pmbok agile august 2007 v4 - alecoledelavie.com

Agile Project Management:PMBOK vs. Agile

Agile Project Leadership NetworkWashington DC Chapter Meeting

August 2, 2007

Neil Chaudhuri Natalia Vainshtein

8/23/2007 Fusion Soft, LLC 2

Introductions

WelcomePresenters

Neil Chaudhuri703-785-8855 (m)[email protected]

Natalia Vainshtein202-247-5678 (m)[email protected]

Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework

Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas

How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped

Conclusions and Summary DiscussionFinal ThoughtsQ & A



Goals of This Presentation

PMBOK vs. Agile What are the differences?What are the commonalities?How real are the perceptions?

Is there really a difference?Can both the PMBOK Framework and agile project management methods co-exist on the same project to yield software, on schedule and on budget, that generates value for customers?


Project Management Profession Overview

What do you know about the PMBOK Framework and its applications?


Project Management Profession Overview

Project Management is becoming a formal disciplinePMP Certification

Industry-independent certification for project management professionals

Recognized in over 120 countries Administered by

Project Management Institute (PMI) www.pmi.org

Standardizes professional jargonCreates a systematic approach to the study of the profession1984 - PMI developed the first PMP certification exam

Project Management Foundation Concepts

PMBOK – Project Management Body of Knowledge PMBOK Guide, page 3, last paragraph

“…. the project management team is responsible for determining what is appropriate for any given project”



Projects vs. OperationsProgressive Elaboration

Developing something in increments

Project Manager RoleGlue

Expert JudgmentTeam, SMEs

Triple Constraint



ProjectA temporary endeavor with a definite start and a definite end, undertaken to create a unique product, service or a result



Triple Constraint

$ - Money for CostS – Schedule for TimeS – Scope for Scope



Project PhaseProduces 1 or more deliverablesHas a Lessons Learned document at the endHas a Kill Point at the endSeveral phases make up a project lifecycle



Project Management LifecycleComprised of 5 process groupsThe same for every project in any industry



PMBOK Framework5 process groups = project management phases9 knowledge areas

Consist of processesInputsTools & TechniquesOutputs


PMBOK Framework –Process Groups

5 Project Management Process Groups (Project Management Phases)

InitiatingPlanningExecutingMonitoring & ControllingClosing

The 5 groups are the same for all projects!



The 5 process groups for the project are cyclical


Initiating Processes

Closing Processes

Planning Processes

Executing Processes

Monitoring and Controlling Processes


Initiating Process GroupDevelop Project CharterDevelop Preliminary Project Scope Statement



Planning Process GroupDevelop Project Management PlanScope PlanningScope DefinitionCreate WBSActivity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimatingSchedule DevelopmentCost Estimating



Planning Process GroupCost BudgetingQuality PlanningHuman Resource PlanningCommunications PlanningRisk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningPlan Purchases and AcquisitionsPlan Contracting



Executing Process GroupDirect and Manage Project ExecutionPerform Quality AssuranceAcquire Project TeamDevelop Project TeamInformation DistributionRequest Seller ResponsesSelect Sellers



Monitoring & Controlling Process GroupMonitor & Control Project WorkIntegrated Change ControlScope VerificationScope ControlSchedule ControlCost ControlPerform Quality ControlManage Project TeamPerform ReportingManage StakeholdersRisk Monitoring & ControlContract Administration



Closing Process GroupClose ProjectContract Closure


PMBOK Framework –Knowledge Areas

9 Knowledge Areas Integration ManagementScope ManagementTime ManagementCost ManagementQuality ManagementHuman Resource ManagementCommunications ManagementRisk ManagementProcurement Management

Professional Responsibility (not a knowledge area)


PMBOK Framework –Integration Management

Connects processes in all other knowledge areas and process groupsChanges made in any one area of the project must be integrated into the rest of the project


Integration Management Process Process Group

Develop Project Charter Initiating

Develop Preliminary Scope Statement InitiatingDevelop Project Management Plan PlanningDirect and Manage Project Execution ExecutingMonitor and Control Project Work Monitoring & ControllingIntegrated Change Control Monitoring & ControllingClose Project Closing

PMBOK Framework –Scope Management

Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully (PMBOK, page 103).


