PMBOK vs Agile Abridged - PMI Melbourne Chapter vs Agile Abridged.pdfA Guide to the Project...

PMBOK versus Agile

(Is Agile the New PMBOK?)

with

PMBOK is a registered mark of the Project Management Institute, Inc

Copyright 2012: Project Smart Pty Ltd 2

The Presenter

• Kevin Bourke

– Director Project Smart

– Manufacturing, IT&T and business

– PMP, approaching 20 years

– Professional development specialist

– www.projectsmart.com.au


Agenda

• History

• Facts (and opinions)

• Comparison

• Decisions


PMBOK History

• White paper 1983

• Released 1987

• First Edition 1996

• Updated every 4 years

• Guidelines for PM

– A general view

• An engineering approach

– Process/systems based

• A project lifecycle based on phases

A Guide to the Project Management Body of Knowledge (PMBOK Guide) is a

book which presents a set of standard terminology and guidelines for project

management. (Wikipedia)



PMBOK TODAY

“ The PMBOK® Guide identifies that subset of the project management body of knowledge generally recognized as good practice.

‘Generally recognized’ means the knowledge and practices described are applicable to most projects most of the time and there is consensus about their value and usefulness.”

“Good practice does not mean the knowledge described (in the PMBOK® Guide) should always be applied uniformly to all projects:

The organization and/or project management team is responsible for determining what is appropriate for any given project”



Plan Driven

PM Sponsor

Scope

Manager

Risk

Manager

WorkerWorkerWorkerWorker


Project

Admin

WorkerWorker

Lead BA


Direction

Business Need

Business Requirements

Project Charter

Deliverables

Activities

Final Product/Result


Iterative

Phase 1 Phase 2 Phase 3

A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute, Inc All Rights Reserved. Figure 3-1


The PMBOK on Project Success

MATRIX

Functional Balanced Strong Matrix ProjectizedWeak Matrix

Matrix

Little

or none

Low to

Moderate

Moderate

to high

High to

almost totalLimited

Part-time Part-time Full-time Full-time Full-time

Part-time Part-time Part-time Full-time Full-time

Organization

Structure

Characteristics

Project Manager's

Authority

Resource

availability

Who controls

the budget

Project Managers

Role

Project

Admin. Staff

Functional

Manager

Functional

ManagerMixed

Project

Manager

Project

Manager

Little

or noneLimited

Low to

ModerateModerate

to high

High to

almost total

A Guide to the Project Management Body of Knowledge, Fourth Edition (PMBOK® Guide) ©2008 Project Management Institute, Inc All Rights Reserved. Table 2-1

71% success34% success


More on PMBOK Project Success

• Chapter 2– Phasing progressive elaboration

• Chapter 4– Charter the project to authorize and

support te PM

• Chapter 5 – Requirements first to target and

achieve acceptance

• Chapter 6– An achievable and realistic

schedule including reserve

• Chapter 7– A trackable budget including

reserves

• Chapter 8– Preventing problems rather

than correcting them

• Chapter 9– Maximizing “engine”

performance

• Chapter 10– Achieving and maintaining

stakeholder support

• Chapter 11– Preventing risks and hence

preventing issues

• Chapter 12– Prevention through a win-win

contract


Agile History

•Scrum

– In 1986 Hirotaka Takeuchi and IkujiroNonaka described a new approach to the product development in which all the phases of the process overlap and the team work together across the different phases

– In 1991 DeGrace and Stahl in “Wicked Problems , Righteous Solutions”referred to this approach as Scrum (http://www.scrummethodology.org/)

•Agile

– 2001 The Agile Manifesto and 12 Guiding principles as documented by Scrum, Extreme Programming (XP) and other like groups

An iterative and incremental (evolutionary) approach to software development

performed in a highly collaborative manner

by self-organizing teams

with "just enough" ceremony

that produces high quality solutions

in a cost effective and timely manner

which meets the changing needs of its stakeholders

Agile management or agile project management is an iterative method of determining

requirements for engineering and information technology development projects in a highly

flexible and interactive manner, for example agile software development (Wikipedia)

Dean Leffingwell “Agile Software Requirements”


The Agile Manifesto

• Individuals and interactions over processes and tools

• Working Software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

http://agilemanifesto.org/

While there is value in the items on the right,

we value the items on the left more.

We are uncovering better ways of developing software by doing it

and helping others do it. Through this work we have come to value


12 Guiding Principles

Welcome changing requirements, even late in development. Agile processes harness

change for the customer's competitive advantage.

We constantly strive to minimize the cost of change in time and money

Our highest priority is to satisfy the customer through early and continuous delivery of

valuable software.

Software only delivers value when it is used

Ongoing delivery provides for faster breakeven and ROI

Deliver working software frequently, from a couple of weeks to a couple of months,

with a preference to the shorter timescale.

Time-box delivery

Mitigates risk – fail early

Business people and developers must work together daily throughout the project.

Enables shared understanding of context, ideas and answers

Business stakeholders must be empowered and available


More Guiding Principles

The most efficient and effective method of conveying information to and

within a development team is face-to-face conversation.

Documentation is not the primary means of communication

Build projects around motivated individuals. Give them the environment and

support they need, and trust them to get the job done.

