PMBoK 6 th Edition new & revised elements

Transcription

1 PMBoK 6 th Edition new & revised elements Andreas Solomou Remember? It is not just a standard!

2 Why change? Regulatory requirements (ANSI) Address the market needs Foundations PMI was founded in 1969 on the premise that there were many management practices that were common to project in diverse application areas (pharmaceutical, construction etc.)

3 1981 A project with the focus to collect and document the best practice with the aim to develop a standard 3 areas of focus Ethics Standards Accreditation PMBoK 1st Issue 1983: A special report titled the Ethics, Standards, and Accreditation Committee Final Report 1987: The first issue 6 Knowledge Areas 90 Pages

4 Pages 211 Knowledge Areas 9 Processes 39 Pages 467 Knowledge Areas 9 Processes Pages 176 Knowledge Areas 9 Processes 37 Pages 390 Knowledge Areas 9 Processes 44 Pages 589 Knowledge Areas 10 Processes 47 PMBoK 6 th Edition 800 pages (+ the Agile Practice Guide)

5 What s New? What's New?

6 Who is Who? Agile Alliance is a nonprofit organization committed to: supporting people who explore and apply Agile values, principles, and practices to make building software solutions more effective, humane, and sustainable Manifesto for Agile Software Development How is the Guide Structured? User Friendly Informal and relaxed writing style Side bars Case studies Tips

7 What s for? Implementing agile approaches at a project or team level What s in it? Popular agile approaches Mapping of Agile to the PMBoK guide processes and knowledge areas NO change or modification to the PMBoK Guide

8 What s in it? Guidance, Techniques, approaches NOT Descriptive What out of it NO coverage of niche or company specific techniques Does not recommend and support any specific technique NOT suitable for implementing agile across the organisation

9 Chapter 2 What is Agile? Definable work Vs High-Uncertainty Work Explore feasibility in short cycles and quickly adapt based on evaluation and feedback The Agile Manifesto Agile is a mind-set defined by values, guided by principles and manifested through many different practices.

10 Life cycle selection Predictive Iterative Incremental Agile 3

11 Agile Predictive Agile What the guide suggests? Agile Agile Agile Predictive Predictive Agile Agile Agile Agile Agile Agile Agile Predictive Predictive Predictive Predictive Agile Agile Agile Predictive Predictive Predictive Predictive Predictive Agile Agile Agile

12 Implementing Agile Start with the Mind-set (understand it) Servant Leadership (Relationship Managers) Manage relationships to build communication and coordination within the team and across the organisation The Role of the PM The value of Project Managers is not in their position, but in their ability to make everyone else better

13 Characteristics of Servant Leaders Promoting Self-awareness Listening Serving those on the team Helping people grow Coaching vs Controlling Promoting safety, respect and trust Promoting energy and intelligence of others Agile Teams Self managing Range in size (3 to 9) Ideally collocated

14 Workspaces Co-located Caves and Common Virtual teams Get together frequently Implementing Agile Delivering in an Agile environment Common Agile Practices Retrospectives Backlog Preparation and Refinement Daily stand-ups and Review Planning (Epics User Stories) Execution strategies (Test driven development Spikes 5

15 Tools and Techniques Charting: Burn-down (or Burn-up) charts Cumulative Flow Diagram Kanban Boards Earned Value in Agile Agile and Organisational change Readiness Culture Structures and Frameworks Organisational Structure, Governance (e.g. Programs), PMOs Scrum, SaFE, Kanpan 6

16 Annexes PMBoK Guide Mapping Describes what stays the same and what may be different along with some guidelines to consider increasing the likelihood of success

17 Agile Manifesto Mapping How the elements of the Agile Manifesto are covered in the Agile Practice guide

18 Attributes that influence Tailoring Very large project teams Dispersed Teams Teams in functional silos Nature of the product (Safety critical, stable requirements) Terms and Language /. PMBoK Guide 6 th edition

19 Changes Some new things Some changes/modifications What s new in the PMBoK Guide The Structure Streamlined and organised - Separated into Parts

20 Part 1 1. Introduction (Notice the Tailoring section) 2. Environment (Better organised) 3. The role of the Project Manager 4 to 13. Knowledge Areas Introduction Simplified wording Streamlined explanations More examples

21 Tailoring What emphasis to put on each process? Extended paragraph in Part 1 Tailoring Considerations paragraph in every Knowledge Area Considerations for Agile/Adaptive Environments Some concepts expanded Business Value Phases Tailoring Data Vs. Information Project Management Business Documents (New) Business Case Project Benefits Management Plan

22 Chapter 2 Environment Streamlined Better flow of information Factors clearly distinguished Organisational structures The usula + Organic or Simple Multidivisional (replication of functions within divisions) Hybrid Virtual PMO (those that have a PMO)

23 The role of the Project Manager 17 Pages Part 2 The Standard itself by Process Group

24 What s New (within the standard) 3 New Processes Manage Project knowledge Implement Risk Responses Control Resources 1 Process Removed Close Procurement (49 Processes in all) What has Changed? 1 Knowledge Area Name change

25 Changes in the Structure One activity has moved from one knowledge area to another. Remember how you apply processes? Why the Changes in the Names? To emphasise facilitating rather than controlling Monitor Vs. Control

26 Appendices New Appendix Information Summary of Key Concepts Summary of Tailoring Considerations Summary of Tools & Techniques Adaptive & Iterative Approaches New (and extended) tools set New strategy in Risk Management Earned Value Management extended Extended explanation on tools & techniques with examples (Graphs, Charts)