with the PMBOK Mind Comparing AgileScrum with PMBOK Concepts Elise Hudson PMP CSM 2014 PMI Nashville Symposium Bio Information 2 PMP CSM MPA 20 Years in IT 12 Years in Project Management ID: 558897
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Slide1
Understanding Agile/Scrum with the PMBOK Mind
Comparing Agile/Scrum with PMBOK Concepts
Elise Hudson, PMP, CSM
2014 PMI Nashville SymposiumSlide2
Bio Information
2
PMP
CSM
MPA
20 Years in IT12 Years in Project ManagementCool JobsSlide3
Overview
Assumptions/Audience PollAgile/Scrum RefresherPMBOK Concepts (4th ed.) v. Agile/Scrum
Key Questions
Resources/Links
Questions/Discussion
3Slide4
Assumptions
Presentation is Based on My Personal Experiences as a PMPWanted to share some of the information and connections I made, not designed to be comprehensive and cover everythingAssuming Pure Agile/Scrum Model
Everyone in room has some previous basic understanding of Agile/Scrum
Just because I say something happens in Agile doesn’t mean I think it doesn’t already in PMBOK/Waterfall
4Slide5
Experience in the Room
How many people have had some Agile/Scrum Training? (CSM, CPO, CSP, CST, ACP)Anyone with no Agile/Scrum Training?
How many people work somewhere with Agile/Scrum projects?
Are they pure or hybrid?
How many people struggle with figuring out how to interpret Agile/Scrum and how it works with the PMO in their organizations?
Anyone who has it all figured out?5Slide6
Was This YOUR Reaction to Agile/Scrum?
Yeah, right.This will never work.This is for people who don’t want process.
This introduces more risk than I can express.
They Will Get Over It in 6 Months
Save me!
I quit.Which planet did these people come from?6Slide7
Agile/Scrum Refresher - Manifesto
Individuals and interactions over processes and toolsWorking
software
over comprehensive
documentation
Customer collaboration over contract negotiationResponding to change over following a planSee 12 Principles of Agilewww.agilemanifesto.org7Slide8
Agile/Scrum Refresher - Concepts
Product FocusedIterative Requirements and SolutionsChangeable as Work is In Flight
Super-Responsive to Customer Changes
Individually Deliverable Pieces of Work**
Continuous Delivery
Smaller Work Items = Quick WinsDefined Timeboxes for DeliverySprints/ReleasesDelivery FocusedTeam-Driven8Slide9
Agile/Scrum Refresher – The Team
Scrum MasterFocuses on Scrum Cadence
Eliminates Impediments
Coaches Team
Is Collaborative Equivalent of Resource Manager
Product OwnerCreates/Manages BacklogPrioritizes User Stories/Backlog ItemsDetermines Release Schedule (Time or Feature Based)Technical/Development Team MembersDo the WorkDedicated to the Product/Project (really important)Ideally Cross-Trained (Developers are Testers, Testers are Developers)Cross-Functional
9Slide10
Agile/Scrum Refresher – Cadence Pt. 1
Backlog Grooming SessionIntake for Work/Requirements (typically in user story format)
Prioritization Discussions
Sprint Planning
Defining Goals of Sprint
Assignments for WorkSprintWhere the Work HappensDevelopment and Test Generally Occur in Same Sprint10Slide11
Agile/Scrum Refresher – Cadence Pt. 2
Daily Scrum MeetingsWhat got accomplished yesterday, is planned for today, any impediments
Sprint Review
Where the Results of the Sprint are Shown to Customers
Sprint Retrospective
Where the Team Evaluates How the Sprint Went11Slide12
Agile/Scrum Refresher - Organization
Non-Traditional Management StructureUtilizes Centers of Excellence That Are
Matrixed
to Sprint Teams/Processes
Set Standards Across Organization
Like A Steering CommitteeFinancial Reporting Is Completely Product BasedNot Project BasedTeams Are DedicatedWork Inputs/Outputs Preferably Determined By VelocityVelocity = Incoming Backlog Items – Backlog Items Completed in Each SprintDo not take on more work than you know you can outputCustomers Communicate Directly With Product OwnersDirectly Involved in Sprint Reviews and Backlog Grooming
12Slide13
Hooray Agile/Scrum!
