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Agile Project Management V2 (AgilePM® V2) study guide mind map by Mind Map: Agile Project Management V2 (AgilePM® V2) study guide mind map
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Agile Project Management V2 (AgilePM® V2) study guide mind map

DSDM®, Atern®, AgilePM® are registered trade marks of Dynamic Systems Development Method Limited in the United Kingdom and other countries. AgilePgM™ is a trade mark of Dynamic Systems Development Method Limited in the United Kingdom and other countries. Trademarks are properties of the holders, who are not affiliated with mind map author.

Current DSDM® Consortium products family

DSDM® Consortium products history in a nutshell

AgilePM® Fundamentals

What is AgilePM®?

Why using AgilePM®?

AgilePM® vs Traditional Project Variables

AgilePM® rigour

Why use AgilePM® for Agile Project Management?

Download: AgilePM® - Traditional vs AgilePM® project variables (PDF)

Summary & Conclusion

AgilePM® - an iterative, incremental and adaptive (change-driven / empirical) agile project management method and framework (not just framework like Scrum) from UK for general (not industry specific e.g. IT or Engineering) agile project management. AgilePM® is seen as a hybrid method, which combines project management / delivery with product development / construction into one lifecycle and method. AgilePM® was derived from another method called DSDM® from its version v5 called DSDM® Atern® in 2010. In 2014 AgilePM® received major update to V2. AgilePM® and DSDM® can be easily managed together within programme using Agile Programme Management method (AgilePgM™). Same as DSDM®, AgilePM® and AgilePgM™ were created by DSDM® Consortium -

AgilePM® first version v1.0 was published in 07.2010

Several changes were published in version v1.1 like changes in roles (09.2012)

Minor updates were published in version v1.2 (12.2013)

Major update v2.0 was published in 09..2014

AgilePM® V2 method consists of: 1 Philosophy, 8 Principles, 5 Instrumental Critical Success Factors, 6 Project Lifecycle Phases, 13 Roles, 14 Management Products (a.k.a. documentation), 7 Techniques.

Download: AgilePM® V1.2 Project Phases vs Products (documentation) vs Roles vs Reponsibilites Matrix (PDF)

Download: AgilePM® V1.2 Document Templates [DOCX, XLSX]

AgilePM® Philosophy (1)

The AgilePM® Philosophy is that any project must be adopted and adapted or simply aligned to clearly defined strategic goals

6P Model (a.k.a. DSDM “temple”)

Best achieved when key stakeholders understand the business objectives, are empowered to an appropriate level and collaborate in order to deliver the right solution

Philosophy is achieved when all stakeholders

The AgilePM® philosophy is supported by a set of 8 principles that build the mindset and behaviours necessary to bring the philosophy alive


Common sense

AgilePM® Principles (8)

Principles are universally applicable statements.

The 8 principles of AgilePM® direct the team (not mandates) in the attitude and culture they must take and the mindset they must adopt in order to deliver consistently.

If a team doesn't follow all the principles then they don't get the full benefit.

Treat non-adherence to the principles as a risk.

The 10 Golden Rules for Successful Agile Projects (by Keith Richards)

1 - Focus on the business need

2 - Deliver on time

3 - Collaborate

4 - Never compromise quality

5 - Build incrementally from firm foundation

6 - Develop iteratively

7 - Communicate continuously and clearly

8 - Demonstrate control

Summary & Conclusion

AgilePM® V2 Project Lifecycle Phases (6) (a.k.a. 'building blocks')

aka. “cheese and pizzas” diagram


AgilePM® provides an iterative, incremental and adaptive framework, with 6 lifecycle phases.

1. Pre-Project

2. Feasibility

3. Foundations

4. Evolutionary Development

5. Deployment

6. Post-Project

AgilePM V2 project lifecycle examples

Summary & Conclusion

AgilePM® V2 Roles (13)



Role Combinations

Project-level roles

Solution Development Team (SDT) (project can have multiple SDTs)

Supporting Roles

Summary & Conclusion

AgilePM® V2 Products (a.k.a. Artifacts) (for simplicity documentation) (14)

Products definitions: - Orange - Business product - Blue - Managemet products - Green - Solution products


For people coming from corporate environment these products are already used in most of their projects.

For people coming from non corporate environment these products may be a bit overwhelming (e.g. small projects combining only several people).

"Ensure your documentation is short and sharp and make much more use of people-to-people communication." Bentley & Borman, 2001


Pre-Project phase

Feasibility phase

Foundations phase

Evolutionary Development

Deployment phase

Post Project phase

Summary & Conclusion

Historically AgilePM®v1.0 had 17 products (a.k.a. Artifacts) (17 main / 53 all)

AgilePM® Requirements

Levels of Agile Requirements

What is a requirement?

