agile or pmbok 11 jun09
TRANSCRIPT
Presented by:
David M. Sides, Vice President, ESI Consulting Services
www.esi-intl.com
Agile or PMBOK?
You Can Have Both!
June 11, 2009
building talent, driving results 2
Agenda June 11, 2009
Agile or PMBOK?Agile Truths & MythsAgile Framework
Pic?
PMBOK is a registered trademark of the Project Management Institute, Inc.
© Copyright ESI International 2009.
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Agile Framework
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building talent, driving results
PMBOK & Agile: Perfect Together
Agile Framework
4© Copyright ESI International 2009.
– The PMBOK® Guide’s
knowledge areas apply to agile
methods as well as traditional
methods.
– Agile or not, every project
must—
Develop a scope of work
Estimate the time and cost
of the project
Allocate resources
Conduct a risk assessment
– The key question is: What
techniques will be used?
building talent, driving results
What Is Agile Project Management?
“Agility is the
ability to both
create and respond
to change in order
to profit in a
turbulent business
environment.”
“Agility is the
ability to
balance
flexibility and
stability.”
Source: Highsmith, 2004, p. 16
Jim Highsmith, one of the originators of the
Agile Manifesto, defined agility in project
management as the following:
Agile Framework
5© Copyright ESI International 2009.
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What is the Manifesto?
The Manifesto for Agile Software
Development—
– Is known as the Agile Manifesto
– Was created in 2001 by a group of
advocates of iterative and
incremental development methods
– Is the foundation document of the
agile movement, which sets forth
the underlying philosophical
concepts of agile project
management and includes a set of
12 principles
Source: www.agilealliance.org and www.agilemanifesto.org
Agile Framework
6© Copyright ESI International 2009.
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Polling Question 1
Are you currently using an Agile framework in your organization?
Yes
No
Unsure
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Agile Framework
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Strengths of Agile Development
Agile development—
Agile Framework
8© Copyright ESI International 2009.
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Organizational Challenges of Agile Development
Agile Framework
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The Many Colors of Agile Agile Framework
10© Copyright ESI International 2009.
Scrum
Crystal Methods
Unified Process (UP)
Lean Development (LD)
Extreme Programming (XP)
Dynamic Systems Development Method (DSDM)
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Agile Is an Iterative Framework
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Agile Framework
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building talent, driving results 1212
Agile Truths & Myths
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with David Sides
13© Copyright ESI International 2009.
building talent, driving results
―Top 10‖ Stupid Agile Tricks / Agile Manifesto Principles
6. Micro-manage me.
7. Stay in your silos.
8. They’ll get it when we’re done.
9. Stick your head in the sand and it will go away.
10. We in IT know what’s best for our customer.
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Agile Truths & Myths
© Copyright ESI International 2009.
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile
processes harness change for competitive advantage.
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily
throughout the project.
Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done.
building talent, driving results
―Top 10‖ Stupid Agile Tricks / Agile Manifesto Principles
1. Never look back. What’s done is done.
2. Matrix manage me.
3. Make it really complex so everyone will be impressed.
4. Pay me by the pound.
5. Close your door and send an email.
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Agile Truths & Myths
© Copyright ESI International 2009.
The most efficient and effective method of conveying information to
and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Simplicity — the art of maximizing the amount of work not done —
is essential.
The best architectures, requirements, and designs emerge from
self-organizing teams.
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
building talent, driving results
When to Use Agile?
When your project…
– Is innovative, experimental or has “never-been-done”
by the organization
– Has an actively engaged and available customer
– Has a project team of highly skilled, motivated, and driven
professionals
– Will have close collaboration and communication within the team
and with the customer on a daily basis
Agile Truths & Myths
16
Agile = YES
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building talent, driving results
When Not to Use Agile?
– Industries in which formal change
management processes and
extensive documentation are
required
– Projects that have high regulatory
compliance requirements
– Project teams with novice team
members in key roles
– Customers/users have limited
involvement
Agile Truths & Myths
17
Agile = NO
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building talent, driving results
5 Common Agile Myths BUSTED!!
1. Agile projects can be done quicker with fewer resources.
2. Agile practitioners see requirements definition and design as “not
adding customer value” and as “ceremony” to be avoided.
3. Agile practitioners do not plan or document their work.
4. Agile methods conflict with the PMBOK® Guide project management.
5. Agile projects can be done without a project manager.
Agile Truths & Myths
18© Copyright ESI International 2009.
No Project Manager? The PM needs to be a facilitator, relying less on managing
and more on leading.
Conflict with “traditional” PM? The PMBOK areas are still applicable to each iteration
and need to be planned and managed to stay on-spec, on-time, and on-budget.
No planning or documentation? Planning and estimating are needed in ―rolling
waves‖ with just enough documentation to meet customer expectations.
