PMBOK versus Agile (Is Agile the New PMBOK?)

PMBOK versus Agile (Is Agile the New PMBOK?) with PMBOK is a registered mark of the Project Management Institute, Inc

Kevin Bourke The Presenter Director Project Smart Manufacturing, IT&T and business PMP, approaching 20 years Professional development specialist www.projectsmart.com.au Copyright 2012: Project Smart Pty Ltd 2

PMBOK History A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a book which presents a set of standard terminology and guidelines for project management. (Wikipedia) White paper 1983 Released 1987 First Edition 1996 Updated every 4 years Guidelines for PM A general view An engineering approach Process/systems based A project lifecycle based on phases PMBOK is a registered mark of the Project Management Institute, Inc Copyright 2012: Project Smart Pty Ltd 4

PMBOK TODAY The PMBOK Guide identifies that subset of the project management body of knowledge generally recognized as good practice. Generally recognized means the knowledge and practices described are applicable to most projects most of the time and there is consensus about their value and usefulness. Good practice does not mean the knowledge described (in the PMBOK Guide) should always be applied uniformly to all projects: The organization and/or project management team is responsible for determining what is appropriate for any given project PMBOK is a registered mark of the Project Management Institute, Inc Copyright 2012: Project Smart Pty Ltd 5

Plan Driven Direction PM Sponsor Lead BA Scope Manager Risk Manager Project Admin Business Need Business Requirements Project Charter Deliverables Activities Final Product/Result Copyright 2012: Project Smart Pty Ltd 6

Iterative Phase 1 Phase 2 Phase 3 A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc All Rights Reserved. Figure 3-1 Copyright 2012: Project Smart Pty Ltd 7

The PMBOK on Project Success Organization Structure Characteristics 34% success 71% success MATRIX Functional Weak Matrix Balanced Strong Matrix Projectized Matrix Project Manager's Authority Little or none Limited Low to Moderate Moderate to high High to almost total Resource availability Little or none Limited Low to Moderate Moderate to high High to almost total Who controls the budget Functional Manager Functional Manager Mixed Project Manager Project Manager Project Managers Role Project Admin. Staff Part-time Part-time Full-time Full-time Full-time Part-time Part-time Part-time Full-time Full-time A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK Guide) 2008 Project Management Institute, Inc All Rights Reserved. Table 2-1 Copyright 2012: Project Smart Pty Ltd 8

More on PMBOK Project Success Chapter 2 Phasing progressive elaboration Chapter 4 Charter the project to authorize and support te PM Chapter 5 Requirements first to target and achieve acceptance Chapter 6 An achievable and realistic schedule including reserve Chapter 7 A trackable budget including reserves Chapter 8 Preventing problems rather than correcting them Chapter 9 Maximizing engine performance Chapter 10 Achieving and maintaining stakeholder support Chapter 11 Preventing risks and hence preventing issues Chapter 12 Prevention through a win-win contract Copyright 2012: Project Smart Pty Ltd 9

Agile History Agile management or agile project management is an iterative method of determining requirements for engineering and information technology development projects in a highly flexible and interactive manner, for example agile software development (Wikipedia) Scrum In 1986 Hirotaka Takeuchi and Ikujiro Nonaka described a new approach to the product development in which all the phases of the process overlap and the team work together across the different phases In 1991 DeGrace and Stahl in Wicked Problems, Righteous Solutions referred to this approach as Scrum (http://www.scrummethodology.org/) Agile 2001 The Agile Manifesto and 12 Guiding principles as documented by Scrum, Extreme Programming (XP) and other like groups An iterative and incremental (evolutionary) approach to software development performed in a highly collaborative manner by self-organizing teams with "just enough" ceremony that produces high quality solutions in a cost effective and timely manner which meets the changing needs of its stakeholders Dean Leffingwell Agile Software Requirements Copyright 2012: Project Smart Pty Ltd 10

The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value Individuals and interactions over processes and tools Working Software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan While there is value in the items on the right, we value the items on the left more. http://agilemanifesto.org/ Copyright 2012: Project Smart Pty Ltd 11

12 Guiding Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Software only delivers value when it is used Ongoing delivery provides for faster breakeven and ROI Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. We constantly strive to minimize the cost of change in time and money Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Time-box delivery Mitigates risk fail early Business people and developers must work together daily throughout the project. Enables shared understanding of context, ideas and answers Business stakeholders must be empowered and available Copyright 2012: Project Smart Pty Ltd 12