Motivated people will find a way to succeed

Working software is the primary measure of progress.

A project is 30% complete when 30% of the software has been coded, integrated,

tested, accepted and deployed (internal/external)

Enables early identification of issues and opportunities.

Early termination may still deliver value.

Agile processes promote sustainable development. The sponsors, developers,

and users should be able to maintain a constant pace indefinitely.Effort distributed more consistently throughout project

Promotes improved quality of work life and quality of product


More Guiding Principles

Continuous attention to technical

excellence and good design

enhances agility.

Extensible architecture and design

allows an evolutionary build

Continuous integration proves

potential for release

Simplicity-the art of maximizing the

amount of work not done-is essential.

Build what the customer wants and

no more

Work to your planning horizon –

progressive elaboration

The best architectures, requirements,

and designs emerge from self-

organizing teams.

Collaboration enables innovation

and knowledge transfer

At regular intervals, the team

reflects on how to become more

effective, then tunes and adjusts its

behaviour accordingly.

Continuous improvement through

retrospection


Agile Project Lifecycle

15Adapted from Figure 3-1: The Software Project Manager’s Bridge to Agility

VISION

PRODUCT

BACKLOG

PROJECT

RETROSPECTIVERELEASE 1 RELEASE 2… …RELEASE NPROJECT

RELEASE

PLANNING

RELEASE

RETROSPECTIVEITERATION 1 ITERATION 2… …ITERATION NRELEASE

ITERATION

PLANNING

ITERATION REVIEW

&

RETROSPECTIVE

DAILY WORK DAILY WORK… …DAILY WORKITERATION

DAILY

STANDUP

UPDATE TASK

PROGRESS &

ESTIMATES

TASK

COMPLETION

TASK

COMPLETION…

…TASK

COMPLETION

DAILY WORK


Points of Agreement

• Customer satisfaction is the goal

• Progressive elaboration is the way to go

• A collaborative approach

• Localized authority and decision making

• An empowered project team

• A continuous improvement approach

Points of Contention


Deliverables over comprehensive documentation

Individuals and interactions over processes and tools

Customer collaboration over contract negotiation

Deliverables in weeks

Responding to change over following a plan

Welcome change even late in the development

Led by the Project Manager


The Project Manager

• Led by the Project Manager

An Agile Leader needs the skills

and knowledge that help the team

succeed:

Articulates a clear vision of agile.

Uses interpersonal skills to

develop a group of individuals

into a self-organizing, high

performance team that delivers

business value.

The Project Manager:

Integrates

Directs and manages.

Monitors and controls.


The Agile Team

The Team

Owns the team vision and their

working agreements.

Uses retrospectives to reflect

on their vision and norms and

adjust them where appropriate

Team members hold

themselves and each other to

the standards they have

committed to.

The Agile Leader

Ensures that the team

reflects.

Draws attention to breaches

of the norms only if the

team does NOT do so, and

only as a reminder.

Along with other

management, must ensure

that organizational and

other rules and standards

are observed:

Physical and psychological safety

OHS requirements

FACILITATOR

TEACHER

COACH

MENTOR

COLLAB’N

CONDUCTOR

PROBLEM

SOLVER


Project Challenges

• Insufficient planning

• Lack of user involvement

• Wildly inaccurate baselines

• Too many changes

• Poor requirements

• Lack of user involvement

• Too much complexity / insufficient risk planning

• No commitment to plan by team

• Rapidly changing needs

• Unfettered optimism

• Lack of resources

• Lack of executive support

• Unqualified project personnel

• Global business environment

• Everything is a project

• The power is in the hands of those with low PI

Includes results from PMI and The Standish Group


Studies: Organizational Environment

• There is considerable agreement that conventional, universal statements of what management is about and what managers do – planning, organizing, coordinating and controlling – do not tell us very much about organizational reality, which is often messy, ambiguous, fragmented and political in character

– Alvesson & Deetz 2000, p.60


Studies: Methodologies & Competencies

• Improvements in practitioners, processes

and knowledge have not led to substantial

improvements in project outcomes

– Cicmil, Cooke-Davies, Crawford and

Richardson


Findings: More Dynamic Approaches

And the winner is.....• Agile, if

– we need a projectized structure to succeed

• our requirements are prone to change

• our need is ill defined

• our risk is high

– our industry changes quickly

– our goal is fit for purpose

– we need to do this in short steps

– we can do this in short steps

– our need is delivery in weeks

– we have dedicated resources available

– we can afford dedicated resources


And the winner is.....

• PMBOK, if

– we require a detailed end to end plan

– delivery is not required in the short term

– we don’t expect much change

– our goal is meet the specification

– our need is relatively well defined

– our risk is distributed and manageable

– we don’t have dedicated resources

– we can’t afford dedicated resources

– we require a project manager



Agenda

• History

• Facts

• Comparison

• Decisions

PMBOK vs Agile Abridged - PMI Melbourne Chapter vs Agile Abridged.pdfA Guide to the Project...

Documents

Transcript of PMBOK vs Agile Abridged - PMI Melbourne Chapter vs Agile Abridged.pdfA Guide to the Project...