AgilePM3: the next step in evolution

Our work environment is constantly changing ... and the profession of Agile Project Management is changing with it. After Agile Project Management 2, it is now time for the next step in the evolution; Agile Project Management 3 (AgilePM3). What are the main changes from the earlier version and what are the reasons behind them? Richard Campbell of the Agile Business Consortium explains the main changes.

‘Thirty years ago, projects were mainly managed using traditional waterfall methods. But the rise of the internet and far-reaching digitalisation required a different approach to project management. Agile Project Management was the answer,’ says Campbell. ‘Gradually, projects became less and less predictable and more Volatile, Uncertain, Complex and Ambiguous. Resulting in the emergence of AgilePM. We are now many years and three versions on. After the introduction of AgilePM version 2 in 2016, the changing situation again calls for the next step in the evolution. A step that focuses on changing the mindset, culture and leadership. Because only when you evolve as an organisation in these areas can you really move from doing Agile to being Agile.’
 

Change 1: focus on leadership 

In the new version AgilePM3, there is a distinct shift from management to leadership. For example, the Nine Principles of Agile Leadership is embedded in AgilePM3. Campbell gives an example: ‘Take the principle “Actions speak louder than words”. As a leader, do you want to change behaviour? Then you have to lead by example. Show that you yourself work Agile, are open to change and keep learning.’ This form of leadership does not have to be top-down, according to Campbell. ‘Everywhere in the organisation you can show leadership, for example by helping a colleague who is struggling. A good leader should understand and help people with their problems, whether they are emotional, communicative or educational in nature.’ 

Change 2: Scrum as standard 

In AgilePM3, Scrum becomes the default Agile delivery approach. Previously, it was the Dynamic Systems Development Method (DSDM). Scrum is used more often in delivery teams than any other approach so it makes sense to use this during the training course. Campbell does make a comment: ‘Scrum is a choice, not an obligation. It is just the default delivery method, and most agile project managers need to understand how Scrum works. Teams can still use DSDM, Kanban, XP or other delivery approaches. A project manager applying AgilePM3 needs to adapt and accommodate the language and approach of the teams involved.’ 

Change 3: Outcome orientation  

Consistent feedback from AgilePM practitioners has been the need to put greater emphasis on the business outcome that the project seeks to deliver. ‘There is a tendency to approach project management from a bureaucratic perspective focusing on specific outputs. In AgilePM3 we have changed the phasing and guidance to shift this focus to the organisation’s purpose; the outcomes that it expects to see. Being agile in this context means adapting the work being done to maximise the value being delivered that contributes to the desired outcome.’ 

Change 4: Shared Learning 

‘We don't learn the same now as we used to. There is not constantly a teacher in front of the class telling, with students in school listening and taking an exam and graduating afterwards,’ says Campbell. ‘Learning should be interactive. That's how we look at it now. That's why AgilePM3 encourages Shared Learning. Here, students learn from the teacher, but more importantly from each other. They do this by completing assignments together, discussing and reflecting on lesson materials.’ 

Change 5: Practitioner pure practice 

AgilePM3 still consists of the Foundation and Practitioner components. But for Practitioner students, the course material no longer contains any new theory. As a Practitioner, you only learn to apply the knowledge gained in the Foundation course. Campbell: ‘To do this, we use a lot of practical assignments and business cases. The most appealing of these is a realistic simulation in which your team gets to work on renewing the fictitious Ecolodge Panthera Resort. Of course, you use AgilePM3 in the process.’ 

The above five aspects are certainly not the only changes in AgilePM3. However, they are five characteristic changes. They symbolise the purpose of AgilePM3: to encourage organisations to complete the evolution into an Agile organisation. To help them instil the right mindset, culture and leadership principles. And thus grow into an organisation that not only does Agile, but becomes Agile. 
 

Would you like to study Project Management in even greater depth? Learn more:
 
Agile Project Management Foundation Agile Project Management Practitioner