Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination)

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1 Truly Managing a Project and Keeping Sane While Wrestling Elegantly With PMBOK, Scrum and CMMI (Together or Any Combination) Neil Potter The Process Group Lead Appraiser / Improvement Coach

2 Organization Overview Summary of PMBOK, CMMI & Scrum PMBOK vs. CMMI vs. Scrum Comparison: CMMI / PMBOK / Scrum 4. Project Integration 5. Project Scope 6. Project Time 7. Project Cost 8. Project Quality 9. Project Human Resource 10. Project Communications 11. Project Risk 12. Project Procurement 13. Project Stakeholder Keeping Sane Summary Obstacles

3 Business Challenge Where to start? What to do? How to simplify?

4 We are all after the same result, but the description is not always clear!

5 The Plan Level Focus 5 Optimizing 4. Project Integration 5. Project Scope 4 Quantitatively Managed 6. Project Time 3 Defined 7. Project Cost 8. Project Quality 9. Project Human Resource 10.Project Communications 2 Managed 11. Project Risk 12.Project Procurement 13.Project Stakeholder 1 Initial Process Areas Causal Analysis and Resolution Organizational Performance Organizational Process Performance Quantitative Project Integrated Project (IPM) Risk (RSKM) Decision Analysis and Resolution (DAR) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Requirements (REQM) (Scrum) Project Planning (PP) (Scrum) Project Monitoring and Control (PMC) (Scrum) Measurement and Analysis (MA) (Scrum) Configuration (CM) Process and Product Quality Assurance (PPQA) Supplier Agreement (SAM) Quality Productivity Risk Rework

6 PMBOK vs. CMMI vs. Scrum Definition of PM (depth) Exam to demonstrate knowledge Continuing education Project management framework - Early feedback + Agile requirements Scrum Master + Product Owner certification via simple test Definition of PM + Engineering + Process Improvement (practices + examples) Appraisal of an organization to demonstrate implementation and mastery Renewal appraisals required every 3 years to maintain a rating

7 Truly Managing a Project Achieve desired goal: Meet customer expectations Deliver within agreed constraints (cost, schedule, quality) Throughout: Manage expectations, risks, stakeholders, communication, changes, cost, schedule, quality PMBOK, CMMI & Scrum practices are used to: a) Address project management & engineering problems b) Address project goals

8 4. Project Integration Highlight CMMI Maturity Level for this Process Area Weak PMBOK Practices CMMI Practices Scrum 4. Project Integration 4.1 Develop Project Charter 4.2 Develop Project Plan 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase REQM [2] SG 1 PP [2] SG 1 SG 2 SG 3 PMC [2] SG 1 SP 1.7 Requirements are managed and inconsistencies with project plans and work products are identified. Estimates of project planning parameters are established and maintained. A project plan is established and maintained as the basis for managing the project. Commitments to the project plan are established and maintained. Actual project progress and performance of the project are monitored against the project plan. Review the project s accomplishments and results at selected project milestones. REQM: Requirements IPM: Integrated Project IPM [3] SP 1.7 Contribute process-related experiences to organizational process assets. PP: Project Planning PMC: Project Monitoring and Control

9 Scrum 4.3 Direct and Manage Project Work 4.4 Monitor and Control Project Work 4.1 Develop Project Charter 4.2 Develop Project Plan 4.5 Perform Integrated Change Control Daily standup (Scrum) Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Task Board Burndown Charts

10 5. Project Scope Scrum PMBOK Practices 5. Project Scope 5.1 Plan Scope 5.2 Collect Requirements Traceability 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope REQM: Requirements RD: Requirements Development REQM [2] SG 1 SP 1.4 RD [3] SG 1 PP [2] SP 1.1 VER [3] SG 3 VAL [3] SG 2 CMMI Practices Requirements are managed and inconsistencies with project plans and work products are identified. Maintain bidirectional traceability among requirements and work products. Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements. Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. Selected work products are verified against their specified requirements. The product or product components are validated to ensure they are suitable for use in their intended operating environment. PP: Project Planning VER: Verification VAL: Validation

