PMBOK Agile August 2007 v4 - alecoledelavie.com
Transcript of PMBOK Agile August 2007 v4 - alecoledelavie.com
Agile Project Management:PMBOK vs. Agile
Agile Project Leadership NetworkWashington DC Chapter Meeting
August 2, 2007
Neil Chaudhuri Natalia Vainshtein
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Introductions
WelcomePresenters
Neil Chaudhuri703-785-8855 (m)[email protected]
Natalia Vainshtein202-247-5678 (m)[email protected]
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Goals of This Presentation
PMBOK vs. Agile What are the differences?What are the commonalities?How real are the perceptions?
Is there really a difference?Can both the PMBOK Framework and agile project management methods co-exist on the same project to yield software, on schedule and on budget, that generates value for customers?
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Project Management Profession Overview
What do you know about the PMBOK Framework and its applications?
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Project Management Profession Overview
Project Management is becoming a formal disciplinePMP Certification
Industry-independent certification for project management professionals
Recognized in over 120 countries Administered by
Project Management Institute (PMI) www.pmi.org
Standardizes professional jargonCreates a systematic approach to the study of the profession1984 - PMI developed the first PMP certification exam
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Project Management Foundation Concepts
PMBOK – Project Management Body of Knowledge PMBOK Guide, page 3, last paragraph
“…. the project management team is responsible for determining what is appropriate for any given project”
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Project Management Foundation Concepts
Projects vs. OperationsProgressive Elaboration
Developing something in increments
Project Manager RoleGlue
Expert JudgmentTeam, SMEs
Triple Constraint
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Project Management Foundation Concepts
ProjectA temporary endeavor with a definite start and a definite end, undertaken to create a unique product, service or a result
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Project Management Foundation Concepts
Triple Constraint
$ - Money for CostS – Schedule for TimeS – Scope for Scope
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Project Management Foundation Concepts
Project PhaseProduces 1 or more deliverablesHas a Lessons Learned document at the endHas a Kill Point at the endSeveral phases make up a project lifecycle
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Project Management Foundation Concepts
Project Management LifecycleComprised of 5 process groupsThe same for every project in any industry
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Project Management Foundation Concepts
PMBOK Framework5 process groups = project management phases9 knowledge areas
Consist of processesInputsTools & TechniquesOutputs
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Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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PMBOK Framework –Process Groups
5 Project Management Process Groups (Project Management Phases)
InitiatingPlanningExecutingMonitoring & ControllingClosing
The 5 groups are the same for all projects!
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PMBOK Framework –Process Groups
The 5 process groups for the project are cyclical
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Initiating Processes
Closing Processes
Planning Processes
Executing Processes
Monitoring and Controlling Processes
PMBOK Framework –Process Groups
Initiating Process GroupDevelop Project CharterDevelop Preliminary Project Scope Statement
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PMBOK Framework –Process Groups
Planning Process GroupDevelop Project Management PlanScope PlanningScope DefinitionCreate WBSActivity DefinitionActivity SequencingActivity Resource EstimatingActivity Duration EstimatingSchedule DevelopmentCost Estimating
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PMBOK Framework –Process Groups
Planning Process GroupCost BudgetingQuality PlanningHuman Resource PlanningCommunications PlanningRisk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningPlan Purchases and AcquisitionsPlan Contracting
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PMBOK Framework –Process Groups
Executing Process GroupDirect and Manage Project ExecutionPerform Quality AssuranceAcquire Project TeamDevelop Project TeamInformation DistributionRequest Seller ResponsesSelect Sellers
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PMBOK Framework –Process Groups
Monitoring & Controlling Process GroupMonitor & Control Project WorkIntegrated Change ControlScope VerificationScope ControlSchedule ControlCost ControlPerform Quality ControlManage Project TeamPerform ReportingManage StakeholdersRisk Monitoring & ControlContract Administration
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PMBOK Framework –Process Groups
Closing Process GroupClose ProjectContract Closure
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Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits inKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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PMBOK Framework –Knowledge Areas
9 Knowledge Areas Integration ManagementScope ManagementTime ManagementCost ManagementQuality ManagementHuman Resource ManagementCommunications ManagementRisk ManagementProcurement Management
Professional Responsibility (not a knowledge area)
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PMBOK Framework –Integration Management
Connects processes in all other knowledge areas and process groupsChanges made in any one area of the project must be integrated into the rest of the project
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Integration Management Process Process Group
Develop Project Charter Initiating
Develop Preliminary Scope Statement InitiatingDevelop Project Management Plan PlanningDirect and Manage Project Execution ExecutingMonitor and Control Project Work Monitoring & ControllingIntegrated Change Control Monitoring & ControllingClose Project Closing
PMBOK Framework –Scope Management
Processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully (PMBOK, page 103).
