PMBOK? You Can Have Both! June 10, Presented by:

(1)

Agile or the

PMBOK?

You Can Have Both!

June 10, 2009

Presented by:

David M Sides Vice President ESI Consulting Services David M. Sides, Vice President, ESI Consulting Services

(2)

Agenda

June 10, 2009

Pic?

Agile or PMBOK? Agile Truths & Myths

(3)

Agile

Framework

building talent, driving results 33

(4)

PMBOK & Agile: Perfect

Together

Agile Framework

Together

–

The PMBOK

®

_Guide’s

–

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

(5)

What Is Agile Project

Management?

Ji

Hi h

ith

f th

i i

t

f th

Jim Highsmith, one of the originators of the

Agile Manifesto, defined agility in project

management as the following:

“Agility is the

ability to both

t

d

“Agility is the

ability to

b l

create and respond

to change in order

to profit in a

turbulent business

balance

flexibility and

stability.”

turbulent business

environment.”

building talent, driving results

Source: Highsmith, 2004, p. 16

5

(6)

What is the Manifesto?

FrameworkAgile

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

(7)

Polling Question 1

FrameworkAgile

Are you currently using an Agile framework in your organization?

Yes

No

Unsure

(8)

Strengths of Agile Development

FrameworkAgile

(9)

Organizational Challenges of

Agile Development

(10)

The Many Colors of Agile

FrameworkAgile

Scrum

Crystal Methods

Unified Process (UP)

Lean Development (LD)

Extreme Programming (XP)

(11)

Agile Is an Iterative Framework

FrameworkAgile

(12)

Agile Truths &

Myths

(13)

with David Sides

(14)

“Top 10” Stupid Agile Tricks /

Agile Manifesto Principles

Agile Truths & Myths

Agile Manifesto Principles

6. Micro-manage me.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

7. Stay in your silos.

8 Th

’ll

t it

h

’

d

Business people and developers must work together daily throughout the project.

8. They’ll get it when we’re done.

9 Stick your head in the sand and it will go away

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

9. Stick your head in the sand and it will go away.

10. We in IT know what’s best for our customer.

Welcome changing requirements, even late in development. Agile processes harness change for competitive advantage.

10. We in IT know what s best for our customer.

(15)

“Top 10” Stupid Agile Tricks /

Agile Manifesto Principles

1. Never look back. What’s done is done.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

2. Matrix manage me.

3 M k it

ll

l

ill b i

d

The best architectures, requirements, and designs emerge from self-organizing teams.

3. Make it really complex so everyone will be impressed.

4 Pay me by the pound

Simplicity — the art of maximizing the amount of work not done — is essential.

4. Pay me by the pound.

5. Close your door and send an email.

Working software is the primary measure of progress.

5. Close your door and send an email.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

(16)

When to Use Agile?

Agile Truths & Myths

When your project…

y

p j

–

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

–

Will have

close collaboration and communication within the team

and with the customer on a daily basis

(17)

When Not to Use Agile?

Agile Truths & Myths

–

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 = NO

(18)

5 Common Agile Myths

BUSTED!!

1 Agile projects can be done quicker with fewer resources

1. Agile projects can be done quicker with fewer resources.

2 Agile practitioners see requirements definition and design as “not

Faster and cheaper? It depends…

2. Agile practitioners see requirements definition and design as not

adding customer value” and as “ceremony” to be avoided.

No requirements? Requirements definition and management are extremely

important as they define the success of each iteration.

3. Agile practitioners do not plan or document their work.

No planning or documentation? Planning and estimating are needed in “rolling

waves” with just enough documentation to meet customer expectations.

4. Agile methods conflict with the PMBOK

®

_{Guide project management.}

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.

(19)

Agile or

PMBOK?

(20)

Project Management

Process Groups Comparison

Agile or PMBOK?

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

E ti Di t d t l It ti W k h

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

(21)

Agile Is Like a “Cascading

Waterfall”

Waterfall

Initiate

Plan

Execute-Monitor & Control

Close

Q lit Scope Time Cost Quality HR Risk Procurement Communications Integration

(22)

Polling Question 2

PMBOK?Agile or

Of the following where do you encounter the greatest challenge in completing

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

(23)

Stuff Happens!

PMBOK?Agile or

So setting and managing expectations is the key to success

So, setting and managing expectations is the key to success.

Are we there yet?

What do they need to know?

y

–

Progress

–

Status

–

Forecast

–

Risks & Issues

–

Earned Value, SPI, CPI, ETC

–

Achieved Value

(24)

Burn-Down Charts Show

Achieved Value (AV)

I

i

l li

h t

Is a simple line chart

used to track progress

Shows how many Story

Points have been

“burned through”

(

l

it )

(velocity)

Indicates progress and

the team’s internal

productivity (for

(25)

Earned Value (EV) in Agile

Projects

Uses

Story Points

as the basic unit of measurement

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

t

ti

t

t t

l ti

t

t i

cost estimates

,

cost at completion

or

cost metrics

An example to see how EV fits into Agile:

Th

l

b d

t i $100 000 f

l ti

f 100

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.

Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf

(26)

Polling Question 3

PMBOK?Agile or

Based on what you currently know are we ahead or behind on this project?

Based on what you currently know, are we ahead or behind on this project?

Ahead

Behind

Unsure

An example to see how EV fits into Agile:

Th

l

b d

t i $100 000 f

l ti

f 100

The release budget is $100,000 for a completion of 100

(27)

Earned Value (EV) in Agile

Projects

So, what’s the answer?

Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf

(28)

Is Your Company Ready for

Agile?

ESI’s Agile Project Management Readiness Tools Help

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

(29)

Is Your Project Agile

Appropriate?

ESI’s Traditional vs. Agile Project Management Checklist Tool

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

(30)

Product-Project

Deliverables Comparison

Product Developmentp Project Management

Business Case

Business Requirements

–

Use Cases

j g

Integration – Change Requests

Scope – Work Breakdown Structure (WBS) Time – Schedule

–

User Stories Technical Specifications System Requirements T C Cost – Budget

Resources – Organization Chart Quality – Standards

Test Cases Product Builds Final Product

Risk – Log with Mitigation Plans

Communications – Reports, Dashboards Procurement – Vendor Contracts

(31)

Agile or the

PMBOK?

You Need Both!

David M. Sides

+1 (703) 558-3000 [email protected]

www.esi-intl.com

PMBOK? You Can Have Both! June 10, Presented by:

Agile or the

Agile or the

PMBOK?

You Can Have Both!

June 10, 2009

Agenda

June 10, 2009

Agile

Framework

Framework

PMBOK & Agile: Perfect

Together

Together

–

The PMBOK

Guide’s

–

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

Develop a scope of work



Estimate the time and cost

of the project



Allocate resources

Allocate resources



Conduct a risk assessment

–

The key question is: What

What Is Agile Project

Management?

Management?

Ji

Hi h

ith

f th

i i

t

f th

Jim Highsmith, one of the originators of the

Agile Manifesto, defined agility in project

management as the following:

“Agility is the

ability to both

t

d

d

“Agility is the

ability to

b l

create and respond

to change in order

to profit in a

turbulent business

balance

flexibility and

stability.”

turbulent business

environment.”

What is the Manifesto?

The Manifesto for Agile Software

The Manifesto for Agile Software

Development—

–

Is known as the

Agile Manifesto

–

Was created in 2001 by a group of

advocates of

iterative

_Guide’s

_{Guide s}