Agile project management - total beginner...

I have never done a course before (weird perhaps i know) but could you elaborate on what made it heavy?
Ah mate, it's like any course and anything in IT, it's mad on abbreviations and stuff. Longwinded. I haven't found a course on PM stuff that isn't. Would think in these "agile" times we'd have super sleek agile courses!
 
How was day 1?
A giant bag of hurf blurf tbh. I think I could read a book for an hour then pass any exam if this is the subject matter. I'm too technical and detail-oriented for such high-level lectures comprised of 95% common sense and 5% lingo.
 
Ah mate, it's like any course and anything in IT, it's mad on abbreviations and stuff. Longwinded. I haven't found a course on PM stuff that isn't. Would think in these "agile" times we'd have super sleek agile courses!

Ew. Had a feeling that could be the case hmm and also good point re agile. :p

A giant bag of hurf blurf tbh. I think I could read a book for an hour then pass any exam if this is the subject matter. I'm too technical and detail-oriented for such high-level lectures comprised of 95% common sense and 5% lingo.

Soooo...it's simple?
 
I did a Prince 2 Practitioners certification years ago.

There was some homework to prepare and then a week or 2 in class before the exam.

One of the things that impressed me even back then was that the trainer in day 1 said "This is just a toolbox. Some projects you'll need to use all of it. Some you just pick and choose the elements of this framework that are needed."

Even back then that sort of thinking impressed me a lot and made Prince2 far more practical for me who wasn't doing massive projects with a billion inputs.
 
My place still teaches PRINCE2 and APMP, but is encouraging us to use Agile; i had to write a Project Proposal using the Agile methodolgy very recently. Agile is very much a common sense approach with roles, tasks and timelines clearly laid out, but there's also a bit of b0ll0cks in there for padding it seems!

I have a couple of Agile e-books i used for reference if anyone wants them (send me a PM).

A scrum master is not a technical project manager. They are different roles. One is command and control based, the other is a servant-leader.

Project Manager:
  • Manages the budget
  • Reports to business leadership on project progress
  • Focuses on process
  • Allocates tasks
  • Priorities features
  • Manages risk
  • Coordinates with other dependent teams
Scrum Master:
  • Serves the team where needed
  • Removes blockers or impediments that hinder project progress
  • Coaches the product owner
  • Monitoring the progress of the sprint
  • Helps team estimate and increase velocity
  • Promotes continuous communication
  • Facilitates sprint planning and other scrum meetings
  • Monitors and helps improve team dynamics
  • Lends support to whatever part of the project needs assistance at a certain time
  • Motivates the team
  • Acts as the glue that holds the team together

Dang, that would have been useful to have last week :)
 
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In my experience it is quite rare for a Project Manager to "Priorities [sic] features". The actual priorities will usually be set by a project board, sponsor or whatever; the PM then takes those priorities and shapes their plan accordingly.


The PM has to work with stakeholder to derive features and requirements that bring business value and define associated work units (user stories). The prioritizing of the work is based on value, risk, effort and dependencies etc. Within, Scrum, the Product Owner specifically creates the priority order but combining business value form the stakeholders with work estimates from the dev team. The stakeholders don;t necessarily specify an order, and their requirements can be very general and broad
 
I've been offered the opportunity to go on an agile project management course (funded) so i am looking for the "best" and for a total beginner.

I have found PMI-ACP and i think this is the one...BUT looking at the overview, it suggests i should have previous project management experience (which i don't).

Can anyone offer an insight?

This is very long, but I write it mostly as a personal clarification of my research....

Coming back to the point about prior experience, I've been doing some more research on requirements. Importantly, you don't need to be an official Project Manager in any shape or form as part of your job title. That was my 1st worry as I have worked as a Senior Software engineer, senior research scientist, Senior Data scientist and company director. Jobs with lots of responsibility and I have managed teams but done more work in areas of business development than managing people.

In the end, What you do need to show is experience working in a project, in all areas of project management, regardless of your role or job title. If you a software developer, you certainly have experience in planning, deriving requirements, reporting and monitoring progress, concluding the project with a release and likely documenting some aspect. Moreover, you have experience in the execution stage simply writing code. There are 5 PM areas you need to show experience in, but no single project needs to have all 5. And it doesn't seem like there is any minimum number of hours in each topic, so as a developer if have 60-70% of your time in the execution stage then that *might* be sufficient (I don't know if there are internal criteria). It talks about leadership but never specifying a minimum requirement, so similarly leading some junior developers is likely sufficient.

