PMI and Agile: Evolution of Agile within PM Community

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1 PMI and Agile: Evolution of Agile within PM Community Priya Sethuraman, MS, Product Manager - Credentials Rory McCorkle, MBA, Product Manager Credentials 10 April

2 Agenda What is Agile? What is its value? Demand for Agile Benefits of Agile Use of Agile in Industry PMI s History with Agile Agile Community of Practice (CoP) Overview of PMI-ACP SM Reaction to PMI-ACP SM 2

3 WHAT IS AGILE? WHAT IS ITS VALUE? 3

4 What is Agile? Agile: a philosophy using organizational models based on people, collaboration and shared values. Agile is based on: rolling wave planning; iterative and incremental delivery; rapid and flexible response to change; open communication between teams, stakeholders and customers. 4

5 What is Agile? Breaking tasks into increments Adjusting Requirements Reflection on performance Business + Technical Staff 5

6 What is Agile? TDD Kanban Crystal XP ASD Scrum DSDM RUP Lean FDD 6

7 Benefits of Agile Visibility Adaptability Business Value Risk Figure from VersionOne,

8 Characteristics of Agile Projects Releases and iterations Running and tested product Focus on delivering business value Continuous / adaptive planning Multi-level planning 8

9 Characteristics of Agile Projects Relative estimation Feature discovery throughout project Continuous testing Continuous improvement Small, cross-functional teams 9

10 Demand for Agile Gartner (2011): Agile development methods will be utilized in 80% of all software development projects by the end of

11 Demand for Agile Mandated use of Agile on certain Defense IT acquisition projects Mandated the use of Agile for government IT projects 11

12 Benefits of Agile Slides contain information taken from a presentation by Mountain Goat Software, a PMI Registered Education Provider It is based on research by: 1. QSMA (Michael Mah 2008) Rigorous comparison of 26 agile projects to a database of 7,500 primarily traditional projects 2. David Rico (2008) Survey of 51 published academic and research papers 3. VersionOne (2008) Opt-in online survey of over 3,000 people 4. Dr. Dobb s Journal (2008) Opt-in online survey of 642 people 12

13 Benefits of Agile Higher productivity and lower cost Improved employee engagement and job satisfaction Faster time to market Higher quality Improved stakeholder satisfaction 13

14 Benefits of Agile Agile projects are 16% more productive at a statistically significant level of confidence. 14

15 Benefits of Agile Dr. Dobb s Journal 82% said productivity is somewhat or much higher VersionOne 23% said productivity was significantly improved 50% said productivity was improved 15

16 Benefits of Agile Lower Costs Development Cost DDJ VersionOne Improved 32% 30% Significantly Improved 5% 8% 16

17 Benefits of Agile Value Delivery (Salesforce.com Case Study) 568% more value delivered in the first year of being agile. 17

18 Benefits of Agile Better Quality Quality 44% said quality had improved Another 24% said quality improved significantly Fewer defects 84% said defects had gone down by 10% or more 30% said defects were down by 25% or more 18

19 Benefits of Agile from VersionOne Study Improved Significantly Improved Enhanced ability to manage changing priorities 41% 51% Improved project visibility 42% 41% Improved alignment of IT and business goals 39% 27% Reduced project risk 48% 17% 19

20 Return on Investment (ROI) of Agile Dr. Rico: Agile ROI 4x that of traditional development Scott Ambler: Agile development ROI yielded 3.9 versus 0.2 for traditional development 20

21 Agile Applied in Industry Microsoft Consulting Services UK Utilized Kanban within management methods and process Training performed with team Kanban board established and utilized Using Kanban enabled greater predictability of estimates Visualization using Kanban enabled easy understanding of project status and better project communication 21

22 Agile Applied in Industry Marriott Scrum and Kanban used to build the organization s brand management intranet Three waves of adoption: covert, expansion, and establishment Agile techniques not utilized throughout project (e.g., Tech Vendor did not utilize Daily Standup) Agile was able to drastically improve product quality, stabilize costs, and improve communication 22

23 Agile Applied in Industry Intel Product Development Engineering group Implemented Scrum Utilized an external training firm to train and coach Reduced cycle time by 66% Eliminated schedule slips Improved communication and job satisfaction 23