Functional Requirements (FR)

Non-functional requirements (NFR)

Prioritising Requirements and MoSCoW

Team empowerment within MoSCoW

The Prioritised Requirements List (PRL)

Summary & Conclusion

AgilePM® Estimating

Estimating throughout the AgilePM® lifecycle.

A mature agile team intuitively knows what a story point means in terms of the relative size of a user story compared to other stories that it has sized in the past


Why are Estimates are wrong?

Estimating Approaches

Popular agile estimation techniques (not defined and not part of AgilePM, but can be easily integrated)

Top 10 Agile Estimation Best Practices

AgilePM® Measurement



Understand the purpose

Keep it simple

Define measures accurately

Outcomes not outputs

Make collecting measures easy

Change measure during the project

Examples of measures

AgilePM® Delivering Quality

AgilePM® and Quality - two drivers

How AgilePM® helps to build quality solutions

Maintainability - A key decision for agreeing the Quality Standard

Summary & Conclusion

AgilePM® Planning

A critical problem with traditional approaches to planning is that they focus on the completion of activities rather than on the delivery of features

Outline Planning - Feasibility

Delivery Planning - Foundations

Evolutionary Development Planning (Timebox Planning)

AgilePM® Project Control

The Control Parameters

Mechanisms of Control

Adjusting the Controls

Dealing with Issues

Communication is the Key

AgilePM® Project Management


Managing the AgilePM® approach

Monitoring progress

Targeting and motivating the teams

Management of business involvement within the Solution Development Team

Escalation in AgilePM® projects


AgilePM® Testing


Concepts for AgilePM® testing

Using AgilePM® Key Techniques in Testing

Testing AgilePM® Products and Testing Roles

Summary & Conclusion

AgilePM® Official publications

Agile Project Management Handbook (v1.0 - v1.2)

AgilePM V2 - Agile Project Management V2 Handbook

AgilePM® Techniques (7)

MoSCoW Prioritisation

Daily Stand-ups

Facilitated Workshops

Timeboxing (a.k.a. Sprinting from Scrum), DSDM V6 recognizes 2 types of Timeboxes

Iterative Development



Other techniques used in Agile (not defined in AgilePM® method, but can be easily implemented)

Agile fundamentals (agile in general not AgilePM® fundamentals)

Agile Manifesto

Agile Alliance

Agile currently is buzzword, a marketing term

The Agile Mindset, Values and Principles

Agile is a umbrella term enclosing different methodologies, tools, techniques, practices and frameworks

Plan-Driven Projects vs. Change-driven Project Projects

Agile is best for complex projects

Agile is about delivering "best possible value" not maximum possible value

Agile is about focusing on business value / outcome, not strictly project plan / output

Agile respects the urgency and importance of priorities conveyed by the customer / user, most prominently by incremental delivery and flexible sequencing

Agile respects the common sense that all requirements can not be known at the outset, particularly when the outcomes are intangible and subject to an evolving understanding.

Agile is about empowering people, treating them as intellectual individuals

Agile is about working closely and constantly (active two side collaboration) with customer throughout (including more than just feedback loops)

Agile is about change, constant change which leads to better value

Agile thinking / approach often requires mind change and cultural shift

Why Agile Works?

Interactive AgilePM® Glossary

Interactive AgilePM® Glossary

This freeware, non-commercial mind map (aligned with the newest version (v2) of AgilePM®) was carefully hand crafted with passion and love for learning and constant improvement as well for promotion the AgilePM® method and as a learning tool for candidates wanting to gain AgilePM® qualification. (please share, like and give feedback - your feedback and comments are my main motivation for further elaboration. THX!)

Questions / issues / errors? What do you think about my work? Your comments are highly appreciated. Feel free to visit my website:

AgilePM® Official resources

Copyright © AXELOS Limited.

AgilePM® sample exams, available online

AgilePM® examination syllabus

AgilePM® glossary

AgilePM® White Papers

Instrumental Critical Success Factors (ICSFs) of AgilePM® V2 projects (5)

When these factors are not met, they represent a significant risk to AgilePM® approach.

Factors need constant monitoring as they form the key risks to the project.

1. Embracing the DSDM® Approach

2. Effective Solution Development Team (SDT)

3. Business Engagement - Active and On-going

4. Iterative Development, Integrated Testing and Incremental Delivery

5. Transparency

Understand your constraints

Project Approach Questionnaire (PAQ)

Download: AgilePM® Project Approach Questionnaire (PAQ) (XLS)

Historically AgilePM® v1.0 had 9 Instrumental Critical Success Factors (ICSF)

AgilePM® Foundation exam prep questions

Watch: official AgilePM® introduction video (by Keith Richards)