No requirements? Requirements definition and management are extremely
important as they define the success of each iteration.
Faster and cheaper? It depends…
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Agile or PMBOK?
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building talent, driving results
Project Management Process Groups Comparison
PM Process Traditional Agile
Initiation • Develop project charter
• Identify stakeholders
Planning • Develop project management plans
• Collect all requirements
• Develop time & cost estimates
• Product Workshops:
–Envision the product
–Map out the releases
• Release Workshops:
–Define the release
–Map out the iterations
Execution,
Monitor & Control
• Direct, manage, and control
development, quality, resources
• Communicate progress, status
• Iteration Workshops:
–Speculate-Explore-Adapt
–Build-Test-Deploy
Closing • Close-out project contracts
• Close-out project administration
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Agile or PMBOK?
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building talent, driving results
Agile Is Like a ―Cascading Waterfall‖
Initiate
Plan
Execute-Monitor & Control
Close
Agile or PMBOK?
© Copyright ESI International 2009. 21
Scope
Time
Cost
Quality
HR
Risk
Procurement
Communications
Integration
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Polling Question 2
Of the following, where do you encounter the greatest challenge in completing
projects on time, within budget and in scope in your organization?
Requirements
Time
Resources
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Agile or PMBOK?
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building talent, driving results
Stuff Happens!
So, setting and managing expectations is the key to success.
What do they need to know?– Progress
– Status
– Forecast
– Risks & Issues
– Earned Value, SPI, CPI, ETC
– Achieved Value
Are we there yet?
Agile or PMBOK?
© Copyright ESI International 2009. 23
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Burn-Down Charts Show Achieved Value (AV)
24
Agile or PMBOK?
Is a simple line chart
used to track progress
Shows how many Story
Points have been
―burned through‖
(velocity)
Indicates progress and
the team’s internal
productivity (for
example, the team’s
estimating accuracy)
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Story Points – User Stories prioritized according to user needs.
building talent, driving results
Earned Value (EV) in Agile Projects
25
Agile or PMBOK?
Uses Story Points as the basic unit of measurement
Measures iterations planned against iterations completed
Requires initial baselines and a set of parameters to provide
cost estimates, cost at completion or cost metrics
Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf
An example to see how EV fits into Agile:
The release budget is $100,000 for a completion of 100
story points. At this point in time, you have completed 25 of
the story points at a cost of $20,000.
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building talent, driving results
Polling Question 3
Based on what you currently know, are we ahead or behind on this project?
Ahead
Behind
Unsure
Agile or PMBOK?
© Copyright ESI International 2009.
An example to see how EV fits into Agile:
The release budget is $100,000 for a completion of 100
story points. At this point in time, you have completed 25 of
the story points at a cost of $20,000.
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building talent, driving results
Earned Value (EV) in Agile Projects
27
Agile or PMBOK?
Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf
So, what’s the answer?
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building talent, driving results
Is Your Company Ready for Agile?
ESI’s Agile Project Management Readiness Tools Help
Determine if the…
– Organization is ready to:
Move ahead in the agile environment
Accept and promote agile project management
– Project Manager is ready to:
Manage an agile project vs. traditional project
Lead and facilitate vs. manage
– Team is ready to be:
Involved daily
Collective vs. individualistic in work styles
Self-managed and self-directed
Creative and innovative in the delivery of the product
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Agile or PMBOK?
© Copyright ESI International 2009.
building talent, driving results
Is Your Project Agile Appropriate?
ESI’s Traditional vs. Agile Project Management Checklist Tool
helps determine if the project is ―agile ready‖ through the
assessment of 15 questions focused on:
– Requirements Gathering Needs
– Project Planning Needs
– Product Delivery
– Industry
– Team Member Competencies
– Level of Customer Involvement
– Level of Organizational Support
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Agile or PMBOK?
© Copyright ESI International 2009.
building talent, driving results
Product-ProjectDeliverables Comparison
Product Development
Business Case
Business Requirements
– Use Cases
– User Stories
Technical Specifications
System Requirements
Test Cases
Product Builds
Final Product
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Project Management
Integration – Change Requests
Scope – Work Breakdown Structure (WBS)
Time – Schedule
Cost – Budget
Resources – Organization Chart
Quality – Standards
Risk – Log with Mitigation Plans
Communications – Reports, Dashboards
Procurement – Vendor Contracts
Both sets of deliverables are needed whether you use
a Traditional or Agile Framework
Agile or PMBOK?
© Copyright ESI International 2009.
David M. Sides
+1 (703) 558-3000
www.esi-intl.com
Agile or PMBOK?
You Need Both!
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To submit for PDU credit,
please visit PMI’s Web site (www.pmi.org).
www.esi-intl.com/agile
PDU Credits: 1
credit
Category: 3
Option: 1
Provider ID: 1038
Program ID:
PGM3075
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