24 Agile Applied in Industry Other examples BT Group adopted agile programming in 2009, which improved product quality and quicker product delivery Microsoft used Scrum to deliver Visual Studio & Team System 2010, reducing scope creep and improving customer interactions 24

25 PMI S HISTORY WITH AGILE 25

26 PMI s History with Agile Congress presentations since 2004 Dedicated Agile track North America Congress 2011 SeminarsWorld sessions since 2005 Agile Community of Practice established 2009 PMBOK Guide 3 rd & 4 th edition references to iterative development Agile reference sources in PMI Marketplace 26

27 Communities of Practice Purpose To foster professionalism in the management of projects. To contribute to the quality and scope of project management. To stimulate appropriate global application of project management for the benefit of general public. To provide a recognized forum for the free exchange of ideas, applications, and solution to project management issues among its members, and others interested and involved in project management. To identify and promote the fundamentals of project management and advance the body of knowledge for managing projects successfully. 27

28 What benefits do subscribers have access to? Community of Practice Subscriber Benefits Newsletters Mentoring Webinars Blogs Ask the Community Networking Industry News Wikis Knowledge Center Shared Documents 28

29 PMI s Agile Community of Practice A benefit open to all active PMI members Has over 14,000 subscribers Explores topics such as the benefits of implementing agile techniques, the principles of agile practices and the variety of agile frameworks and tools Networking within the specialty 29

30 Recent activities at the Agile Community of Practice Discussion about the duration of sprint within a project Webinar about fixed price agile projects White paper about blending bottom-up and top-down approaches to project management 30

31 Recent Webinar Hosts Jesse Fewell Jurgen Appelo Mike Cottmeyer Alistair Cockburn James Shore Mike Cohn Jim Highsmith Michele Sliger 31

32 OVERVIEW OF PMI-ACP SM 32

33 PMI-ACP SM Overview Intended for practitioners who work on Agile project teams Not just project managers Measures a practitioner s knowledge and skill in Agile principles, practices, tools, and techniques Covers multiple methodologies under the Agile umbrella Intended to cover use of Agile both in Information and Communications Technology (ICT) and outside ICT 33

34 Why was the PMI-ACP Developed? Practitioners o 12% are currently practicing Agile o Majority feel that certification would be: Valuable (61%) Useful (68%) Organizations o 30% are using Agile project management o Majority feel that certification would be: Valuable (68%) Useful (71%) Beneficial to their company s project management practices (75%) 34

35 Usefulness of Agile project management to the organization 71% of the respondents said Agile project management is valuable to their organization. 35

36 How valuable is Agile project management in managing your projects? 36

37 The Value of PMI-ACP SM For practitioners, PMI-ACP SM helps: o Demonstrate a level of professionalism in Agile principles, practices, tools and techniques o Increase professional versatility in project management For organizations, PMI-ACP SM demonstrates a practitioner s: o Knowledge of Agile practices, which shows the practitioner has greater breadth and depth as a PM 37

38 PMI-ACP Eligibility Requirements Requirement Educational Level General Project Experience Agile Experience Agile Training Examination Maintenance Cost Description Secondary degree (high school or equivalent) or higher 2,000 hours working on project teams. These hours must be earned within the last 5 years. Note: a PMP will be accepted to fulfill these requirements. 1,500 hours working on Agile project teams. These hours are in addition to the 2,000 gen. practice hours. These hours must be earned within the last 3 years. 21 contact hours; hours must be earned in Agile project management topics Tests knowledge of Agile fundamentals and ability to apply to basic projects 30 PDUs/3 CEUs every 3 years in Agile project management Note: hours would count toward PMP $435 member; $495 non-member 38

39 Market Reaction Over 7,000 individuals have opened a PMI-ACP application, expressing interest Over 550 individuals participated in the PMI-ACP pilot (15 Sept 30 Nov 2011) Since launch, over 1,700 individuals have submitted a PMI-ACP application As of February 2012, 579 PMI-ACP credential holders 39

40 Organization Reaction Mature organizations find good fit with the methodology neutral approach of certification and internal methodologies Demand for Agile driven by clients requesting their projects be managed using Agile 40

41 Questions? 41

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