Understanding Agile from a PMP s Perspective!

Transcription

1 Understanding Agile from a PMP s Perspective! Copyright, GR8PM, All rights reserved. 1 The claim that Agile is outside the PMBOK Guide has no basis in fact! Fact The PMBOK Guide included Rolling Wave Planning, Progressive Elaboration, and Decomposition long before the Agile Manifesto was written. Materials are based on the Institute, A Guide to the Body of Knowledge, (PMBOK Guide) Fifth Edition, Institute, Inc PMBOK is a registered mark of the Institute, Inc. 2 1

2 The claim that Agile is a revolution is an exaggeration! Fact Agile applies Lean Principles to project management. It offers improved planning and team management practices. 3 Every Agile framework is missing two key components. Fact Every Agile framework is missing budgeting and sophisticated scheduling tools. The PMBOK Guide solves those problems and makes Agile better! 4 2

3 Agile, as practiced by many agilists, ignores the needs of the organizational-customer for estimating and planning. Fact Many Agilists ignore the legitimate need for reliable planning that supports the organizationalcustomer. We can, and must, do better! 5 None of those facts mean I am against Agile! Please let me introduce myself. 6 3

4 4/30/15 Introduction: John Stenbeck, PMP, PMI-ACP, CSM, CSP Sr. PM Consultant for client-side ERP implementations Past President and VP of Prof. Dev. for PMI-SD Adjunct instructor at the University of California San Diego (UCSD) Trained 9,000+ technical professionals in Aerospace, Defense, High Tech, Financial Services, Bio-medical and Life-science fields 7 GR8PM Introduction: Available in Kindle version February 2014 (ibook coming soon!) (ibook coming soon!) Added CSP Prep May 2013 Published Jan

5 GR8PM Introduction: Agile Government Contracting, August GR8PM Introduction: PMP and PMI-ACP Exam Prep and CSM classes Professional Development On-site & Public seminars: Agile 101 for PMP s Best Practices Advanced Agile-Enterprise Practices for PMP s Agile (Federal) Government Contracting Managing Virtual Teams: Tips and Tricks from the Pro's Masters Course in Estimating and Risk Agile-Organization Support Services: Agile Enterprise Roll-out & PMO Deployment Consulting Agile Coaching, Mentoring and Training 10 5

6 GR8PM Introduction: Partial List of Past Clients " Booz Allen Hamilton, Inc., McLean, VA " Guinness Bass Import Company, Greenwich, CT " Lucent Technologies Bell Labs, Allentown, PA " Nike Corp., Beaverton, OR " Oracle Corp., Redwood Shores, CA " Qualcomm Inc., San Diego, CA " U.S. Army Space & Terrestrial Communications Directorate, Fort Monmouth, NJ " U.S.D.A. National Finance Center, New Orleans, LA " Visa Smart Cards, Foster City, CA

7 Understanding Agile from a PMP s Perspective! Copyright, GR8PM, All rights reserved. 13 Recent GR8PM research showed PMP s top Agile concerns are: 1. What is the PM s role in Agile? 2. Can Agile and Traditional projects coexist? 3. Do most PMP s have the 1,500 hours of Agile experience required to sit for the PMI-ACP exam? 14 7

8 #1 What is the PM s Role in Agile? THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES February March, 2013 Literature review, Survey, and In-depth Interviews 500 Participants; 70 Countries United States = 35% India = 12% United Kingdom, Canada, Australia = 4% each Germany = 3% Belgium, Brazil, Mexico, Malaysia, South Korea, New Zealand = 2% each 15 #1 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Role in the Organization 16 8

9 #1 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES 17 #2 Can Agile and Traditional s Coexist? 18 9

10 #3 Do most PMP s have 1,500 hours of Agile? ANSWER: Decomposition Progressive Elaboration Rolling Wave Planning Lean principles in both Agile and Traditional! 19 #3 Do most PMP s have 1,500 hours of Agile? Traditional: Graphical WBS Agile / Scrum: Feature Structure Objective Product Phase 1 Phase 2 Theme 1 Theme 2 Work Package 1 Work Package 2 Work Package 1 Work Package 2 Epic 1 Epic 2 Epic 3 Epic 4 Activity 1 Activity 2 Activity 3 Story 1 Story 2 Story 3 Task 1 Task 2 Task 3 Task 1 Task 2 Task

