Agile Or Pmbok 11 Jun09

Agile or PMBOK?

You Can Have Both!

June 11, 2009

Presented by:
David M. Sides, Vice President, ESI Consulting Services

www.esi-intl.com

Agenda June 11, 2009

Pic?

Agile Framework Agile Truths & Myths Agile or PMBOK?

PMBOK is a registered trademark of the Project Management Institute, Inc.

© Copyright ESI International 2009. building talent, driving results 2

Agile
Framework


PMBOK & Agile: Perfect Agile
Framework
Together

– 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
techniques will be used?


What Is Agile Project Agile
Framework
Management?

Jim Highsmith, one of the originators of the
Agile Manifesto, defined agility in project
management as the following:

“Agility is the “Agility is the
ability to both ability to
create and respond balance
to change in order flexibility and
to profit in a stability.”
turbulent business
environment.”

Source: Highsmith, 2004, p. 16


Agile
What is the Manifesto? Framework

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
management and includes a set of
12 principles

Source: www.agilealliance.org and www.agilemanifesto.org


Agile
Polling Question 1 Framework

Are you currently using an Agile framework in your organization?

 Yes
 No
 Unsure


Agile
Strengths of Agile Development Framework

Agile development—


Organizational Challenges of Agile
Framework
Agile Development


Agile
The Many Colors of Agile Framework

Scrum
Crystal Methods
Unified Process (UP)
Lean Development (LD)
Extreme Programming (XP)
Dynamic Systems Development Method (DSDM)


Agile
Agile Is an Iterative Framework Framework


Agile Truths &
Myths


with David Sides


―Top 10‖ Stupid Agile Tricks / 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.
Business people and developers must work together daily
throughout the project.
8. They’ll get it when we’re done.
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.
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.
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.


―Top 10‖ Stupid Agile Tricks / Agile Truths
& Myths
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.
The best architectures, requirements, and designs emerge from
self-organizing teams.
3. Make it really complex so everyone will be impressed.
Simplicity — the art of maximizing the amount of work not done —
is essential.
4. Pay me by the pound.
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.


Agile Truths
When to Use Agile? & Myths

When your project…
– 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
and with the customer on a daily basis

Agile = YES


Agile Truths
When Not to Use Agile? & 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


5 Common Agile Myths Agile Truths
& Myths
BUSTED!!

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

5. Agile projects can be done without a project manager.
No Project Manager? The PM needs to be a facilitator, relying less on managing
and more on leading.


Agile or
PMBOK?


Project Management Agile or
PMBOK?
Process Groups Comparison
PM Process Traditional Agile

Initiation • Develop project charter
• Identify stakeholders

Planning • Develop project management plans • Product Workshops:
• Collect all requirements –Envision the product
• Develop time & cost estimates –Map out the releases
• Release Workshops:
–Define the release
–Map out the iterations
Execution, • Direct, manage, and control • Iteration Workshops:
Monitor & Control development, quality, resources –Speculate-Explore-Adapt
• Communicate progress, status –Build-Test-Deploy

Closing • Close-out project contracts
• Close-out project administration


Agile Is Like a ―Cascading Agile or
Waterfall‖ PMBOK?

Initiate

Plan
Execute-Monitor & Control
Close

Quality
Scope HR
Time Risk Communications
Cost Procurement Integration


Agile or
Polling Question 2 PMBOK?

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
 Resources


Agile or
Stuff Happens! PMBOK?

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

Are we there yet?
 What do they need to know?
– Progress
– Status
– Forecast
– Risks & Issues
– Earned Value, SPI, CPI, ETC
– Achieved Value


Burn-Down Charts Show Agile or
PMBOK?
Achieved Value (AV)

 Is a simple line chart
used to track progress

 Shows how many Story
Points have been
―burned through‖
(velocity)

 Indicates progress and
the team’s internal
productivity (for
example, the team’s
estimating accuracy)

Story Points – User Stories prioritized according to user needs.


Earned Value (EV) in Agile Agile or
PMBOK?
Projects

 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
cost estimates, cost at completion or cost metrics

An example to see how EV fits into Agile:
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


Agile or
Polling Question 3 PMBOK?

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:
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.


Earned Value (EV) in Agile Agile or
PMBOK?
Projects

So, what’s the answer?

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


Is Your Company Ready for Agile or
PMBOK?
Agile?

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
 Creative and innovative in the delivery of the product


Is Your Project Agile Agile or
PMBOK?
Appropriate?

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


Product-Project Agile or
PMBOK?
Deliverables Comparison

Product Development Project Management
 Business Case  Integration – Change Requests
 Business Requirements  Scope – Work Breakdown Structure (WBS)
– Use Cases  Time – Schedule
– User Stories  Cost – Budget
 Technical Specifications  Resources – Organization Chart
 System Requirements  Quality – Standards
 Test Cases  Risk – Log with Mitigation Plans
 Product Builds  Communications – Reports, Dashboards
 Final Product  Procurement – Vendor Contracts

Both sets of deliverables are needed whether you use
a Traditional or Agile Framework


Agile or PMBOK?

You Need Both!

David M. Sides
+1 (703) 558-3000
dsides@esi-intl.com

www.esi-intl.com

31

PDU Credits: 1
Upcoming courses credit
Washington, DC
Aug 27 - 28, 2009 Category: 3
Dec 17 - 18, 2009
Chicago, IL
Option: 1
Sept 17 - 18, 2009 Provider ID: 1038
San Diego, CA
Oct 8 - 9, 2009
Program ID:
Houston, TX PGM3075
Nov30 - Dec 1, 2009

To submit for PDU credit,
please visit PMI’s Web site (www.pmi.org).

www.esi-intl.com/agile

32

Agile Or Pmbok 11 Jun09

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