Understanding Agile from a PMP s Perspective!

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Augustus Parker
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1 Understanding Agile from a PMP s Perspective! 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. 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 proven scheme of ROM, Budgetary, and Definitive estimates for reliable planning that supports the organizational-customer. The PMBOK Guide solves that problem and makes Agile better 5 None of those facts mean I am against Agile! Please let me introduce myself. 6 3

Introduction: John Stenbeck, PMP, PMI-ACP, CSM, CSP " Sr.

for PMI-SD " Adjunct instructor at the University of California San Diego (UCSD) "

Services, Bio-medical and Life-science fields 7 Introduction: John Stenbeck, PMP, CSM,

4 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) " Trains technical professionals in Aerospace, Defense, High Technology, Financial Services, Bio-medical and Life-science fields 7 Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP Now Available Published Jan Kindle version February 2014 (ibook coming soon!) Added CSP Prep, June

Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP Agile Government Contracting, coming Summer, 2014 9

seminars: " Command Course in Agile " Boot Camp " Crash Course in Leadership " Masters Course in Estimating

5 Introduction: John Stenbeck, PMP, CSM, CSP, PMI-ACP Agile Government Contracting, coming Summer, GR8PM Introduction: " PMP and ACP Exam Prep classes " Scrum Master Certification classes " Corporate On-site seminars: " Command Course in Agile " Boot Camp " Crash Course in Leadership " Masters Course in Estimating and Risk " Agile-Organization Support Services: " Agile Enterprise Roll-out Consulting " Agile PMO Deployment 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 11 Understanding Agile from a PMP s Perspective! 12 6

7 Two More Interesting Myths There is NO role for PM s in Agile. Agile projects cannot coexist with Traditional. 13 The PM s role in Agile Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Role in the Organization 14 7

8 The PM s role in Agile Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Certifications 15 The PM s role in Agile depends 16 8

SCRUM: BENCHMARKS AND GUIDELINES Team < 10 = 81% Team

9 Agile coexisting with Traditional Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES 17 Agile coexisting with Traditional Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES Team < 10 = 81% Team 10+ = 19% 18 9

10 Agile coexisting with Traditional Scrum Alliance THE STATE OF SCRUM: BENCHMARKS AND GUIDELINES ScrumMaster only = 41% PM as or in addition to ScrumMaster = 59% 19 Why is agility so important? ORGANIZATIONAL CONTINUUM FAILING SURVIVING THRIVING NOT INNOVATIVE INNOVATIVE NOT AGILE AGILE 20 10

11 Why is agility important to YOU? 21 Can Agile projects coexist in a Traditional environment? When is it best to do detailed estimating, (a) when you know very little or (b) when you know a lot? ESTIMATING Waterfall Agile TIME 22 11

Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget 15 25 %

12 Fundamental Premise of Planning % Design Estimate Estimate Types Complete Accuracy ROM 0 10 % +100% to 50% Budget % +30% to 15% Definitive % +15% to 5% 23 WORK DEFINITIVE / BUDGETARY ROM (SIZE) TIME: T T+30 T+60 T+90 T+120 T

13 How is level-set planning and estimating done? FEATURE USAGE Feature Usage reported by Jim Johnson, Chairman, Standish Group Int l, Inc. XP2002 Conference, Sardinia, Italy 25 " Where does agility come from? PROBLEM AVOIDING WASTE (100% PRODUCTIVE) SOLUTION 26 13

14 What is the Agility Challenge? CONE OF UNCERTAINTY PROBLEMS SOLUTIONS 27 How is Agility Increased? CONE OF UNCERTAINTY PROBLEMS SOLUTIONS 28 14

15 Agile s Best Known Process 29 " Planning Despite Complexity and Uncertainty 30 15

majority " Fourth Adopters = 16% " Laggards Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream

16 Why is Agile Important to YOU? " First adopters = 16% " Innovators and Early Adopters " Second Adopters = 34% " Early Majority " Third Adopters = 34% " Late majority " Fourth Adopters = 16% " Laggards Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers, by Geoffrey A. Moore, HarperBusiness, " How Do We Know Agile Has Crossed Over? " The math says so! SCRUM ALLIANCE Membership = 100K PMI Membership = 500K Enthusiasts Visionaries Pragmatists Conservatives Skeptics 32 16

17 Why is PMI-ACP Important to YOU? TOTAL PROJECTS BY FRAMEWORK 33 Why is PMI-ACP Important to YOU? 34 17

18 35 Understanding Agile from a PMP s Perspective! The BIGGEST Myth of All: PMPs don t qualify for the PMI-ACP exam! 36 18

19 Recognize Similar Taxonomy for Each Methodology 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 37 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 38 19

20 Recognize Similar Taxonomy for Each Methodology Traditional vs. Agile/Scrum Roles Map Traditional: Stakeholders & Sponsor Agile / Scrum: Stakeholders & Sponsor Program or Sr. Manager Jr. PM or Team Lead Team and SME s Everybody else Product Owner Scrum Master Team and SME s Everybody else 39 Does the PMBOK Guide allow Agile? Fact The PMBOK Guide, in every Edition, supplies standards for good project management practices, but does not advocate any particular methodology. Fact The PMBOK Guide, Third Edition stated, there is no single best way to define an ideal project life cycle. Fact The PMBOK Guide, Third Edition states the project management process is a collection of generally sequential project phases whose name and number are determined by the control needs of the organization

21 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. 41 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

22 Knowledge Areas Integration Time Scope Time Cost Quality 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 Estimate Cost Determine Budget 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 Control Costs Using high-precision low-accuracy information to predict dates or plan Plan Quality sets a Perform project Quality up Perform for Quality failure. Manage time by Assurance Control forecasting instead of prediction. 43 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

23 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. 45 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

24 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 47 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 48 24

25 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 49 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 50 25

26 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. 51 Perform Quality Assurance GR8PM Traditional Agile Hybrid Training Coaching Consulting May I have your permission to close with a bit of shameless self-promotion?!? 52 26

The 11 authors sometimes have differing and/or opposing opinions PMI-East regarding Tennessee

27 What the Exam Tests The ACP exam is based on 11 books from agile authors. That body of work covers 3,888 pages. The 11 authors sometimes have differing and/or opposing opinions PMI-East regarding Tennessee agile practices. May 16 17, 2014 ACP Exam Prep Class 53 If you would like a copy of this presentation, please me, or connect with me on Linked In, at jstenbeck@gr8pm.com 54 27