11 #3 Do most PMP s have 1,500 hours of Agile? Definitions are completely arbitrary logical devices. PMBOK: 1. Objective 2. Phase.. 3. Work Pkg.. 4. Activity AGILE: 1. Product 2. Theme.. 3. Epic. 4. Story DEFINITION: 1. Business-level Full Function Vision 2. What a User Class wants to see or experience (Sub-function; End-toend workflow) 3. What a User will do and the result(s) they will see 4. Workflow component in User words 5. Task 5. Task 5. Technical job plus acceptance criteria 21 #3 Do most PMP s have 1,500 hours of Agile? Taxonomy for Traditional vs. Agile Roles Traditional: Stakeholders & Sponsor Program or Sr. Manager Jr. PM or Team Lead Team and SME s Everybody else Agile / Scrum: Stakeholders & Sponsor Product Owner Scrum Master Team and SME s Everybody else 22 11

12 Knowledge Areas Integration Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Develop Charter Collect Requirements Plan Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Estimate Cost Determine Budget the overall project good. Plan Quality Develop Direct and Manage Monitor and Execution Control Work Direct Perform and Integrated Change Control Manage Execution Verify Scope Control Scope Fact Integration Perform Quality Assurance Control Schedule Control Costs Perform Quality Control Close or Phase Monitor and Control Work Perform Integrated Change Control Close or Phase Integration, in the context of managing a project, is making choices about where to concentrate resources and effort on any given day, anticipating potential issues, dealing with these issues before they become critical, and coordinating work for PMBOK Guide, Third Edition Integration management is a juggling act of trade-offs and coordination as part of balancing the project execution and the expectations of the stakeholders. 23 Knowledge Areas Develop Charter Integration Scope Scope Time Cost Process Groups Initiating Planning Executing M & C Closing Develop Direct and Manage Plan Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Scope Define Activities Sequence Activities Resources Duration Develop Schedule Monitor and Close or Control Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Control Schedule Scope includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project Estimate successfully. Cost Control Costs Determine Budget PMBOK Guide, Third Edition Quality Plan Quality Perform Quality Perform Quality Assurance Control Which is riskier, 2 critical paths or 1? Traditional fixes scope and tries to control 2 variables - time and cost. Agile fixes those two and controls 1 variable - scope

13 Knowledge Areas Integration Time Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Direct and Manage Plan Execution Define Activities Sequence Collect Requirements Activities Define Scope Estimate Create WBS Activity Fact Time Define Activities Sequence Activities Resources Duration Develop Schedule Monitor and Close or Control Work Phase Perform Integrated Control Change Control Schedule Verify Scope Control Scope Control Schedule Time management includes the processes required to accomplish timely completion of the project. PMBOK Guide, Third Edition Cost Quality Estimate Cost Determine Budget Control Costs Using high-precision low-accuracy information to predict dates or plan sets a project up for failure. Manage time by Plan Quality Perform Quality Perform Quality Assurance Control forecasting instead of prediction. 25 Knowledge Areas Integration Cost Scope Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Direct and Manage Plan Execution Collect Requirements Define Collect Requirements Scope Define Scope Create Create WBS WBS Fact Cost Monitor and Close or Control Work Phase Perform Integrated Verify Change Control Scope Control Verify Scope Control Scope Scope Define Activities Control Schedule Sequence Activities cost management includes the processes Resources Time involved Estimate in Activity planning, estimating, budgeting and Duration Develop Schedule controlling costs so that the project can be completed within the approved budget. Estimate Cost Control Costs Determine Budget PMBOK Guide, Third Edition We cannot maximize business or customer value without Plan Quality Perform Quality Perform Quality Assurance Control working closely with the customer. The goal of estimating and budgeting cost management is to help the customer select the best cost/performance trade-off