Scope Management Process Process Group

Scope Planning Planning

Scope Definition Planning

Create WBS Planning

Scope Verification Monitoring & Controlling

Scope Control Monitoring & Controlling

PMBOK Framework –Time Management

Processes to calculate the length of activities and calculating a realistic schedule based on the actual estimates


Time Management Process Process Group

Activity Definition Planning

Activity Sequencing Planning

Activity Resource Estimating Planning

Activity Duration Estimating Planning

Schedule Development Planning

Schedule Control Monitoring & Controlling

PMBOK Framework –Cost Management

Processes to come up with estimates for activities; aggregating the estimated costs of individual schedule activities or work packages to the project level to establish a cost baseline for the project; controlling cost changes


Cost Management Process Process Group

Cost Estimating Planning

Cost Budgeting Planning

Cost Control Monitoring & Controlling

PMBOK Framework –Quality Management

Creating and following policies and procedures to ensure that the project fulfills its needs

Customer satisfactionPrevention vs. inspectionManagement responsibilityContinuous improvementPreventing gold-plating


Quality Management Process Process Group

Quality Planning Planning

Perform Quality Assurance Executing

Perform Quality Control Monitoring & Controlling

PMBOK Framework –Human Resource Management

Leading and orchestrating the project team and stakeholders with the goal to achieve the desired results of the project


Scope Management Process Process Group

Human Resource Planning Planning

Acquire Project Team Executing

Develop Project Team Executing

Manage Project Team Monitoring & Controlling

PMBOK Framework –Communications Management

Determining who needs what information and when, producing the plan to provide that information and distributing the information


Communications Management Process

Process Group

Communications Planning Planning

Information Distribution Executing

Performance Reporting Monitoring & Controlling

Manage Stakeholders Monitoring & Controlling

PMBOK Framework –Risk Management

Increase the probability and impact of positive eventsDecrease the probability and impact of adverse (negative) events


Risk Management Process Process GroupRisk Management Planning Planning

Risk Identification Planning

Qualitative Risk Analysis Planning

Quantitative Risk Analysis Planning

Risk Response Planning Planning

Risk Monitoring & Control Monitoring & Controlling

PMBOK Framework –Procurement Management

Processes to purchase or acquire the products, services or results needed from outside the project team to perform the work


Procurement Management Process

Process Group

Plan Purchases and Acquisitions Planning

Plan Contracting PlanningRequest Seller Responses Executing

Select Sellers ExecutingContract Administration Monitoring & ControllingContract Closure Closing

PMBOK Framework –Professional Responsibility

Professional Responsibility AreasEnsure Integrity and ProfessionalismContribute to Knowledge BaseEnhance Individual CompetenceBalance Stakeholder InterestsInteract with Team and Stakeholders




How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped



Key Agile Concepts

Feedback Through IterationsThroughputFeatures over tasksSelf-Managing TeamsEliminating Waste

Common Agile Objections to the PMBOK

Resistance to changes in scopeCounterproductive devotion to a planOveremphasis on task-based planningImposing project managerExcessive documentation

A Forgiving PMBOK?

PMBOK not as prescriptive as commonly believed

Authors’ possible intentions obscured through vague languageLeaves room for interpretation

PMBOK is a frameworkEncourages interpretationGoal is customer satisfaction

Making the PMBOK AgileProgressive elaboration becomes paramountProject manager exercises a different kind of leadershipTriple constraint recognized but with a different biasEntire team involved in every processEvery iteration itself a project as defined by the PMBOK but just a phase of the overall project

Project Phase• Produces 1 or more deliverables• Has a Lessons Learned document at the end• Has a Kill Point at the end• Several phases make up a project lifecycle

Project• A temporary endeavor with a definite start and a definite end, undertaken to create a unique product, service or a result

Integration Management

Uses level of detail more appropriate for time horizonIntegrated change control accomplished through prioritization of feature backlogLow-ceremony documentation

