AGILE LESSONS FROM THE NEW PMBOK. Presented by Eddie Merla, PMI-ACP, PMP

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1 AGILE LESSONS FROM THE NEW PMBOK Presented by Eddie Merla, PMI-ACP, PMP

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3 Agenda Summary of Changes Agile Concepts Five Mindset Shifts Agile Methods & Scrum Q&A Wrap-up 3

5 Summary of Changes Project managers should understand the Agile mindset Each knowledge area addresses considerations for Agile/Adaptive environments Common themes Agile and hybrid methodologies Servant leadership Agile teams Adaptive planning Transparent communications 5

7 Top Ranked Causes of Failure Lack of User Input 12.8% Incomplete Requirements 12.3 Changing Requirements 11.8 Lack of Executive Support 7.5 Lack of Resources 6.4 Unrealistic Expectations 5.9 Unclear Objectives 5.3 Unrealistic Time Frames 4.3

9 Traditional Waterfall Approach Planning Design Build Characteristics: Upfront planning Organized around functional processes Scope is protected Change is tightly controlled Test/QA Implement/ Go Live Freeze Points Time

10 Agile Conceptual Approach Project Discovery & Framing Iteration 1 Iteration 2 Iteration N Close Functional/ Releasable Products Plan Get to Done Review Reflect Functional/ Releasable Products Adapt Plan Get to Done Review Reflect Functional/ Releasable Products Adapt Plan Get to Done Review Reflect

11 The Agile Manifesto Individuals and interactions Working [product] Customer collaboration over over over Process and tools Comprehensive documentation Contract negotiation Responding to change over Following a plan While we value the items on the right, we place more value on the items on the left Source:

12 Individuals and interactions over Process and tools Self-organizing teams Customer integrated into team No silos! Daily interactions 12

13 Working [product] over Comprehensive documentation Work in shorter iterations Focus on business value Deliver something shippable each iteration Produce working products (not documentation!) 13

14 Customer collaboration over Contract negotiation Scope is not a contract, it s a collaboration Customer drives stories (requirements) Customer owns products Customer drives priorities 14

15 Responding to change over Following a plan Planning is an evolving process, not a one-time event Scope is represented by an evolving backlog Agility for change gives the customer business advantage Iteration approach allows inspect and adapt 15

Change in Waterfall Environment Duende /

Product Higher Budget Longer Schedule $ Plan

16 Change in Waterfall Environment Duende / ProcessZen 16 What assumptions do we usually make here? Change $$$ $$$$ Eventual Outcome Less Product Higher Budget Longer Schedule $ Plan DESIGN BUILD TEST GO LIVE Predicted Future Decisions Prediction Product Budget Schedule

17 Change in the Agile Environment Project Discovery & Framing Iteration 1 Iteration 2 Iteration N Close Functional/ Releasable Products Functional/ Releasable Products Functional/ Releasable Products } Shrinking backlog Evolves Includes changes Stops when ROI is achieved

18 What s Different? Traditional Top-down leadership Managed teams Project Managers Predictive (up-front) planning Fixed/Protected scope Minimized change Formal documentation Customer is removed Protected completion date Agile Servant leadership Self-organizing teams Coaches/facilitators Rolling wave planning Adaptable scope Intentional change Information radiators Customer is included Project complete when done

20 Five Mindset Shifts Create self-organizing teams Lead Agile teams Deliver value frequently Embrace change Become radically transparent 20

21 Create Self-Organizing Teams

22 Create Self-Organizing Teams T-shaped Skillsets Ability to work outside of core discipline BROAD D E E P Functional area, discipline or specialty Adapted from: Kenneth S. Rubin Essential Scrum

23 Lead Agile Teams 23 Traditional Agile Project Manager Command & Control Self-Organizing Servant Leader Facilitator Coach

24 Lead Agile Teams The Leader s Role Serve the team Protect the team Remove impediments Facilitate the process Protect the process Facilitate outside interactions 24

25 Deliver Value Frequently DSTUF

26 Deliver Value Frequently 26 Backlog Advantages: Faster delivery Focus on value Higher quality Faster feedback Learn to adapt Project Vision Sprint Planning Sprint Backlog Conduct Sprint Potentially Shippable Product Sprint 1 4 weeks

control Let the vision drive the scope which will most likely change with

27 Embrace Change 27 Instead of predictive planning based on a fixed scope: Scope - Feature - Feature - Drives schedule & costs Requires rigid change control Let the vision drive the scope which will most likely change with each sprint: Adjusted Backlog Work with customer to refine after every sprint

28 Become Radically Transparent 28 Instead of: Make work visible:

29 Scrum Board 29 Stories To Do Doing Validating Done

30 Sample Burndown Chart 30

31 Become Radically Transparent 31 Stand-up Meetings Brief Effective Not for solving problems or debating issues Three questions: What did you do yesterday? What will you do today? What s in your way?

33 Where is Agile Most Effective? 33

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37 Summary of Scrum An Agile process Deliver highest business value in the shortest time Inspect actual working product frequently and rapidly Teams self-organize Business sets the priority 37

38 Scrum 38 Only 3 Roles in Scrum Product Owner Team Scrum Master Provides the vision Owns scope Owns the product Prioritizes backlog Self-organizing Creates the product Cross-functional Estimates & commits Servant leader Facilitates process Protects team Owns blocks

39 Scrum 24 hours Sprint goal Sprint 2-4 weeks Return Return Cancel Gift Coupons wrap Gift Cancel wrap Product backlog Sprint backlog Coupons Potentially shippable product increment

40 Sprints Scrum projects make progress in a series of sprints Typical duration is 2 4 weeks or a calendar month at most Sprints are time-boxed A constant duration leads to a better rhythm Product is designed, coded, and tested during the sprint Each sprint delivers business value

41 Sequential vs. overlapping development Requirements Design Code Test Rather than doing all of one thing at a time......scrum teams do a little of everything all the time Source: The New New Product Development Game by Takeuchi and Nonaka. Harvard Business Review, January 1986.

42 No changes during a sprint Change Plan sprint durations around how long you can commit to keeping change out of the sprint

43 Putting it all together Image available at

45 Wrap Up Wrap up Keepers

46 Reading Resources 46 Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland & J.J. Sutherland (excellent for understanding the why for Agile/Scrum) Essential Scrum: A Practical Guide to the Most Popular Agile Process by Kenneth S. Rubin (great reference for Agile and Scrum) Agile Estimating and Planning by Mike Cohn (describes the Agile approach to estimating & planning) The Software Project Manager s Bridge to Agility by Michele Sliger & Stacia Broderick (good mapping from traditional project management to Agile)

47 Contact Information Eddie Merla, PMI-ACP, PMP Phone: Services: Project Management: Training (Concepts, Certification, Agile), Augmentation & Consulting 47

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