14 Knowledge Areas Develop Charter Integration Quality Scope Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Direct and Manage Monitor and Close or Plan Execution Control Work Phase Plan Perform Perform Perform Integrated Quality Quality Change Control Quality Assurance Control Collect Requirements Define Scope Create WBS Fact Quality Verify Scope Control Scope Define Activities Control Schedule Sequence Activities Quality processes include all the Resources Time Duration Develop Schedule activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was Estimate Cost Control Costs Determine Budget undertaken. PMBOK Guide, Third Edition Quality is what the customer gets out and is willing to pay Plan Quality Perform Quality Perform Quality Assurance Control for. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality'. Peter Drucker. 27 Knowledge Areas Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Plan Quality Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Close or Phase Inputs Statement of Work (Light version) Contract (Agile version) Outputs Vision Statement Feature Descriptions All projects Traditional and Agile use a kick-off ceremony to describe the engagement and manage expectations. It usually Estimate Cost Control Costs Determine includes Budget reviewing the Charter that describes Why, What, When, Where, and for Whom the project is being done. The key difference lies in the approach to the question, How will it Perform Quality Perform Quality be done? Assurance Agile uses iterative Control development to increased business involvement, team commitment, and process improvement

15 Knowledge Areas Integration Scope Time Cost Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Inputs Define Activities Sequence Activities Resources Duration Develop Schedule Outputs Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Vision Statement Feature Descriptions Control Schedule Roadmap and Release Plans Epic-level Stories Close or Phase The PMBOK Guide recommends Progressive Elaboration as the process to update and refine project plans which matches Agile s use Estimate Cost of Stories to develop a Roadmap Control Costs that is composed of Release Plans. Determine Budget Release Plans are equivalent to a project management plan. Quality Plan Quality Perform Quality Assurance Perform Quality Control 29 Knowledge Areas Integration Scope Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Inputs Verify Scope Control Scope Release Plan Epic and User Stories Close or Phase Time Cost Quality Define Activities Sequence Activities Resources Duration Develop Schedule Estimate Cost Determine Budget Plan Quality Outputs Control Schedule Product Backlog (Initial) Prioritization The PMBOK Guide identifies Define Scope and many PMs interpret that as a one-time activity even though it conflicts with Progressive Elaboration. Agile embraces Progressive Elaboration by establishing a framework the Product Backlog for scope Control Costs management. The Backlog is prioritized and frequently reviewed and revised to manage project scope. Given the high uncertainty about requirements and/or high Perform Quality technological Control risks facing most projects it is a wise approach. Perform Quality Assurance 30 15

16 Knowledge Areas Integration Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Verify Scope Control Scope Close or Phase Inputs Prioritized Product Backlog Tools Prioritization techniques Sizing and Estimating techniques Control Schedule Iteration Planning techniques Outputs Prioritized Iteration Backlog User Stories Cost Quality Estimate Cost Determine Budget Plan Quality Traditional project management uses a hierarchy of Program, Control Costs and sub- plans to sequence work and measure progress. Agile uses a hierarchy of Roadmap, Release, and Iteration plans to do the same thing. Perform Quality Agile project Control sequencing is more dynamic because of its Leandriven focus to eliminate the waste of non-value-added work. Perform Quality Assurance 31 Knowledge Areas Integration Scope Time Cost Quality Process Groups Initiating Planning Executing M & C Closing Develop Develop Direct Inputs and Manage Monitor and Close or Charter Plan Execution Control Work Phase Roadmap Perform Integrated and Release Plans Change Control Product Backlog Iteration Backlog Collect Verify Scope Requirements Control Scope Define Scope Create WBS Tools Sizing and Estimating techniques Velocity Analysis Define Activities Control Schedule Sequence Activities Outputs Resources Cost Baseline Duration EVM Baseline Develop Schedule Estimate Cost Determine Budget Plan Quality Key concept Estimates are wrong by design! Knowing this truth, Agile avoids false precision in order to eliminate waste and Control Costs focuses on producing useful, reasonable cost estimates and schedules to support needed and required planning. Over time project metrics such as velocity, quality, and change Perform Quality rates stabilize Control and Agile cost estimates become more reliable than traditional ones. Perform Quality Assurance 32 16

