Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK

Transcription

1 Understanding Agile from a PMP s Perspective! 1

2 Agile experts claim their best practices are outside the PMBOK Guide but that has no basis in fact! Fact As early as PMBOK Guide 2000 Edition, it identified and described Rolling Wave Planning, Progressive Elaboration, and Decomposition three key Agile best practices. Materials are based on the Project Institute, A Guide to the Project Body of Knowledge, (PMBOK Guide) Fifth Edition, Project Institute, Inc PMBOK is a registered mark of the Project Institute, Inc. 2

3 Agile devotees claim their Frameworks have everything necessary but they are all 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! 3

4 Faithful Agilists profess they fully serve the Customer but, as practiced they often ignore the needs of the organizational-customer. Fact Many Agilists ignore the legitimate need for reliable planning that supports the organizationalcustomer. We can, and must, do better! 4

5 None of those facts mean I am against Agile! Please let me explain why. 5

6 Many PMP s think they do not have the 1,500 hours of Agile experience required to sit for the PMI-ACP exam. Successful PMP s use Rolling Wave Planning, Progressive Elaboration, and Decomposition for their projects and those are core Agile practices! 6

7 Do most PMP s have 1,500 hours of Agile? PROGRESSIVE ELABORATION 7

8 Do most PMP s have 1,500 hours of Agile? The PMBOK Guide, Fifth Edition states: 1.3 What is Project? development of the project management plan is an iterative activity and is progressively elaborated throughout the project's life cycle. Progressive elaboration involves continuously improving and detailing a plan Predictive Life Cycles Even projects with predictive life cycles may use the concept of rolling wave planning... for appropriate time windows, as new work activities are approaching 8

9 Do most PMP s have 1,500 hours of Agile? The PMBOK Guide, Fifth Edition states: 3.4 Planning Process Group The complex nature of project management may require the use of repeated feedback loops... This progressive detailing is called progressive elaboration, indicating iterative and ongoing activities. (paraphrased) Decomposition Decomposition is a technique used for dividing and subdividing project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package. 9

10 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 3 10

11 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 5. Task AGILE: 1. Product 2. Theme.. 3. Epic. 4. Story 5. Task 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. Technical job plus acceptance criteria 11

12 Do most PMP s have 1,500 hours of Agile? Taxonomy for Traditional vs. Agile Roles Traditional: Stakeholders & Sponsor Agile / Scrum: Stakeholders & Sponsor Program or Sr. Project Manager Jr. PM or Team Lead Team and SME s Everybody else Product Owner Scrum Master Team and SME s Everybody else 12

13 Knowledge Areas Project Integration Project Integration Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Control Schedule Sequence Activities Estimate Activity Resources choices about Estimate Activity where to concentrate resources and effort on any Duration Develop Schedule Plan Quality Develop Project Plan Direct and Manage Project Execution Estimate Cost the overall Determine project Budget good. Perform Quality Assurance Monitor and Control Project Work Perform Integrated Change Control Direct and Manage Project Execution Verify Scope Control Scope Fact Integration Control Costs Perform Quality Control Close Project or Phase Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Integration, in the context of managing a project, is making 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 project execution and stakeholders expectations. 13

14 Knowledge Areas Project Integration Project Scope Project Scope Project Time Project Cost Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Collect Requirements Define Scope Create WBS Direct and Manage Project Execution Fact Scope Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Verify Scope Control Scope Close Project or Phase Project 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 Project Quality Plan Quality Perform Quality Assurance Perform Quality Control Agile calls this concept Barely Sufficient meaning it is fully sufficient but not overly so (gold plating) and not insufficient (breach of contract). 14

15 Knowledge Areas Project Integration Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Plan Quality Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control DEVELOP PROJECT CHARTER Verify Scope Control Scope Control Schedule Close Project or Phase Inputs Project Statement of Work (Light version) Contract (Agile version) Outputs Project Vision Statement Features, Functions and Capabilities (FFC) 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 Project Charter or Vision 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

16 Knowledge Areas Project Integration Project Scope Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Close Project or Phase DEVELOP PROJECT MANAGEMENT PLAN Project Time Inputs Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Outputs Control Schedule Project Vision Statement FFC Descriptions Roadmap and Release Plans Epic-level Stories Project Cost Project Quality Estimate Cost Control Costs The PMBOK Guide describes Progressive Elaboration as the Determine Budget Plan Quality process to refine project plans. That matches Agile s best practice of developing a Roadmap that is decomposed into Release Plans. Release Plans are then decomposed into Iteration plans. Perform Quality Assurance Perform Quality Control 16

