Agile Or Pmbok 11 Jun09

Presented by:

David M. Sides, Vice President, ESI Consulting Services

www.esi-intl.com

Agile or PMBOK?

You Can Have Both!

June 11, 2009

http://www.esi-intl.com/

building talent, driving results 2

Agenda June 11, 2009

Agile or PMBOK?Agile Truths & MythsAgile Framework

Pic?

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

© Copyright ESI International 2009.


Agile Framework


building talent, driving results

PMBOK & Agile: Perfect Together

Agile Framework

4© Copyright ESI International 2009.

– 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 Management?

“Agility is the

ability to both

create and respond

to change in order

to profit in a

turbulent business

environment.”

“Agility is the

ability to

balance

flexibility and

stability.”

Source: Highsmith, 2004, p. 16

Jim Highsmith, one of the originators of the

Agile Manifesto, defined agility in project

management as the following:

Agile Framework



What is the Manifesto?

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 Framework


http://www.agilealliance.org/

http://www.agilemanifesto.org/


Polling Question 1

Are you currently using an Agile framework in your organization?

Yes

No

Unsure

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Agile Framework



Strengths of Agile Development

Agile development—

Agile Framework



Organizational Challenges of Agile Development

Agile Framework

© Copyright ESI International 2009. 9


The Many Colors of Agile Agile Framework


Scrum

Crystal Methods

Unified Process (UP)

Lean Development (LD)

Extreme Programming (XP)

Dynamic Systems Development Method (DSDM)


Agile Is an Iterative Framework

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Agile Framework



Agile Truths & Myths



with David Sides



―Top 10‖ Stupid Agile Tricks / Agile Manifesto Principles

6. Micro-manage me.

7. Stay in your silos.

8. They’ll get it when we’re done.

9. Stick your head in the sand and it will go away.

10. We in IT know what’s best for our customer.

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Our highest priority is to satisfy the customer through early and

continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile

processes harness change for competitive advantage.

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

couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily

throughout the project.

Build projects around motivated individuals. Give them the environment

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


―Top 10‖ Stupid Agile Tricks / Agile Manifesto Principles

1. Never look back. What’s done is done.

2. Matrix manage me.

3. Make it really complex so everyone will be impressed.

4. Pay me by the pound.

5. Close your door and send an email.

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The most efficient and effective method of conveying information to

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

Working software is the primary measure of progress.

Simplicity — the art of maximizing the amount of work not done —

is essential.

The best architectures, requirements, and designs emerge from

self-organizing teams.

At regular intervals, the team reflects on how to become more

effective, then tunes and adjusts its behavior accordingly.


When to Use Agile?

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


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Agile = YES



When Not to Use Agile?

– 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


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Agile = NO



5 Common Agile Myths BUSTED!!

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

2. Agile practitioners see requirements definition and design as “not

adding customer value” and as “ceremony” to be avoided.

3. Agile practitioners do not plan or document their work.

4. Agile methods conflict with the PMBOK® Guide project management.

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.

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.

No planning or documentation? Planning and estimating are needed in ―rolling

waves‖ with just enough documentation to meet customer expectations.

No requirements? Requirements definition and management are extremely

important as they define the success of each iteration.

Faster and cheaper? It depends…


Agile or PMBOK?



Project Management Process Groups Comparison

PM Process Traditional Agile

Initiation • Develop project charter

• Identify stakeholders

Planning • Develop project management plans

• Collect all requirements

• Develop time & cost estimates

• Product Workshops:

–Envision the product

–Map out the releases

• Release Workshops:

–Define the release

–Map out the iterations

Execution,

Monitor & Control

• Direct, manage, and control

development, quality, resources

• Communicate progress, status

• Iteration Workshops:

–Speculate-Explore-Adapt

–Build-Test-Deploy

Closing • Close-out project contracts

• Close-out project administration

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Agile or PMBOK?



Agile Is Like a ―Cascading Waterfall‖

Initiate

Plan

Execute-Monitor & Control

Close

Agile or PMBOK?


Scope

Time

Cost

Quality

HR

Risk

Procurement

Communications

Integration


Polling Question 2

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

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Agile or PMBOK?



Stuff Happens!

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

What do they need to know?– Progress

– Status

– Forecast

– Risks & Issues

– Earned Value, SPI, CPI, ETC

– Achieved Value

Are we there yet?

Agile or PMBOK?



Burn-Down Charts Show Achieved Value (AV)

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Agile or PMBOK?

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 Projects

25

Agile or PMBOK?

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

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

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.


http://www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf




Polling Question 3

Based on what you currently know, are we ahead or behind on this project?

Ahead

Behind

Unsure

Agile or PMBOK?


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.

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Earned Value (EV) in Agile Projects

27

Agile or PMBOK?

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

So, what’s the answer?






Is Your Company Ready for 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

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Agile or PMBOK?



Is Your Project Agile 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

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Agile or PMBOK?



Product-ProjectDeliverables Comparison

Product Development

Business Case

Business Requirements

– Use Cases

– User Stories

Technical Specifications

System Requirements

Test Cases

Product Builds

Final Product

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Project Management

Integration – Change Requests

Scope – Work Breakdown Structure (WBS)

Time – Schedule

Cost – Budget

Resources – Organization Chart

Quality – Standards

Risk – Log with Mitigation Plans

Communications – Reports, Dashboards

Procurement – Vendor Contracts

Both sets of deliverables are needed whether you use

a Traditional or Agile Framework

Agile or PMBOK?


David M. Sides

+1 (703) 558-3000

[email protected]

www.esi-intl.com

Agile or PMBOK?

You Need Both!

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To submit for PDU credit,

please visit PMI’s Web site (www.pmi.org).

www.esi-intl.com/agile

PDU Credits: 1

credit

Category: 3

Option: 1

Provider ID: 1038

Program ID:

PGM3075

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Agile Or Pmbok 11 Jun09