The definition of a project is also vague. If you have ever volunteered to throw together a website then that counts. If you were talked with creating some marketing documents, or a training manual, or replace the server room infrastructure, install a wifi network for the office. State what you did in planning, risk analysis, facilitated a workshop gathering requires (i.e., you had a 1-2 hr chat with the boss and a couple of team mates)

You have to use the correct terminology and fill it with the official lingo that the PMI use. Essentially making it sound very official , using all the jargon you hate that project managers actually use.

So all of that, be honest, then submit application. Something like 1 in 5 are audited so you need your supervisors to be on board but can loose co-workers etc. If PMI don;t think your experience counts then you haven't lost much. You can look at PRINCE2 (agile). which has no requirements.


That may not be the spirit of the experience requirement but only you know your true experience and abilities (especially given the tiny 550 character limit for each project) , your prior experience is on your CV for all future jobs and when you are in an interview and they talk about prior project management experience you will have to be honest. IN t end, the PMP exam is very tough, and it is entirely about theory of project management with no real emphasis on a practical methodology. If you pass the tough exam, then you know the theory and that is all the PMP certificate really signifies.


It is something I might do to keep me busy for the next couple of months while I await for the economy to recover.


Also, if you a super certain of only doing Agile and remaining close to the development of software then you might be better of becoming a certified Scrum master, which is going to be far easier and may be more relevant if your company/team uses agile explicitly. If in your career you are looking for a more senor managing position then PMP/Prince 2 will be better.
Also, int eh UK Prince2 seems to dominate while most of the world uses PMP. PMP is theory, which you then have to be capable of applying. Prince2 is a specific framework so you can follow that framework without worrying too much about theoretical issues. Prince2 works in organization using prince2 and is more liekly to lead to good results even if used by a beginner, while PMP is more general but the complecity means that the outcome is more dependent on ability.
 
The PM has to work with stakeholder to derive features and requirements that bring business value and define associated work units (user stories). The prioritizing of the work is based on value, risk, effort and dependencies etc. Within, Scrum, the Product Owner specifically creates the priority order but combining business value form the stakeholders with work estimates from the dev team. The stakeholders don;t necessarily specify an order, and their requirements can be very general and broad

I'm not disputing that but the point is that in the structures and roles I was responding to, I still don't really think the PM is typically prioritising features themselves. Remember they are being contrasted with a Scrum Master. The PM could be creating a lower level plan to implement the priorities given by a PO / project board / sponsor or other vehicle (maybe something captured as part of elicitation).

My view is, if you genuinely have a PM setting the priority for features, rather than implementing a plan to deliver a set of priorities defined in conjunction with others, then they will arguably be filling a broader role (perhaps hybrid product owner, or are a highly specialised PM with a lot of knowledge about that product who can therefore set the direction, rather than a typical PM).
 
Soooo...it's simple?
The course was 3 days of non-stop lectures filled in with an abundance of anecdotes. Not my preferred method of study, made worse by being remote. He said that everything we went over was more than enough for the exam.

Can't say any more than the above. I won't be taking the exam so this is the end of the line for me until we kick start some projects internally. I may refer back to a few points on the slide decks he distributed to us, but ultimately it's all just a framework to hold together the real meat of your job - unless you are a dedicated PM which he didn't focus much on.
 
I'm not disputing that but the point is that in the structures and roles I was responding to, I still don't really think the PM is typically prioritising features themselves. Remember they are being contrasted with a Scrum Master. The PM could be creating a lower level plan to implement the priorities given by a PO / project board / sponsor or other vehicle (maybe something captured as part of elicitation).

My view is, if you genuinely have a PM setting the priority for features, rather than implementing a plan to deliver a set of priorities defined in conjunction with others, then they will arguably be filling a broader role (perhaps hybrid product owner, or are a highly specialised PM with a lot of knowledge about that product who can therefore set the direction, rather than a typical PM).


I don't think i am actually disputing you. I was a little too focused on smaller companies where the PM takes on many of the roles that in larger companies have separate duties: Product Manager, Project Manager, Business leader, Business Analyst, Product Sponsor etc.
 
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