Compatible or Incompatible?
Presented by:
Karen Little, PMP, CSM, CBAP, ITIL, MCP, MBA
Introductions
Background on Agile and SCRUM
Methodologies
PMBOK – Quick Review
Comparisons
Conclusions
30+ years in IT
25+ years in management
Project Management Consultant with Digineer
Certifications:
PMP Scrum Master CBAP ITIL MCP PMI-MN Involvement:
2007-2009 PMI-MN Board of Directors, PDD 2007
Chairperson, Assistant Web-master, 2007 Project of the
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A mindset, a philosophy, a set of values
A different way to think about and execute
projects
A set of processes and techniques that
implement the above
Core focus:
Deliver something that is of business value as quickly as possible
Built on trust, respect, collaboration – people focus
SCRUM
XP (Xtreme Programming)
Crystal
DSDM (Dynamic Systems Development
Method)
Adaptive Software Development
Feature Driven Development
Pragmatic Programming
Origins go back to 1980’s
Began with an IT focus, but can be applied to
non-IT areas
Grew out of the Rapid Application
Development (RAD) movement
First named ‘Agile’:
February 2001
Group of like-minded compatriots Developed 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
That is, while there is value in the items on the right, we value the items on the left more.
Kent Beck Mike Beedle
Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas
© 2001, the above authors
this declaration may be freely copied in any form, but only in its entirety through this notice.
Iterative and incremental
Adaptive feedback
Early delivery of business value
Close collaboration with business users
Self managed teams
Requirements prioritization
Always address highest priority first
Detail requirements only when needed
Detail estimates only when needed
Roles
Product Owner Scrum Master Team Stakeholders Artifacts
Vision and Goals
Backlogs (product, release, sprint)
Burndown chart (product, release, sprint) Working Software
Sprints
Time-boxed (2-4 weeks)
Sprint backlog
Daily Scrum Meetings
Stand-up
15-20 minutes
Update burn down charts Questions
à What did you do?
à What are you going to do?
à What are your obstacles?
Abnormal termination
Shared Visions/Goals
Requirements/Features/Functions
Product backlog Release(s)
Release planning à Release backlog Sprint(s) à Sprint planning Sprit backlog à Sprint executionà Sprint review (i.e. demo)
à Sprint retrospective
Release implementation
Team Building – work as a single unit
Coordinate Communicate Coach Facilitate Remove obstacles
Shield team from distractions
Ensure process is followed
Only demo ‘done’ components – need to define what ‘done’
means
Team determines who does what, members asks for help when
needed
No network chart
Obstacles always there (issues, risk) – need to overcome – team
finds ways to get over, around, under or thru
Generate a common understanding No changes except at sprint breaks Can terminate sprint abnormally
Daily scrum for team members – visitors are listeners only
Product backlog – not WBS, but Feature Breakdown Structure
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Project management best practices
What is tested on PMP exam
Initiation
Planning
Execution
Management and Control
Close out
Integration
Scope
Time
Cost
Quality
Risk
Human Resources
Communication
Procurement
Project Charter
Project Plan
Work Break Down Structure (WBS) Schedule w/dependencies
Budget
Communications Plan Human Resource Plan Risk Plan
Procurement Plan
Change Control/Change Log
Accepted Deliverables/Acceptance Log
Risk Log
Issue Log
Lessons Learned
PMBOK:
Principle: Provide the services and functions you are supposed to, and no more
Details:
à Define and baseline scope
à Work Breakdown Structure (WBS)
à Control scope changes
SCRUM Manifestation:
Product backlog/Release backlog/Sprint backlog Feature Breakdown Structure (FBS)
PMBOK:
Principle: Finish the project by the agreed upon date Details:
à Account for dependencies (network diagrams)
à Establish and baseline schedule (detail estimates)
SCRUM Manifestation:
Detail estimates – only in sprint backlog
à Relative estimates for product and release
Assign features to releases and sprints based on relative size and priority
PMBOK:
Principle: Stay within the agreed upon dollars Details:
à Establish and baseline project budget
à Track actual costs against budget
SCRUM Manifestation:
Relative estimates –Product and Release Detail estimates - Sprint
Delivered feature list is variable, not cost
PMBOK:
Principle: Don’t let unexpected events derail the project
Details:
à Quality and quantify risks
à Establish risk strategies
à Monitor risks and implement strategies
SCRUM Manifestation:
Modify backlogs to address risk through reprioritization, adding/deleting tasks
PMBOK:
Principle: Produce a product that meets established quality standards
Details:
à Quality assurance
à Quality control (inspections)
SCRUM Manifestation:
Early and repeated feedback via sprint reviews Sprint retrospectives (adaptive changes)
Self-managed teams
PMBOK:
Principle: Tell people what they need to know Details:
à Create and follow a communication plan
à Formal and informal communication techniques
SCRUM Manifestation:
Daily SCRUM meetings
Close collaboration with product owner Co-location
Small teams
PMBOK:
Principle: Maintain a project environment supportive of the team’s needs
PMBOK:
Principle: Work effectively with external suppliers Details:
à Contract types
à Contract closure
SCRUM Manifestation:
Says nothing explicit about
PMBOK:
Principle: Only change what you are supposed to Details:
à Formal approval of changes
à Re-baseline plans when change approved
SCRUM Manifestation:
Sprint and release backlogs are the change control documents (deltas)
PMBOK:
Principle: Make sure the project sponsor agrees you are done
Details:
à Walkthroughs
à Formal approval of deliverables
SCRUM Manifestation:
Risk Management
Resource Planning
Training Planning
Procurement
External communication beyond product owner
Formal sign-offs
Adaptive, not predictive
Planning does occur
More levels of planning
à Detailed planning delayed until needed
More embracing of change
More control by the team members
Scrum Master and PMP are compatible
Can perform all knowledge areas and process
areas of PMBOK within SCRUM
Difference in manifestations of underlying
principles (i.e. techniques used, deliverables
produced)
SCRUM does not (generally) preclude the
creation of the different PMBOK deliverables –
it just doesn’t specifically require them
Certified SCRUM Master (CSM)
Take a two day course from a Certified Scrum Trainer
Courses run around $1200
Certified SCRUM Practitioner (CSP)
Have actively used SCRUM for one year
Questionnaire regarding real-world experience
Certified SCRUM Trainer (CST)
Essay application + demo of training skills Recommendation of a current CST
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Web-Sites
www.agilealliance.com www.scrumalliance.com www.controlchaos.com
www.agiledata.org (Scott Ambler)
www.agilemodeling.org (Scott Ambler)