Scope Management

PMBOK Scope Planning practices applied at the beginning of each iterationScope Verification during each iterationProgressive elaboration the basis for scope changes between iterations

Time Management

Activity Resource Estimating accomplished through commitment by individual team members Activity Duration Estimating performed on two levels

High-level estimates at the release levelDetailed task-based estimates at the iteration level

Critical path no longer relevant

Cost Management

Cost fixed throughout the projectCost control accomplished at the end of each iteration

Quality Management

Involved throughout lifecycleCritical to increasing throughputAll PMBOK processes apply during each iteration

Quality PlanningQuality AssuranceQuality Control

Human Resource Management

Develop Project TeamCollective ownership and commitmentOnus on management to run interferenceBreed motivation among teamCo-location

Manage Project TeamMetrics conveyed through information radiatorsReward group success over individual success

Communications Management

Communications Planning and Information Distribution processes intrinsic in agile approach

Constant, direct communication with immediate customerDaily stand-upsIteration planning and review

Performance ReportingDelivery metrics favored over traditional metrics

Risk Management

Risk Management Planning and Risk Identification with each iterationRisk Analysis focused more on qualitative riskRisk Response Planning at iteration planning Risk Monitoring and Controlling at iteration review

Procurement ManagementPlan Purchases and Acquisitions

Rare case of upfront analysisNeed expert judgment from technical, legal, and financial expertsConsider alternatives to traditional contract vehicles

Plan Contracting involves entire teamRequest Seller Responses

Need to communicate expectations to adhere to agile methodsEliminate those unable to comply

Professional Responsibility

PMBOK Code of Ethics and Code of Professional Responsibility transcendentEthics and professionalism intrinsic in agile methods

TransparencyCommunicationConsistent delivery of working software

Conclusion

Understanding the PMBoK process groups and knowledge areas with an open outlook helps us see how agile methods fit in the PMBoK frameworkCommon agile objections to the PMBOK based on misperceptions of what it prescribes

Common Agile Objections

A refresherImposing project managerResistance to changes in scopeCounterproductive devotion to a planOveremphasis on task-based planningExcessive documentation

Role of Project Manager

Agile project manager in charge but more a facilitator

Breeds atmosphere for motivation and commitmentRemoves obstacles

Not at odds with the PMBOK

Scope Control

Critical for agile projects…at the iteration levelConsistency with the PMBOK clear when iterations considered projects in themselvesIteration planning and iteration review allow course corrections to overall scope

Devotion to a Plan

Planning essential to agile projectsReject scope-based planning with Gantt and PERT charts in favor of feature-based metrics like velocityPlanning at the release, iteration, daily levels rather than at the project level

Decomposition into Tasks

PMBOK’s emphasis on the WBS perceived as antithetical to agile methodsEmphasis on features over tasks distinguishes agile

Decomposition of features into tasks occurs at iteration planningDetailed estimates of tasks at the iteration level

DocumentationPMBOK defines many forms of documentation but does not mandate depthAgile documentation critical though less formal

Feature backlogVelocity chartsBurndown chartsIteration planning cardsKanban boards

Agile equivalents for all PMBOK documenation

Final Thoughts

Primary agile objections to the PMBOK based on strict perceptions adopted by many othersPMBOK not as prescriptive as generally believed

Vagueness of language lends to interpretationNothing agile explicitly prohibited by PMBOK

When applied correctly, agile methodologies completely consistent with the PMBOK framework

Thank you!

ReferencesSliger, Michele. Relating PMBOK Practices to Agile Practices. Retrieved from StickyMinds.com web site.Poppendieck, Mary and Tom Poppendieck (2003). Lean Software Development: An Agile Toolkit.Augustine, Sanjiv. Managing Agile Projects.Cohn, Mike (2006). Agile Planning and Estimating.Sliger, Michele & Stacia Broderick (2007). The Software Project Manager’s Bridge to Agility. Draft chapters retrieved from Sliger Consulting web site. Berteig, Mishkin. Agile Work and the PMBoK - Definition of "Project.” Retrieved from Agile Advice web site.Project Management Institute. The Guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd

Edition

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