11 6. Project Time

12 6. Project Time Scrum PMBOK Practices CMMI Practices 6. Project Time 6.1 Plan Schedule 6.2 Define Activities PP [2] SP 1.2 SP 1.4 Establish and maintain estimates of work product and task attributes. Estimate the project s effort and cost for work products and tasks based on estimation rationale. 6.3 Sequence Activities 6.4 Estimate Activity Resources SP 2.1 SP 2.4 Establish and maintain the project s budget and schedule. Plan for resources to perform the project. 6.5 Estimate Activity Durations 6.6 Develop Schedule 6.7 Control Schedule PMC [2] SP 1.1 IPM [3] SP 1.1 Monitor actual values of project planning parameters against the project plan. Establish and maintain the project's defined process from project startup through the life of the project. IPM: Integrated Project SP 1.5 SP 2.2 Manage the project using the project plan, other plans that affect the project, and the project s defined process. Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.

13 Agile / Scrum Tracking Daily standup (Scrum) Monitor: Actual values (points, effort) Commitments (sprint goals) Risks Project data Stakeholder involvement Need to add to Scrum for PMC Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Burndown Charts

14 Agile / Scrum Threshold Examples Daily standup (Scrum) Burndown rate < 20% of goal for >3 days >20% of work is incomplete after 50% of the sprint 30% of stories are incomplete after 75% of the sprint Product Backlog Release Planning Sprint Planning Analysis Design Code Test Sprint Review Sprint Retrospective Burndown Charts

15 7. Project Cost

16 8. Project Quality

17 8. Project Quality (1 of 2) Project work flow Sprint 1 Sprint 2 Sprint 3 Process and Product Quality Assurance (PPQA) [ML 2] Process and work product checks of all / selected project activities against defined practices E.g., audits, peer reviews with objective reviewer Verification (VER) [ML 3] Activities to find errors between project start and final validation E.g., peer reviews, component test, simulation Validation (VAL) [ML 3] Activities to check that the product/system works in the intended environment E.g., simulation, system test, acceptance test

18 8. Project Quality (2 of 2) Scrum PMBOK Practices CMMI Practices 8. Project Quality 8.1 Plan Quality 8.2 Perform Quality Assurance 8.3 Control Quality PPQA [2] SP 1.1 SP 1.2 SP 2.1 SP 2.2 VER [3] SG 1 SG 2 SG 3 Objectively evaluate selected performed processes against applicable process descriptions, standards, and procedures. Objectively evaluate selected work products against applicable process descriptions, standards, and procedures. Communicate quality issues and ensure the resolution of noncompliance issues with the staff and managers. Establish and maintain records of quality assurance activities. Preparation for verification is conducted. Peer reviews are performed on selected work products. Selected work products are verified against their specified requirements. VAL [3] Preparation for validation is conducted. SG 1 SG 2 The product or product components are validated to ensure they are suitable for use in their intended operating environment.

19 9. Project Human Resource PMBOK Practices CMMI Practices Scrum 9. Project Human Resource 9.1 Plan Human Resource 9.2 Acquire Project Team PP [2] SP 2.4 SP 2.5 OPD [3] SP 1.7 Plan for resources to perform the project. Plan for knowledge and skills needed to perform the project. Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams. 9.3 Develop Project Team 9.4 Manage Project Team IPM [3] SP 1.6 SP 2.1 Establish and maintain teams. Manage the involvement of relevant stakeholders in the project. OT [3] SG 2 Training for individuals to perform their roles effectively is provided. OPD: Organizational Process Definition OT: Organizational Training

20 10. Project Communications Communication and Process Maturity Maturity Level 1 A group of individuals called a team No common goal Communication sporadic PM performs little or no project management Maturity Level 2 / Scrum A team Common goal among team Communication periodic PM / Scrum Master facilitates Loner Clique Coding something Upset Maturity Level 3 Many teams work together Common group goal Systematic communication (teams, across teams) PM proactive