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Scope Management Process Process Group
Scope Planning Planning
Scope Definition Planning
Create WBS Planning
Scope Verification Monitoring & Controlling
Scope Control Monitoring & Controlling
PMBOK Framework –Time Management
Processes to calculate the length of activities and calculating a realistic schedule based on the actual estimates
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Time Management Process Process Group
Activity Definition Planning
Activity Sequencing Planning
Activity Resource Estimating Planning
Activity Duration Estimating Planning
Schedule Development Planning
Schedule Control Monitoring & Controlling
PMBOK Framework –Cost Management
Processes to come up with estimates for activities; aggregating the estimated costs of individual schedule activities or work packages to the project level to establish a cost baseline for the project; controlling cost changes
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Cost Management Process Process Group
Cost Estimating Planning
Cost Budgeting Planning
Cost Control Monitoring & Controlling
PMBOK Framework –Quality Management
Creating and following policies and procedures to ensure that the project fulfills its needs
Customer satisfactionPrevention vs. inspectionManagement responsibilityContinuous improvementPreventing gold-plating
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Quality Management Process Process Group
Quality Planning Planning
Perform Quality Assurance Executing
Perform Quality Control Monitoring & Controlling
PMBOK Framework –Human Resource Management
Leading and orchestrating the project team and stakeholders with the goal to achieve the desired results of the project
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Scope Management Process Process Group
Human Resource Planning Planning
Acquire Project Team Executing
Develop Project Team Executing
Manage Project Team Monitoring & Controlling
PMBOK Framework –Communications Management
Determining who needs what information and when, producing the plan to provide that information and distributing the information
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Communications Management Process
Process Group
Communications Planning Planning
Information Distribution Executing
Performance Reporting Monitoring & Controlling
Manage Stakeholders Monitoring & Controlling
PMBOK Framework –Risk Management
Increase the probability and impact of positive eventsDecrease the probability and impact of adverse (negative) events
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Risk Management Process Process GroupRisk Management Planning Planning
Risk Identification Planning
Qualitative Risk Analysis Planning
Quantitative Risk Analysis Planning
Risk Response Planning Planning
Risk Monitoring & Control Monitoring & Controlling
PMBOK Framework –Procurement Management
Processes to purchase or acquire the products, services or results needed from outside the project team to perform the work
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Procurement Management Process
Process Group
Plan Purchases and Acquisitions Planning
Plan Contracting PlanningRequest Seller Responses Executing
Select Sellers ExecutingContract Administration Monitoring & ControllingContract Closure Closing
PMBOK Framework –Professional Responsibility
Professional Responsibility AreasEnsure Integrity and ProfessionalismContribute to Knowledge BaseEnhance Individual CompetenceBalance Stakeholder InterestsInteract with Team and Stakeholders
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Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Key Agile Concepts
Feedback Through IterationsThroughputFeatures over tasksSelf-Managing TeamsEliminating Waste
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Common Agile Objections to the PMBOK
Resistance to changes in scopeCounterproductive devotion to a planOveremphasis on task-based planningImposing project managerExcessive documentation
A Forgiving PMBOK?