More Guiding Principles Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Motivated people will find a way to succeed The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Documentation is not the primary means of communication Working software is the primary measure of progress. A project is 30% complete when 30% of the software has been coded, integrated, tested, accepted and deployed (internal/external) Enables early identification of issues and opportunities. Early termination may still deliver value. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Effort distributed more consistently throughout project Promotes improved quality of work life and quality of product Copyright 2012: Project Smart Pty Ltd 13

More Guiding Principles Continuous attention to technical excellence and good design enhances agility. Extensible architecture and design allows an evolutionary build Continuous integration proves potential for release The best architectures, requirements, and designs emerge from selforganizing teams. Collaboration enables innovation and knowledge transfer Simplicity-the art of maximizing the amount of work not done-is essential. Build what the customer wants and no more Work to your planning horizon progressive elaboration At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. Continuous improvement through retrospection Copyright 2012: Project Smart Pty Ltd 14

Agile Project Lifecycle PROJECT VISION PRODUCT BACKLOG RELEASE 1 RELEASE 2 RELEASE N PROJECT RETROSPECTIVE RELEASE RELEASE PLANNING ITERATION 1 ITERATION 2 ITERATION N RELEASE RETROSPECTIVE ITERATION ITERATION PLANNING DAILY WORK DAILY WORK DAILY WORK ITERATION REVIEW & RETROSPECTIVE DAILY WORK DAILY STANDUP TASK COMPLETION TASK COMPLETION TASK COMPLETION UPDATE TASK PROGRESS & ESTIMATES Adapted from Figure 3-1: The Software Project Manager s Bridge to Agility Copyright 2012: Project Smart Pty Ltd 15

Points of Agreement Customer satisfaction is the goal Progressive elaboration is the way to go A collaborative approach Localized authority and decision making An empowered project team A continuous improvement approach Copyright 2012: Project Smart Pty Ltd 16

Points of Contention Individuals and interactions over processes and tools Deliverables over comprehensive documentation Customer collaboration over contract negotiation Deliverables in weeks Responding to change over following a plan Welcome change even late in the development Led by the Project Manager Copyright 2012: Project Smart Pty Ltd 17

The Project Manager Led by the Project Manager The Project Manager: Integrates Directs and manages. Monitors and controls. An Agile Leader needs the skills and knowledge that help the team succeed: Articulates a clear vision of agile. Uses interpersonal skills to develop a group of individuals into a self-organizing, high performance team that delivers business value. Copyright 2012: Project Smart Pty Ltd 18

The Agile Team The Team The Agile Leader FACILITATOR Owns the team vision and their working agreements. Ensures that the team reflects. TEACHER Uses retrospectives to reflect on their vision and norms and adjust them where appropriate Team members hold themselves and each other to the standards they have committed to. Draws attention to breaches of the norms only if the team does NOT do so, and only as a reminder. Along with other management, must ensure that organizational and other rules and standards are observed: Physical and psychological safety OHS requirements COACH MENTOR COLLAB N CONDUCTOR PROBLEM SOLVER Copyright 2012: Project Smart Pty Ltd 19

Project Challenges Includes results from PMI and The Standish Group Insufficient planning Lack of user involvement Wildly inaccurate baselines Too many changes Unfettered optimism Lack of resources Lack of executive support Unqualified project personnel Global business environment Everything is a project The power is in the hands of those with low PI Poor requirements Lack of user involvement Too much complexity / insufficient risk planning No commitment to plan by team Rapidly changing needs Copyright 2012: Project Smart Pty Ltd 20

Studies: Organizational Environment There is considerable agreement that conventional, universal statements of what management is about and what managers do planning, organizing, coordinating and controlling do not tell us very much about organizational reality, which is often messy, ambiguous, fragmented and political in character Alvesson & Deetz 2000, p.60 Copyright 2012: Project Smart Pty Ltd 21

Studies: Methodologies & Competencies Improvements in practitioners, processes and knowledge have not led to substantial improvements in project outcomes Cicmil, Cooke-Davies, Crawford and Richardson Copyright 2012: Project Smart Pty Ltd 22

Agile, if And the winner is... we need a projectized structure to succeed our requirements are prone to change our need is ill defined our risk is high our industry changes quickly our goal is fit for purpose we need to do this in short steps we can do this in short steps our need is delivery in weeks we have dedicated resources available we can afford dedicated resources Copyright 2012: Project Smart Pty Ltd 24

PMBOK, if And the winner is... we require a detailed end to end plan delivery is not required in the short term we don t expect much change our goal is meet the specification our need is relatively well defined our risk is distributed and manageable we don t have dedicated resources we can t afford dedicated resources we require a project manager Copyright 2012: Project Smart Pty Ltd 25