17 Knowledge Areas Integration Scope Time Process Groups Initiating Planning Executing M & C Closing Develop Charter Develop Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Resources Duration Develop Schedule Direct and Manage Execution Monitor and Control Work Perform Integrated Change Control Inputs Product Verify Scope Backlog Control Scope User Stories Tools Modeling techniques Control Schedule Close or Phase Outputs Models (Multiple, small, interlocking models) Agile s approach to Quality is Organic, and Overt if needed. Cost Quality Estimate Cost Determine Budget Plan Quality s include more frequent quality review steps because the Control Costs Team includes QA. Smaller, more frequent reviews reduce waste by reducing how far off-track any work can actually go. Organic means Perform that Quality the Customer/Proxy must be involved with Control defining story specifics, among other things. Overt means specific data capture and reporting can be called out if needed or required by regulators, for example. 33 Perform Quality Assurance 34 17

18 How many of you deal with irrational stakeholders? (Truthfully, how many of you were thinking Is there any other kind?!? ) Fact Many times poor project management especially poor planning induces irrational stakeholder behavior. Let s test that claim, eh? 35 What is the core purpose of planning? Fact The core purpose of planning is to aid and support decision making doing it poorly often causes irrational stakeholder behavior! Let s test your PM planning savvy, shall we? 36 18

19 What is the core purpose of estimating and risk management? Fact The core purpose of estimating and risk management is to deliver reliable planning! Let s test your general PM savvy, shall we? 37 What is the biggest reason most projects fail at planning, estimating and risk management? Henry Ford said, Thinking is the hardest work there is that s why so few people do it! Fact Professional planning is the hardest thinking there is! Only truly professional PMs do the hard work needed to estimate correctly

20 How can Agile help? Better apply the PMBOK Improve results with Lean Principles! 39 Why is agility so important? ORGANIZATIONAL CONTINUUM FAILING SURVIVING THRIVING NOT INNOVATIVE INNOVATIVE NOT AGILE AGILE 40 20

21 Where does agility come from? PROBLEM AVOIDING WASTE (100% PRODUCTIVE) SOLUTION 41 What is stopping agility on your projects now? PROBLEMS CONE OF UNCERTAINTY SOLUTIONS 42 21

22 How is agility increased? CONE OF UNCERTAINTY PROBLEMS SOLUTIONS 43 How does Agile improve use of the PMBOK? When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot? ESTIMATING Traditional Agile TIME 44 22

23 How does Agile improve use of the PMBOK? Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget % +30% to 15% Definitive % +15% to 5% 45 How does Agile improve use of the PMBOK? ROUGH ORDER of MAGNITUDE (ROM); WHAT then WHO then WHAT BUDGETARY; USER STORIES DEFINITIVE; TASKS TIME: T T+30 T+60 T+90 T+120 T

24 Quick Exercise Instructions WAIT until I say Go! Form a 3 Person Team. With Your Team: Identify the top three planning tools for every project. Choose a Spokesperson to share your decision. You have 3 minutes Any Questions? Correct Answer: For every project, the top 3 planning tools are communication, communication, communication! 47 Top challenge: What to communicate about? Executives and Business Leaders use: Strategic Plans Portfolio Plans Product Roadmaps Release Plans Teams use: Release Plans Iteration Plans Daily Plans STRATEGY PORTFOLIO PRODUCT / PROGRAM (ROADMAPS) RELEASE ITERATION. DAILY 48 24

25 Top challenge: What to communicate about? STRATEGY PORTFOLIO PRODUCT & PROGRAM ROADMAPS RELEASE ITERATION. DAILY Units of Measure: Strategy = Value of the Market Portfolio = Value of the Niche Product / Program Roadmaps = Value of the Customer Group Release = Customer Value of MMFs Iteration / Daily Plans = Efficiency of Development Work Best Practice: Business, not tech, language in the initial planning phases. 49 Top challenge: What to communicate about? Roadmap 1 Year Feature #1 Feature #2 Release #1 4 Months Feature #3 Feature #4 Feature #5 Feature #6 Release #2 2 Months Feature #7 Feature #8 Feature #9 Release #3 2 Months Feature #10 Feature #11 Feature #12 MMF Concept of Minimal Marketable Features 50 25