17 Scrum Masters often claim there is no role for PM s in Agile. Research done by the Scrum Alliance says otherwise 17

18 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Role in the Organization 18

19 What is the PM s Role in Agile? Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Organization s Approach to Agile 19

20 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? 20

21 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? 21

22 What is the biggest reason most projects fail at planning? 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. 22

23 How can Agile help? Better application of PMBOK practices. Improve results with Lean Principles! 23

24 Why is agility so important? ORGANIZATIONAL CONTINUUM FAILING SURVIVING THRIVING NOT INNOVATIVE INNOVATIVE NOT AGILE AGILE 24

25 Where does agility come from? PROBLEM AVOIDING WASTE (100% PRODUCTIVE) SOLUTION 25

26 What is stopping agility on your projects now? PROBLEMS SOLUTIONS 26

27 How is agility increased? PROBLEMS SOLUTIONS 27

28 ESTIMATING How does Agile apply the PMBOK Guide? When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot? Waterfall Agile. Definitive Budgetary ROM TIME 28

29 How does Agile apply the PMBOK Guide? Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget % +30% to 15% Definitive % +15% to 5% 7.2 Estimate Costs Cost estimates should be reviewed and refined in the initiation phase a ROM estimate Later as more information is known, definitive estimates 29

30 How does Agile apply the PMBOK Guide? 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

31 How does Agile apply the PMBOK Guide? Fixing Irrational Stakeholders Agile is not Agile does help fix the biggest myth 31

32 Top challenge: What to communicate about? Executives and Business Leaders use: Strategic Plans Portfolio Plans Product Roadmaps Release Plans STRATEGY PORTFOLIO PRODUCT / PROGRAM (ROADMAPS) Project Teams use: Release Plans Iteration Plans Daily Plans RELEASE ITERATION. DAILY 32

33 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. 33

34 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 34

35 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. Defines Deliverable Owner/Customer Defines Critical Path 3. Quality Requirements Critical Path Deliverable 1: Quality Expectation: Critical Path Deliverable 2: Measure: Quality Expectation: Approver: Critical Path Deliverable 3: Measure: Quality Expectation: Approver: Measure: Approver: 4. Bottom Up Schedule Commit Deliverables Contributors Date 1. mm/dd/yy 2. mm/dd/yy 3. mm/dd/yy Derived from Intel s MAPP Day process. 35

36 Top challenge: What to communicate about? What is the Logic Network when you get a flat tire? S 2. The MAP Milestone 1 Milestone 2 Milestone 3 STOP REMOVE Defines Deliverable Owner/Customer REPLACE GO Defines Critical Path F 36

37 Top challenge: What to communicate about? Release 3 Release 2 Release 4 Release 1 37

38 Top challenge: What to communicate about? Communicate about WIIFM! Interface & Align during Release Planning PMO & PMs PMs & Teams 38

39 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 TAKE TEST ALL TESTS PASSED; RELEASE TO PRODUCTION TDD PROCESS FLOW 39

40 COST and RISK Top challenge: What to communicate about? Communicate about the Last Responsible Moment VALUE of ADDED INFORMATION LAST RESPONSIBLE MOMENT COST and RISK of NOT DECIDING TIME Last Responsible Moment 40

41 COST and RISK Top challenge: What to communicate about? CUSTOMER DISCOVERY INFORMATION MMF LAST RESPONSIBLE MOMENT CUSTOMER DISCOVERY INFORMATION MMF LAST RESPONSIBLE MOMENT CUSTOMER VALIDATION RISK CUSTOMER VALIDATION RISK TIME Lean Product Development Roadmap Process 41

42 Reliable planning despite uncertainty! 42

43 Reliable planning despite uncertainty! 43

44 44

45 Why is PMI-ACP important to YOU? TOTAL PROJECTS BY FRAMEWORK 45

46 Why is PMI-ACP important to YOU? PMP s 1993 PMP s 1994 PMP s 1995 PMP s 1996 PMP s 1997 After 24 months the PMI-ACP was as big as the PgMP, SP, and RMP combined, and is now over 40% bigger! 46