21 10. Project Communications Scrum PMBOK Practices CMMI Practices 10. Project Communications PP [2] SP 2.6 Plan the involvement of identified stakeholders Plan Communications PMC [2] SP 1.6 Periodically review the project's progress, performance, and issues Manage Communications SP 1.7 Review the project s accomplishments and results at selected project milestones Control Communications IPM [3] SG 2 Coordination and collaboration between the project and relevant stakeholders are conducted. All PA s GP 2.7 Identify and involve the relevant stakeholders of the process as planned. PA: Process Area GP: Generic Practice

22 11. Project Risk

23 11. Project Risk PMBOK Practices CMMI Practice Scrum 11. Project Risk 11.1 Plan Risk 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Control Risks PP [2] SP 2.2 PMC [2] SP 1.3 RSKM [3] SG 1 SG 2 SG 3 Identify and analyze project risks. Monitor risks against those identified in the project plan. Preparation for risk management is conducted. Risks are identified and analyzed to determine their relative importance. Risks are handled and mitigated, as appropriate, to reduce adverse impacts on achieving objectives. Quantitative risk management (analysis of risk effects) is an advanced example implementation of SG 2, Risks are identified and analyzed.

24 12. Project Procurement Scrum PMBOK Practices 12. Project Procurement 12.1 Plan Procurement 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements SAM [2] SP 1.1 SP 1.2 SP 1.3 SP 2.1 SP 2.2 CMMI Practices Determine the type of acquisition for each product or product component to be acquired. Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria. Establish and maintain supplier agreements. Perform activities with the supplier as specified in the supplier agreement. Ensure that the supplier agreement is satisfied before accepting the acquired product. SP 2.3 Ensure the transition of the products acquired from the supplier. SAM: Supplier Agreement

25 13. Project Stakeholder Scrum PMBOK Practices CMMI Practices 13. Project Stakeholder PP [2] SP 2.6 Plan the involvement of identified stakeholders Identify Stakeholders 13.2 Plan Stakeholder PMC [2] SP 1.6 SP 1.7 Periodically review the project's progress, performance, and issues. Review the project s accomplishments and results at selected project milestones Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement IPM [3] SG 2 All PA s GP 2.7 Coordination and collaboration between the project and relevant stakeholders are conducted. Identify and involve the relevant stakeholders of the process as planned. PA: Process Area GP: Generic Practice

26 The Results: Keeping Sane Follow the Flow You Want PMC (progress tracking and corrective action) MA (objectives & measures) CM (baselines & versions) SAM (supplier selection & management) PPQA (process & product check) PMBOK 4-13 IPM (planning w/ assets, data, program-level tracking) RSKM (risk management) OT (planned training program) OPF (process improvement focus) OPD (process asset creation / update) DAR (tradeoffs using criteria) Backlog Planning REQM REQM REQM ò ò ò Sprint 1 Sprint 2 Sprint 3 REQM / RD PMBOK 5 PP / IPM PMBOK 4-13 (plans, estimates) Green = Maturity Level 2 PAs Blue = Maturity Level 3 PAs Burgundy = PMBOK Section Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release

27 Lessons Learned PMBOK, CMMI & Scrum are after the same things: Established goals, managed scope, work visibility. Obstacle: A PM with no backbone, the dislike of decisions, negotiation, conflict and accountability will kill all schemes. Staying sane: Start with the workflow and results you want. Add practices from PMBOK, CMMI, Scrum. Stay focused on the project goal. Refine.

28 Q & A

29 Contact and References Neil Potter The Process Group 1. A Guide to the Project Body of Knowledge (PMBOK Guide), Fifth Edition. Project Institute. 2. Adding Practices to Scrum to Achieve Your Goals (and comparison with CMMI Level 3) processgroup.com/pgpostapr2013.pdf 3. CMMI: Guidelines for Process Integration and Product Improvement. processgroup.com/10tr033-dev-1p3-final.pdf 4. Potter, N., Sakry, M., Making Process Improvement Work - A Concise Action Guide for Software Managers and Practitioners, Addison-Wesley. processgroup.com/our-book 5. Expediting CMMI Maturity Level 3-10 Essential Tips and Their Demons processgroup.com/pgpostdec2013.pdf

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