Agile Project Management Mapping the PMBOK Guide to Agile Practices. Michele Sliger

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1 Agile Project Management Mapping the PMBOK Guide to Agile Practices Michele Sliger

2 Michele Sliger Sliger Consulting, Inc. Over 20 years of software development experience, with the last 12 in Agile Steering committee member for the PMI-ACP initiative Former Scrum Alliance board member Certified Scrum Trainer (CST) Co-author of The Software Project Manager s Bridge to Agility 2

3 What we ll cover. Brief Overview of Agile Acceptance of Agile by the PMI Traditional vs. Agile Mapping to Agile Practices: Integration Project Management Scope Project Management Quality Project Management How Your Role Will Change Where to Find More Information 3

4 Agile Principles The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more

5 How is Agile Different from Traditional Approaches? The Paradigm Shift Waterfall Agile Fixed Requirements Resources Time Plan Driven Value Driven Estimated Resources Time Features Source: The Plan creates cost/schedule estimates Release themes & feature intent drive estimates 5

6 Agile Frameworks Scrum (Ken Schwaber) XP (Kent Beck) Lean Software Development (Mary Poppendieck) Kanban (David Anderson) Crystal (Alistair Cockburn) Dynamic System Development Method (Dane Faulkner) Adaptive Software Development (Jim Highsmith) Feature Driven Development (Jeff DeLuca) 6

7 A Generic Agile Process Product Backlog Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature Release A Feature 1, Feature 2, Feature 3a Release Backlog Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a Iteration 1 Iteration 2 Iteration 3 Feature 1a Feature 1b Feature 1c Feature 1d Feature 2a Feature 2b Feature 3a Release to Production Product Backlog Feature 3b Feature 3c Feature 3d Feature 4 Feature 5 Feature 6 Feature 7

8 8 Planning: Vision, Product Roadmap Project Retrospective Release or Quarter Release or Quarter Release or Quarter Release Planning Release Retrospective Iteration Iteration Planning Iteration Demo, Review, Retrospective Daily Work Daily Stand-up Update Progress Task Completion Agile Project Agile Release or Quarter Agile Iteration Daily Work Iteration Iteration Daily Work Daily Work Task Completion Task Completion

9 Traditional vs. Agile Project Management Traditional: Plan what you expect to happen Enforce that what happens is the same as what is planned Directive management Control, control, control Use change control to manage change Change Control Board Defect Management Agile: Plan what you expect to happen with detail appropriate to the horizon Control is through inspection and adaptation Reviews and Retrospectives Self-Organizing Teams Use Agile practices to manage change: Continuous feedback loops Iterative and incremental development Prioritized backlogs 9

10 10

11 Integration Management Traditional Project Plan Development Project Plan Execution Direct, Manage, Monitor, Control Agile Release and Iteration Planning Iteration Work Facilitate, Serve, Lead, Collaborate Integrated Change Control Constant Feedback and a Ranked Backlog 11

12 Start with a prioritized (ranked) product backlog 12

13 Virtual Backlog 13

14 14

15 15

16 16

17 Burndown Charts Estimated Scope Iteration/Time 17

18 Image Courtesy of Paul Klipp Images paulklipp.com 18

19 Scope Management Traditional Scope Definition Create WBS Scope Verification Scope Change Control Agile Backlog and Planning Meetings Release and Iteration Plans (FBS) Feature Acceptance Constant Feedback and the Ranked Backlog 19

20 Scope Definition 20

21 Create WBS FBS Release Plan Iteration Plan 21

22 Scope Verification Acceptance criteria for the feature is written on the back of the card. This is the basis for the test cases. Passing test cases aren t enough to indicate acceptance the Product Owner must accept each story. 22

23 Scope Change Control 23

24 Quality Management Traditional Quality Planning Quality Assurance Quality Control Agile Definition of Done QA involved from the beginning, and Reviews and Retrospectives Test early and often; feature acceptance 24

25 Defining Done Photos courtesy of Agile Evolution Inc. 25

26 Quality Assurance: Pairing Photo courtesy of a2gemma at

27 Quality Assurance: Retrospectives (Continuous Improvement) 27

28 Quality Control: Testing Starts Early 28

29 Feature Acceptance Customer views and/or interacts with the product in the demo meeting and can either accept the feature or decline it. Image courtesy of thedailystandup.com 29