26 Top challenge: What to communicate about? 1. Pyramid of Deliverables Sub- Deliverable FINAL DELIVERABLE Milestone 1 2. The MAP Milestone 2 MAPPing A Plan Milestone 3 Identify a manageable set of deliverables to plan. 3. Quality Requirements 4. Bottom Up Schedule Defines Deliverable Owner/Customer Critical Path Deliverable 1: Quality Expectation: Critical Path Deliverable 2: Measure: Defines Critical Path Quality Expectation: Commit Approver: Critical Path Deliverable 3: Measure: Quality Expectation: Deliverables Contributors Date Approver: Measure: 1. mm/dd/yy Approver: 2. mm/dd/yy 3. mm/dd/yy Derived from Intel s MAPP Day process. 51 Top challenge: What to communicate about? What is the Logic Network when you get a flat tire? S Milestone 1 2. The MAP Milestone 2 Milestone 3 STOP REMOVE Defines Deliverable Owner/Customer REPLACE GO Defines Critical Path F 52 26

27 4/30/15 Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK Top challenge: What to communicate about? Release 3 Release 2 Release 4 Release 1 53 Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK Top challenge: What to communicate about? Communicate about control! Interface & Align during Release Planning PMO & PMs PMs & Teams 54 27

28 Top challenge: What to communicate about? Communicate about Test Driven Development (TDD) and control. Construction calls it Value Engineering and Permits. Manufacturing calls it Statistical Process Control. Pharmaceuticals call it FDA Trials, Phases and Approvals. PASS TEST; DEFINE NEXT TEST CREATE WELL- DEFINED TEST PASS TEST; DEFINE NEXT TEST TAKE TEST FAIL TEST DO SOMETHING FAIL TEST TDD PROCESS FLOW TAKE TEST ALL TESTS PASSED; RELEASE TO PRODUCTION 55 Top challenge: What to communicate about? Communicate about the Last Responsible Moment COST and RISK VALUE of ADDED INFORMATION COST and RISK of NOT DECIDING LAST RESPONSIBLE MOMENT TIME Last Responsible Moment 56 28

29 CUSTOMER DISCOVERY INFORMATION LAST RESPONSIBLE MOMENT MMF COST and RISK CUSTOMER DISCOVERY INFORMATION MMF LAST RESPONSIBLE MOMENT CUSTOMER VALIDATION RISK CUSTOMER VALIDATION RISK TIME Lean Product Development Roadmap Process 57 Reliable planning despite uncertainty! 58 29

30 Reliable planning despite uncertainty! 59 #3 Do most PMP s have 1,500 hours of Agile? ANSWER: Decomposition Progressive Elaboration Rolling Wave Planning Communicate, communicate, communicate! Lean Principles are in both Agile and the PMBOK! 60 30

31 Why is PMI-ACP important to YOU? TOTAL PROJECTS BY FRAMEWORK 61 Why is PMI-ACP important to YOU? PMP s 1997 PMP s 1993 PMP s 1994 PMP s 1995 PMP s 1996 After 24 months the PMI-ACP was as big as the PgMP, SP, and RMP combined, and is now over 20% bigger! 62 31

32 Why is PMI-ACP important to YOU? THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Noteworthy Trends: Scrum Usage = 40% vs. Organizations tailoring to their needs = 60% Scrum within a PMO = 46% Scrum projects = 24% vs. Waterfall projects = 76% Co-located Teams = 20% vs. Distributed Teams = 24% 63 THE SIX PHASES OF A PROJECT 1. Enthusiasm 2. Disillusionment 3. Panic 4. Search for the Guilty 5. Punishment of the Innocent. 6. Praise & Honor for the Non-participants. If you would like a copy of this presentation, please me, or connect with me on Linked In, at jstenbeck@gr8pm.com 64 32