47 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. Please feel free to me, or connect on Linked In! jstenbeck@gr8pm.com 47

48 Webinar PDU Information Program Title: Understanding Agile from a PMP s Perspective! Exploding the myth that Agile is not in the PMBOK Guide PDU Category (PMI Component): Category A PMIWDC s Component ID (Provider ID): C046 Activity Meeting Number: WB Date of Completion: 2015/05/28 PDUs Earned (Contact Hours): 1 48

49 APPENDIX 49

50 Knowledge Areas Project Integration Project Time Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Estimate Cost Determine Budget Define Activities Sequence Activities Estimate Activity Direct and Manage Project Execution Fact Time Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Control Schedule Control Costs Control Schedule Close Project or Phase Time management includes the processes required to accomplish timely completion of the project. PMBOK Guide, Third Edition Using high-precision low-accuracy information to plan or predict dates sets a project up for failure. Agile manages Plan Quality Perform Quality Perform Quality Assurance Control time by calculating schedules instead of predicting them. 50

51 Knowledge Areas Project Integration Project Cost Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Collect Requirements Define Scope Create WBS Direct and Manage Project Execution Fact Cost Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Verify Scope Control Scope Close Project or Phase Define Activities Control Schedule Project Sequence cost management includes the processes Activities Estimate Activity involved Resources in planning, estimating, budgeting and Estimate Activity Duration Develop Schedule controlling costs so that the project can be completed within the approved budget. Estimate Cost Control Costs PMBOK Guide, Third Edition Determine Budget 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. 51

52 Knowledge Areas Project Integration Project Quality Project Scope Project Time Project Cost Project Quality Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Plan Quality Direct and Manage Project Execution Perform Quality Assurance Fact Quality Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Perform Quality Control Close Project or Phase Define Activities Control Schedule Project Sequence Activities Quality processes include all the Estimate Activity Resources Estimate Activity 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 undertaken. PMBOK Guide, Third Edition Determine Budget 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. 52

53 Knowledge Areas Project Integration Project Scope Project Time Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Epic Control and Schedule User Stories Close Project or Phase COLLECT REQUIREMENTS; DEFINE SCOPE; CREATE WBS Inputs Release Plan Outputs Product Backlog (Initial) Prioritization Project Cost Project Quality Estimate Cost Determine Budget Plan Quality The PMBOK Guide identifies Define Scope as an iterative process using Progressive Control Costs Elaboration. Agile embraces Progressive Elaboration with the Product Backlog for scope management. The Backlog is prioritized and frequently reviewed and revised to manage project scope. Perform Quality Assurance Perform Quality Control 53

54 Knowledge Areas Project Integration Project Scope Project Time Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Verify Scope Control Scope Close Project or Phase Inputs Prioritized Product Backlog Tools Prioritization techniques Sizing and Estimating techniques Control Schedule Iteration Planning techniques Outputs Prioritized Iteration Backlog User Stories Project Cost Estimate Cost Determine Budget Traditional project management uses a hierarchy of Program, Control Costs Project and sub-project plans to sequence work and measure progress. Agile uses a hierarchy of Roadmap, Release, and Iteration plans to do the same thing. Project Quality Plan Quality 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 54

55 Knowledge Areas Project Integration Project Scope Project Time Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Inputs Monitor and Close Project or Control Project Phase Roadmap Work and Release Plans Perform Integrated Product Backlog Change Control Iteration Backlog Direct and Manage Project Execution Tools Verify Scope Control Scope Sizing and Estimating techniques Velocity Analysis Control Schedule Outputs Cost Baseline EVM Baseline Project Cost Project Quality 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 55

56 Knowledge Areas Project Integration Project Scope Project Time Project Process Groups Initiating Planning Executing M & C Closing Develop Project Charter Develop Project Plan Collect Requirements Define Scope Create WBS Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Duration Develop Schedule Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Inputs Product Verify Scope Backlog Control Scope User Stories Tools Modeling techniques Control Schedule Close Project or Phase Outputs Models (Multiple, small, interlocking models) Agile s approach to Quality is Organic, and Overt if needed. Project Cost Estimate Cost Determine Budget Projects 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. Project Quality Plan Quality 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. 56 Perform Quality Assurance