30 Risk Management Traditional Agile Risk Identification, Qualitative & Quantitative Analysis, Response Planning Iteration Planning, Daily Stand-ups, Metrics, and Retrospectives Monitoring & Controlling Daily Stand-ups and Highly Visible Information Radiators 30

31 The Agile Framework Addresses Core Risks Intrinsic schedule flaw (estimates that are wrong and undoable from day one, often based on wishful thinking) Detailed estimation is done at the beginning of each iteration Specification breakdown (failure to achieve stakeholder consensus on what to build) Assignment of a product owner who owns the backlog of work Scope creep (additional requirements that inflate the initially accepted set) Change is expected and welcome, at the beginning of each iteration Personnel loss Self-organizing teams experience greater job satisfaction Productivity variation (difference between assumed and actual performance) Demos of working code every iteration Core risks from Tom DeMarco and Tim Lister: Risk Management During Requirements IEEE Software 31

32 Let s Review Project planning is broken out into multiple levels of planning: we looked at quarterly/ release planning, iteration planning, and daily planning Facilitating and coaching a team helps them to make the best decisions and frees you to focus on strategic and organizational issues The ranked backlog, owned by the customer, is the primary means of change control 32

33 Let s Review Scope is defined at a granularity that is appropriate for the time horizon Scope is verified by the acceptance of each feature by the customer Work Breakdown Structures become Feature Breakdown Structures Gantt charts are not typically used; instead progress charts help us to track progress 33

34 Let s Review Test-driven development and crossfunctional teams help to bring quality assurance and planning activities forward to the beginning of the project, and continue throughout the project Bugs are found and fixed in the iteration; features are then accepted by the customer 34

35 Let s Review The very nature of the agile framework allows core risks to be addressed by the team throughout the project Highly visible information radiators and constant feedback cycles help teams to identify and monitor potential risks, and respond effectively once the risk event occurs 35

36 Your New Role as a Servant Leader

37 Your Responsibilities Safeguard the Process: Facilitate meetings Remove roadblocks Protect the team from distractions Help people communicate Act as the team s memory Remind the team of the overall vision Remind the team of the purpose of the process Remind the team of decisions they agreed to Be the voice of reality Ask the team to explain things to you if it doesn t look like what they re doing makes any sense Keep velocity estimates in check Bring the probability of unfinished features to their attention Keep metrics 37

38 Your Responsibilities Communications: Mediate team disputes Be the first rung in the escalation ladder Negotiate with those outside the team Provide highly visible information radiators And formally report on progress Manage external dependencies Coordinate with others on releases 38

39 Your Responsibilities Build a community: Create a safe environment that fosters collaborative decision-making and encourages experimentation Maintain an environment that supports high productivity Serve as a liaison and ambassador and advocate Participate in organizational change Share your experiences with others 39

40 You Do NOT Own the product backlog the product owner does Own the estimates the delivery team does Make delivery decisions you facilitate this activity for the team, and instead make decisions regarding project administration and strategic and organizational issue resolution Make product decisions the customer or product owner does, or his/her proxy Have to have all the answers ask the team! 40

41 Where to Find More Information 2005 Rally SDC

42 Share Your Light Bulb Moment! Got a story to share about how the light bulb went on for you? Go to: and click on Light Bulb Moments 42

43 Free Online Resources agileprojectmanagement/ LinkedIn agile groups PMI Agile Community of Practice 43

44 Additional Resources Books: The Software Project Manager s Bridge to Agility by Michele Sliger and Stacia Broderick Lean Thinking by James P. Womack and Daniel T. Jones Implementing Lean Software Development by Mary and Tom Poppendieck Agile Project Management with Scrum by Ken Schwaber Scaling Software Agility by Dean Leffingwell Behind Closed Doors by Esther Derby and Johanna Rothman Collaboration Explained by Jean Tabaka Agile Estimating and Planning and Succeeding with Agile by Mike Cohn 44

45 Some Agile Project Management Tools ScrumWorks (CollabNet) Rally VersionOne Target Process Mingle TinyPM 45

46 Some Agile Project Management Tools Xplanner (free project tracking tool) Greenhopper and JIRA (project tracking) See Now Do (free task board) Agile Earned Value Management click on Getting Started for a video Agile Assessment tool 46

47 More Tools Various, Free CardMeeting (brainstorming and planning) Planning Poker (gross estimating backlog items) FIT and FitNesse (testing) Watir (testing) Selenium (testing) 47

48 Thank you! Visit for more information on this and other agile training and coaching offerings

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