25 Requirements
- 25.1 Purpose
- 25.2 Requirements definition
- 25.3 Defining product descriptions
- 25.4 Requirements decomposition and granularity
- 25.5 Requirements prioritization
- 25.6 Agile concepts and techniques
- Acknowledgements and further research
26 Rich communication
- 26.1 Purpose
- 26.2 Forms of communication
- 26.3 The PRINCE2 Agile approach to communication
- 26.4 Agile concepts and techniques
- Acknowledgements and further research
27 Frequent releases
- 27.1 Purpose
- 27.2 Releasing early and frequently
- 27.3 Summary
28 Creating contracts when using agile
- 28.1 Traditional contracts
- 28.2 Primary considerations when structuring an agile contract
- 28.3 Guidance on how to structure an agile contract
- 28.4 The role of the supplier in an outcome-based contract
- 28.5 Summary
- Acknowledgements and further research
Appendix A Product description outlines
- A.1 Benefits review plan
- A.2 Business case
- A.3 Checkpoint report
- A.4 Communication management strategy
- A.5 Configuration item record
- A.6 Configuration management strategy
- A.7 Daily log
- A.8 End project report
- A.9 End stage report
- A.10 Exception report
- A.11 Highlight report
- A.12 Issue register
- A.13 Issue report
- A.14 Lessons log
- A.15 Lessons report
- A.16 Plan
- A.17 Product description
- A.18 Product status account
- A.19 Project brief
- A.20 Project initiation documentation (PID)
- A.21 Project product description
- A.22 Quality management strategy
- A.23 Quality register
- A.24 Risk management strategy
- A.25 Risk register
- A.26 Work package
Appendix B Roles and responsibilities
Appendix C Health check – PRINCE2 Agile version
- C.1 Is the following happening?
Appendix D Product-based planning example
- D.1 Scenario
- D.2 Example of a project product description
- D.3 Examples of a product breakdown structure
- D.4 Example of a product description
- D.5 Example of a product flow diagram
Appendix E The fundamental values and principles of agile (including the Agile Manifesto)
- E.1 The Agile Manifesto (the Manifesto for Agile Software Development)
- E.2 Scrum theory
- E.3 The five values of eXtreme Programming (XP)
- E.4 The four core values of the Scaled Agile Framework (SAFe) v3.0
- E.5 The project management Declaration of Interdependence
- E.6 The eight principles of the Dynamic Systems Development Method
- E.7 The Kanban method
- E.8 The principles of Lean thinking
- E.9 The five principles of Lean Startup
Appendix F Transitioning to agile, and what constitutes success?
- F.1 Different forms of success
- Further research
Appendix G Advice for a project manager using agile
- G.1 Collaboration and self-organization
- G.2 Transparency, communication and exploration
- G.3 Environment
- G.4 Plan, monitor and control
Appendix H The definitive guide to Scrum
- The Scrum Guide™
- Purpose of the Scrum Guide
- Definition of Scrum
- Scrum Theory
- The Scrum Team
- Scrum Events
- Scrum Artifacts
- Artifact Transparency
- End Note
- Acknowledgements
Glossary