agile, pmbok guide sixth edition and your future history of the pmbok® guide important highlights...
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Agile, PMBOK® Guide Sixth Edition and Your Future
How should PMP®s interpret and respond to
such huge changes?!
GR8PM
Traditional � Agile � Hybrid Training � Coaching � Consulting
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Copyright, GR8PM, 2016, all rights reserved.
KEY QUESTION
What makes the PMBOK Guide® Sixth Edition coming out in January so important?
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
1969: PMI is founded.
1976: Serious discussion of project management standards reaches critical mass in Montreal.
1981: PMI Board approves a project to create a standard focused on • Professional Practices (Ethics) • Body of Knowledge Structure (Standards) • Professional Recognition (Accreditation)
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
1984: ESA Baseline Report moves the PMI Board to approve a project to elaborate the proposed 6 knowledge areas. • Six committees developed content and a 1985
workshop was convened to review the work • The result included a:
• Project Management Framework • Risk Management knowledge area • Contract/Procurement Management knowledge area
1987: The Project Management Body of Knowledge is published.
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
1991: Project to update the standard begins. • 1994 – Exposure draft distributed to all 10,000 PMI
members
1996: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) is published. • Name was changed • Framework completely rewritten • Ninth knowledge area – Project Integration
Management – was added
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
2004: PMBOK® Guide, Third Edition is published 2008: PMBOK® Guide, Fourth Edition is published 2013: PMBOK® Guide, Fifth Edition is published
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
2017: PMBOK® Guide, Sixth Edition • Framework will be completely revised • Agile will be added to every knowledge area • Unprecedented! Not since the original 1996
PMBOK® Guide was published 20 years ago has this magnitude of change happened.
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Also worth noting: • 5 Process Groups – Present in all Editions • 1996 – 1st edition = 199 pages & 8 Knowledge Areas • 2001 – 2nd edition = 216 pages & 9 Knowledge Areas • 2004 – 3rd edition = 402 pages & 9 Knowledge Areas • 2008 – 4th edition = 507 pages & 9 Knowledge Areas • 2013 – 5th edition = 616 pages & 10 Knowledge Areas
PMI-ACP® surpassed 10,000 certification holders in November 2015
PMI-ACP = 12,000+
PMI-ACP is bigger than PgMP + PfMP + PMI-SP + PMI-RMP + PMI-BA!
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick History of the PMBOK® Guide Important highlights in the growth of the project management profession.
We Value… Individuals and Interactions
Working Software Customer Collaboration Responding to Change
Processes and Tools Comprehensive Documentation
Contract Negotiation Following a Plan
over over over over
We Would Add… not a …
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick Comparison of Agile and Traditional
Traditional: Graphical WBS
Objective
Phase 1 Phase 2
Work Package 1
Work Package 2
Work Package 1
Work Package 2
Activity 1 Activity 2 Activity 3
Task 1 Task 2 Task 3
Agile / Scrum: Feature Structure
Product
Theme 1 Theme 2
Epic 1 Epic 2 Epic 3 Epic 4
Story 1
Story 2
Story 3
Task 1 Task 2 Task 3
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick Comparison of Agile and Traditional
PMBOK:
1. Objective
2. Phase .
.
3. Work Pkg. .
4. Activity
5. Task
Definitions are completely arbitrary logical devices.
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-to-end 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
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick Comparison of Agile and Traditional
Traditional: • Stakeholders & Sponsor
Agile / Scrum: • Stakeholders & Sponsor
• Program or Sr. Project Manager
• Jr. PM or Team Lead
• Team and SME’s
• Everybody else
• Product Owner
• Scrum Master
• Team and SME’s
• Everybody else
Taxonomy for Traditional vs. Agile Roles
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Quick Comparison of Agile and Traditional
Do most PMP®’s have 1,500 hours of Agile?
PROGRESSIVE ELABORATION
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Do most PMP®’s have 1,500 hours of Agile? The PMBOK® Guide, Fifth Edition states: • 1.3 What is Project Management?
• …development of the project management plan is an iterative activity and is progressively elaborated throughout the project's life cycle. Progressive elaboration involves continuously improving and detailing a plan…
• 2.4.2.2 Predictive Life Cycles • Even projects with predictive life cycles may use the concept
of rolling wave planning... for appropriate time windows, as new work activities are approaching…
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Do most PMP®’s have 1,500 hours of Agile? The PMBOK® Guide, Fifth Edition states: • 3.4 Planning Process Group
• …The complex nature of project management may require the use of repeated feedback loops... This progressive detailing is called progressive elaboration, indicating iterative and ongoing activities. (paraphrased)
• 6.2.2.1 Decomposition • Decomposition is a technique used for dividing and
subdividing… project deliverables into smaller, more manageable parts. Activities represent the effort needed to complete a work package.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Management Integration
● Develop Project Charter
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
Fact – Integration Management
• 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 the overall project good.
— PMBOK® Guide, Third Edition
• Integration management is a juggling act of trade-offs and coordination as part of balancing project execution and stakeholders’ expectations.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Scope
Management
● Collect Requirements ● Define Scope ● Create WBS
● Verify Scope ● Control Scope
Fact – Scope Management
• Project Scope Management includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.
— PMBOK® Guide, Third Edition
Agile calls this concept “Barely Sufficient” meaning it is fully sufficient but not overly so (gold plating) and not insufficient (breach of contract).
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
Project Management Process Groups Initiating Planning Executing M & C Closing
Project Management Integration
Project Scope Management
Project Time Management
Project Cost Management
Project Quality
Management
Knowledge Areas
● Develop Project Charter
● Collect Requirements ● Define Scope ● Create WBS
● Define Activities ● Sequence Activities ● Estimate Activity Resources ● Estimate Activity Duration ● Develop Schedule
● Plan Quality
● Develop Project Management Plan
● Direct and Manage Project Execution
● Monitor and Control Project Work ● Perform Integrated Change Control
● Close Project or Phase
● Verify Scope ● Control Scope
● Control Schedule
● Estimate Cost ● Determine Budget
● Control Costs
● Perform Quality Assurance
● Perform Quality Control
Project Time Management
● Define Activities ● Sequence Activities ● Estimate Activity
● Control Schedule
Fact – Time Management
• Time management includes the processes required to accomplish timely completion of the project.
— PMBOK® Guide, Third Edition Using high-precision low-accuracy information to plan or predict dates sets a project up for failure. Agile manages time by calculating schedules instead of predicting them.
Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!
GR8PM, Inc. Training � Coaching � Consulting
Traditional � Agile � Hybrid
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Agile and the PMBOK® Guide Sixth Edition How should PMP®s respond?!