13Slide14
PMBOK Process Groups
InitiatingPlanningExecutingMonitoring/Controlling
Closing
14Slide15
PMBOK Concepts
PMBOK Guidelines Reduce RiskIt’s not that we just LOVE process for process’ sakeProcess should be designed to reduce riskProject Management Process Evolved from Over 100 Years of Business Research
Empirical Evidence Supports What We Do
“A pound of planning is worth a hundred pounds of executing”
15Slide16
Mapping PMBOK to Agile
16Slide17
Initiating
PMBOK
17
Agile/Scrum
Identify Project Sponsor
High Level Scope
Assumptions
Business Case
High Level Budget
Identify Ties to Strategic Goals
Statement of Work
High Level Risks
Key Success Measurements
Schedule Through Planning
Initial WBS
Project Approval Processes
Conversations between Product Owners and Stakeholders
Backlog Item/User Story Gets Created (Maybe)
Product Owner responsible for tying back to Strategic GoalsSlide18
Planning – Part 1
PMBOK
18
Agile/Scrum
Finalize Scope
Requirements
Business
Functional
Technical
Design
Conversations between Product Owners and Stakeholders
Backlog Item/User Story Gets Created (Maybe)
Backlog Item/User Story = Requirements
AND Design
Some Design Can Happen During/With Backlog GroomingSlide19
Planning – Part 2
PMBOK
19
Agile/Scrum
Project Schedule
Communications Plan
Risk Mitigation Plan
Resource Management Plan
Project Schedule is Pre-Defined by Backlog and Sprint Schedule
B
acklogs can be loosely prioritized several sprints ahead
Backlog Items/User Stories Scaled to Have
No Dependencies
Communications Happen Through Product Owner, Backlog Grooming, Sprint Reviews, Status
No Real Risk Management
Impediments
ID’d
@ Team Level
Resource Management Set with Dedicated Team or handled by Scrum Master for SpecialistsSlide20
Planning – Part 3
PMBOK
20
Agile/Scrum
Cost Management Plan
Quality Management Plan
Stakeholder Management Plan
Procurement Management Plan
Costs are Evenly Spread and Predicted Based on Dedicated Teams and Steady Team Velocity
Product Based, not Project Based
Quality and Testing Are Addressed in Each Sprint by the Team (They Know the Product Best)
Product Owner is Responsible for Stakeholder Management
Procurement Management Center of ExcellenceSlide21
Executing
PMBOK
21
Agile/Scrum
Execute Based on Project Plan and Design
Mitigate Risks/Issues That Arise
Execute Based on Sprint Planning and User Story Definition
Product Owner is intimately familiar with Requirements/Backlog Items/User Stories and Is Available in Daily Scrum Meetings to Answer Questions and Provide Clarifications
Impediments/Issues/Risks Identified Daily as they arise
Scrum Master is Responsible for Facilitating Mitigation (with Team)Slide22
Monitoring & Controlling – Part 1
PMBOK
22
Agile/Scrum
Change Requests
Scope
Schedule
Budget
Design
Risk Management
Sprint Planning is the FINAL definition of Scope
Once a Sprint Starts, NOTHING about Scope Changes
Sprints are Predetermined Time Boundaries
Typically 2-4 Weeks
Additional Scope Gets Prioritized for Next Sprint
RARE to Stop a Sprint
No real risk log/Only identification of “impediments” during Daily Scrum Meeting
More like issues rather than risksSlide23
Monitoring & Controlling – Part 2
PMBOK
23
Agile/Scrum
Status Reports
Project Documentation
Project Metrics/Analytics
Status Happens Fluidly By Scrum Master and Product Owner Being Imbedded with Team (and Daily Scrums)
Kanban
Board
Agile values working software over extensive documentation
Some documentation does occur at the User Story/Design level
d
uring Sprints as needed
Burn-Down/Burn-Up Charts Show if Sprints are on track
Velocity Metrics kept by Scrum Master are the primary Metrics
Collaborative AccountabilitySlide24
Closing
PMBOK
24
Agile/Scrum
Lessons Learned
Project Closeout Documentation
Sprint Review Allows Stakeholder Feedback and Communications
Sprint Retrospective Provides Team Feedback in Sprint Time
Verbal Feedback/Approval from Sprint Review and
Retrospective
No comprehensive Lessons Learned
Typically No Documentation, Any Lessons Learned are Immediately Incorporated into next Sprint’s ActivitiesSlide25
Reality
25
Majority of Companies do a Hybrid Model where Project Management and the PMO still exist, but product teams practice Agile/Scrum Development
Scrum is the most popular form of Agile for
Companies
Small and Medium Businesses Use Agile More than Large Ones – Median Organization Size for Companies Using Agile is about 100
resourcesSee State of Agile and State of Scrum ReportsSlide26
When Agile Is Best
Smaller, less complex effortsWhen requirements/scope are unknown or evolvingWhen a dedicated team is present
When there are no/few cross-team dependencies
When customer/stakeholders are fully engage with Agile/Scrum process
When the customer/stakeholders are fully engaged
readily availableWhen rapid deployment is needed26Slide27
Key Questions to Ask
27
Why do we want to be Agile?
How Agile do we want to be?
Are we willing to change our organization to be Agile?
Will we have dedicated teams for each project? What makes sense in terms of integrating pieces of Agile/Scrum processes for our organization
?Do you want to give up Project Based Financials and Schedules in order to be Agile? If a hybrid model, how do we account for the risk of not being pure Agile/Scrum?Slide28
Summary
28
Agile/Scrum in it’s purest form addresses
most
concerns and risks that the PMBOK mind may have
Most organizations do not utilize a pure Agile/Scrum environment – they use a hybrid, and this leaves many unaddressed risks/concerns (see State of Agile and State of Scrum Reports)Make sure that Project Management is not abandoned before understanding the full transition to Agile/Scrum
PMs should have an arsenal of tools for different projects and situationsSlide29
Resources - Part 1
29
Agile Manifesto – www.agilemanifesto.org
The Scrum Guide - https
://
www.scrum.org/Scrum-GuideScrum Alliance - http://www.scrumalliance.org/
Scrum Alliance 2013 State of Scrum Report - http://www.scrumalliance.org/scrum/media/ScrumAllianceMedia/Files%20and%20PDFs/State%20of%20Scrum/2013-State-of-Scrum-Report_062713_final.pdfVersion One 2013 State of Agile Report - http://stateofagile.versionone.com
/
Book on Organizational Changes and Scrum Adoption -
The Enterprise and Scrum
, Ken
Schwaber
, Microsoft Press
2007Slide30
Resources – Part 2
30
Video - Agile Product Ownership in a Nutshell By
Henrick
Kniberg - http://www.youtube.com/watch?v=502ILHjX9EEWater-Scrum-Fall is the Reality of Agile for Most Organizations Today by Dave West - http://www.cohaa.org/content/sites/default/files/water-scrum-fall_0.pdf
Great Agile/Scrum Teacher – Timothy D.
Korson
at
QualSys
Solutions – www.qualsys.orgSlide31
Contact Information
31
Elise Hudson, PMP, CSM
e
lise.hudson@gmail.com
(615)787-7049 cellwww.linkedin.com/in/elisehudsonSlide32
Questions/Discussion
32
Questions/Discussion