PMBOK not as prescriptive as commonly believed
Authors’ possible intentions obscured through vague languageLeaves room for interpretation
PMBOK is a frameworkEncourages interpretationGoal is customer satisfaction
Making the PMBOK AgileProgressive elaboration becomes paramountProject manager exercises a different kind of leadershipTriple constraint recognized but with a different biasEntire team involved in every processEvery iteration itself a project as defined by the PMBOK but just a phase of the overall project
Project Phase• Produces 1 or more deliverables• Has a Lessons Learned document at the end• Has a Kill Point at the end• Several phases make up a project lifecycle
Project• A temporary endeavor with a definite start and a definite end, undertaken to create a unique product, service or a result
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Integration Management
Uses level of detail more appropriate for time horizonIntegrated change control accomplished through prioritization of feature backlogLow-ceremony documentation
Scope Management
PMBOK Scope Planning practices applied at the beginning of each iterationScope Verification during each iterationProgressive elaboration the basis for scope changes between iterations
Time Management
Activity Resource Estimating accomplished through commitment by individual team members Activity Duration Estimating performed on two levels
High-level estimates at the release levelDetailed task-based estimates at the iteration level
Critical path no longer relevant
Cost Management
Cost fixed throughout the projectCost control accomplished at the end of each iteration
Quality Management
Involved throughout lifecycleCritical to increasing throughputAll PMBOK processes apply during each iteration
Quality PlanningQuality AssuranceQuality Control
Human Resource Management
Develop Project TeamCollective ownership and commitmentOnus on management to run interferenceBreed motivation among teamCo-location
Manage Project TeamMetrics conveyed through information radiatorsReward group success over individual success
Communications Management
Communications Planning and Information Distribution processes intrinsic in agile approach
Constant, direct communication with immediate customerDaily stand-upsIteration planning and review
Performance ReportingDelivery metrics favored over traditional metrics
Risk Management
Risk Management Planning and Risk Identification with each iterationRisk Analysis focused more on qualitative riskRisk Response Planning at iteration planning Risk Monitoring and Controlling at iteration review
Procurement ManagementPlan Purchases and Acquisitions
Rare case of upfront analysisNeed expert judgment from technical, legal, and financial expertsConsider alternatives to traditional contract vehicles
Plan Contracting involves entire teamRequest Seller Responses
Need to communicate expectations to adhere to agile methodsEliminate those unable to comply
Professional Responsibility
PMBOK Code of Ethics and Code of Professional Responsibility transcendentEthics and professionalism intrinsic in agile methods
TransparencyCommunicationConsistent delivery of working software
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Conclusion
Understanding the PMBoK process groups and knowledge areas with an open outlook helps us see how agile methods fit in the PMBoK frameworkCommon agile objections to the PMBOK based on misperceptions of what it prescribes
Common Agile Objections
A refresherImposing project managerResistance to changes in scopeCounterproductive devotion to a planOveremphasis on task-based planningExcessive documentation
Role of Project Manager
Agile project manager in charge but more a facilitator
Breeds atmosphere for motivation and commitmentRemoves obstacles
Not at odds with the PMBOK
Scope Control
Critical for agile projects…at the iteration levelConsistency with the PMBOK clear when iterations considered projects in themselvesIteration planning and iteration review allow course corrections to overall scope
Devotion to a Plan
Planning essential to agile projectsReject scope-based planning with Gantt and PERT charts in favor of feature-based metrics like velocityPlanning at the release, iteration, daily levels rather than at the project level
Decomposition into Tasks
PMBOK’s emphasis on the WBS perceived as antithetical to agile methodsEmphasis on features over tasks distinguishes agile
Decomposition of features into tasks occurs at iteration planningDetailed estimates of tasks at the iteration level
DocumentationPMBOK defines many forms of documentation but does not mandate depthAgile documentation critical though less formal
Feature backlogVelocity chartsBurndown chartsIteration planning cardsKanban boards
Agile equivalents for all PMBOK documenation
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Final Thoughts
Primary agile objections to the PMBOK based on strict perceptions adopted by many othersPMBOK not as prescriptive as generally believed
Vagueness of language lends to interpretationNothing agile explicitly prohibited by PMBOK
When applied correctly, agile methodologies completely consistent with the PMBOK framework
Today’s AgendaIntroductions & BiosGoals of This PresentationPMBOK Framework
Project Management Profession OverviewFoundation ConceptsProcess GroupsKnowledge Areas
How Agile Fits InKey Agile ConceptsInitial ObservationsPMBOK Knowledge Areas Mapped
Conclusions and Summary DiscussionFinal ThoughtsQ & A
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Q & A
Thank you!
ReferencesSliger, Michele. Relating PMBOK Practices to Agile Practices. Retrieved from StickyMinds.com web site.Poppendieck, Mary and Tom Poppendieck (2003). Lean Software Development: An Agile Toolkit.Augustine, Sanjiv. Managing Agile Projects.Cohn, Mike (2006). Agile Planning and Estimating.Sliger, Michele & Stacia Broderick (2007). The Software Project Manager’s Bridge to Agility. Draft chapters retrieved from Sliger Consulting web site. Berteig, Mishkin. Agile Work and the PMBoK - Definition of "Project.” Retrieved from Agile Advice web site.Project Management Institute. The Guide to the Project Management Body of Knowledge (PMBOK Guide), 3rd
Edition