PMBOK? You Can Have Both! June 10, Presented by:

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1 Agile or the PMBOK? You Can Have Both! June 10, 2009 Presented by: David M. Sides, Vice President, ESI Consulting Services

2 Agenda June 10, 2009 Pic? Agile Framework Agile Truths & Myths Agile or PMBOK? PMBOK is a registered trademark of the Project Management Institute, Inc. building talent, driving results 2

3 Agile Framework building talent, driving results 3

4 PMBOK & Agile: Perfect Together Agile Framework The PMBOK Guide s 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? building talent, driving results 4

5 What Is Agile Project Management? Agile Framework Jim Highsmith, ith one of fthe originators i of fthe Agile Manifesto, defined agility in project management as the following: 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 building talent, driving results 5

6 What is the Manifesto? Agile 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: and building talent, driving results 6

7 Polling Question 1 Agile Framework Are you currently using an Agile framework in your organization? Yes No Unsure building talent, driving results 7

8 Strengths of Agile Development Agile Framework Agile development building talent, driving results 8

9 Organizational Challenges of Agile Development Agile Framework building talent, driving results 9

10 The Many Colors of Agile Agile Framework Scrum Crystal Methods Unified Process (UP) Lean Development (LD) Extreme Programming (XP) Dynamic Systems Development Method (DSDM) building talent, driving results 10

11 Agile Is an Iterative Framework Agile Framework building talent, driving results 11

12 Agile Truths & Myths building talent, driving results 12

13 with David Sides building talent, driving results 13

14 Top 10 Stupid Agile Tricks / Agile Manifesto Principles Agile Truths & Myths 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. building talent, driving results 14

15 Top 10 Stupid Agile Tricks / Agile Manifesto Principles Agile Truths & Myths 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 . The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. building talent, driving results 15

16 When to Use Agile? Agile Truths & 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 building talent, driving results 16

17 When Not to Use Agile? Agile Truths & 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 building talent, driving results 17

18 5 Common Agile Myths BUSTED!! Agile Truths & Myths 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. building talent, driving results 18

19 Agile or PMBOK? building talent, driving results 19

20 Project Management Process Groups Comparison Agile or PMBOK? 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, Direct, manage, and control Iteration ti Workshops: Monitor & Control development, quality, resources Speculate-Explore-Adapt Communicate progress, status Build-Test-Deploy Closing Close-out project contracts Close-out project administration building talent, driving results 20

21 Agile Is Like a Cascading Waterfall Agile or PMBOK? Initiate Plan Execute-Monitor & Control Close Scope Time Cost Quality HR Risk Communications Procurement Integration building talent, driving results 21

22 Polling Question 2 Agile or 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 building talent, driving results 22

23 Stuff Happens! Agile or 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 building talent, driving results 23

24 Burn-Down Charts Show Achieved Value (AV) 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. building talent, driving results 24

25 Earned Value (EV) in Agile Projects 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, t cost at completion or cost metrics An example to see how EV fits into Agile: The release budget is $100, 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, building talent, driving results 25

26 Polling Question 3 Agile or 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, 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. building talent, driving results 26

27 Earned Value (EV) in Agile Projects Agile or PMBOK? So, what s the answer? Source: Sulaiman, Barton, and Blackburn, building talent, driving results 27

28 Is Your Company Ready for Agile? Agile or PMBOK? 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 building talent, driving results 28

29 Is Your Project Agile Appropriate? Agile or PMBOK? 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 building talent, driving results 29

30 Product-Project Deliverables Comparison Agile or PMBOK? Product Development Business Case Business Requirements Use Cases User Stories Technical Specifications System Requirements Test Cases Product Builds Final Product 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 building talent, driving results 30

31 Agile or the PMBOK? You Need Both! David M. Sides +1 (703)