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Agile, PMI, and the
PMBOK   ® Guide


Rory McCorkle, MBA
Priya Sethuraman, MS
Product Managers – Credentials   18 February...
PMI in Summary
 • Global Non-Profit Professional Association
    −More than 600,000 members and credential holders
    −26...
PMI’s History with Agile
• Congress presentations since 2004
  – Dedicated Agile track North America Congress
    2011
• S...
PMI’s History with Agile




                           4
PMI’s History with Agile




                           5
PMI’s History with Agile




                           6
PMI’s History with Agile
• February 2011: PMI Agile Certified Practitioner
  (PMI-ACP) certification announced
• May 2011:...
PMI’s History with Agile




                           8
PMI’s History with Agile




                           9
Usefulness of Agile project
management to the organization
• 71% of the respondents said Agile project
  management is val...
How valuable is Agile project
management in managing your
projects?




                                11
PMI’s Agile Community of
Practice
                Webinars             Discussions
• Open to all
  PMI
  members
         ...
Project Management Body of
Knowledge (PMBOK® Guide)




                             13
Project Management Body of
Knowledge (PMBOK® Guide)




                             14
Traditional vs. Agile PM
Traditional:                     Agile:
• Plan what you expect to        Plan what you expect to
...
The mapping of PMBOK Guide
practice to Agile practices courtesy of
Michelle Sliger (Sliger Consulting) and
her text Bridge...
Integration Management
    Traditional                                     Agile
       Project Plan Development
         ...
Scope Management

   Traditional                      Agile
     Scope Definition     ≈   Backlog and Planning
           ...
Scope Management
                   Acceptance
                   criteria for the
                   feature is
         ...
Scope Management




                   20
Quality Management
   Traditional                   Agile
    Quality Planning    ≈   Definition of “Done”


    Quality A...
Risk Management

   Traditional                              Agile
               Risk
   Identification, Qualitative     ...
Agile Framework Addresses
Core Risks
• Intrinsic schedule flaw (estimates that are wrong and undoable
  from day one, ofte...
Summary
• Scope is defined at a granularity that is
  appropriate for the time horizon
• Scope is verified by the acceptan...
Summary
• Test-driven development and cross-functional
  teams help to bring quality assurance and
  planning activities f...
Questions?


 rory.mccorkle@pmi.org
priya.sethuraman@pmi.org
   www.pmi.org/agile

                           26
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Agile, PMI and PMBOK

  1. 1. Agile, PMI, and the PMBOK ® Guide Rory McCorkle, MBA Priya Sethuraman, MS Product Managers – Credentials 18 February 2012 1
  2. 2. PMI in Summary • Global Non-Profit Professional Association −More than 600,000 members and credential holders −260 chapters, 182 countries • Global Standards −13 global standards −3 million+ PMBOK® Guide in circulation • Credentials −6 major credentials, used worldwide ( PMP® | CAPM® | PgMP® | PMI-RMP® | PMI-SP® | PMI-ACPSM) • Professional and Market Research −Academic Accreditation Program and Market Research • Advocate for Project Management excellence to −Business, government, NGOs, C-level executives −Local and regional audiences: chapter outreach 2
  3. 3. PMI’s History with Agile • Congress presentations since 2004 – Dedicated Agile track North America Congress 2011 • SeminarsWorld® sessions since 2005 • PMBOK® Guide 3rd & 4th edition references to iterative development • Agile reference sources in PMI Marketplace 3
  4. 4. PMI’s History with Agile 4
  5. 5. PMI’s History with Agile 5
  6. 6. PMI’s History with Agile 6
  7. 7. PMI’s History with Agile • February 2011: PMI Agile Certified Practitioner (PMI-ACP) certification announced • May 2011: PMI-ACP launched • January 2012: First class of 515 PMI-ACP credential holders awarded (59 from India) 7
  8. 8. PMI’s History with Agile 8
  9. 9. PMI’s History with Agile 9
  10. 10. Usefulness of Agile project management to the organization • 71% of the respondents said Agile project management is valuable to their organization. 10
  11. 11. How valuable is Agile project management in managing your projects? 11
  12. 12. PMI’s Agile Community of Practice Webinars Discussions • Open to all PMI members Ask the Community • Has over 13,000 subscribers Wikis Blogs 12
  13. 13. Project Management Body of Knowledge (PMBOK® Guide) 13
  14. 14. Project Management Body of Knowledge (PMBOK® Guide) 14
  15. 15. Traditional vs. Agile PM Traditional: Agile: • Plan what you expect to Plan what you expect to happen happen with detail appropriate to the horizon • Enforce that what “Control” is through happens is the same as inspection and adaptation what is planned – Reviews and Retrospectives – Directive management – Self-Organizing Teams – Control, control, control Use Agile practices to • Use change control to manage change: manage change – Continuous feedback loops – Change Control Board – Iterative and incremental – Defect Management development – Prioritized backlogs 15
  16. 16. The mapping of PMBOK Guide practice to Agile practices courtesy of Michelle Sliger (Sliger Consulting) and her text Bridge to Agility 16
  17. 17. Integration Management Traditional Agile Project Plan Development ≈ Release and Iteration Planning Project Plan Execution ≈ Iteration Work Direct, Manage, Monitor, Control ≈ Facilitate, Serve, Lead, Collaborate Integrated Change Control ≈ Constant Feedback and a Ranked Backlog 17
  18. 18. Scope Management Traditional Agile Scope Definition ≈ Backlog and Planning Meetings Create WBS ≈ Release and Iteration Plans (FBS) Scope Verification ≈ Feature Acceptance Scope Change Control ≈ Constant Feedback and the Ranked Backlog 18
  19. 19. Scope Management Acceptance criteria for the feature is written on the back of the card. This is the basis for the test cases. Passing test cases aren’t enough to indicate acceptance – the Product Owner must accept each story. 19
  20. 20. Scope Management 20
  21. 21. Quality Management Traditional Agile Quality Planning ≈ Definition of “Done” Quality Assurance ≈ QA involved from the beginning, and… Reviews and Retrospectives Quality Control ≈ Test early and often; feature acceptance 21
  22. 22. Risk Management Traditional Agile Risk Identification, Qualitative Iteration Planning, Daily & Quantitative Analysis, Response ≈ Stand-ups, Metrics, and Retrospectives Planning Daily Stand-ups and Highly Monitoring & Controlling ≈ Visible Information Radiators 22
  23. 23. Agile Framework Addresses Core Risks • Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking)  Detailed estimation is done at the beginning of each iteration • Specification breakdown (failure to achieve stakeholder consensus on what to build)  Assignment of a product owner who owns the backlog of work • Scope creep (additional requirements that inflate the initially accepted set)  Change is expected and welcome, at the beginning of each iteration • Personnel loss  Self-organizing teams experience greater job satisfaction • Productivity variation (difference between assumed and actual performance)  Demos of working code every iteration 23
  24. 24. Summary • Scope is defined at a granularity that is appropriate for the time horizon • Scope is verified by the acceptance of each feature by the customer • Work Breakdown Structures become Feature Breakdown Structures • Gantt charts are not typically used; instead progress charts help us to track progress 24
  25. 25. Summary • Test-driven development and cross-functional teams help to bring quality assurance and planning activities forward to the beginning of the project, and continue throughout the project • Bugs are found and fixed in the iteration; features are then accepted by the customer • The nature of agile framework allows core risks to be addressed by the team throughout the project 25
  26. 26. Questions? rory.mccorkle@pmi.org priya.sethuraman@pmi.org www.pmi.org/agile 26
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