agile, pmi and pmbok

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Agile, PMI, and the PMBOK® Guide

Rory McCorkle, MBAPriya Sethuraman, MSProduct Managers – Credentials 18 February 2012

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PMI in Summary• Global Non-Profit Professional Association

−More than 600,000 members and credential holders−260 chapters, 182 countries

• Global Standards −13 global standards−3 million+ PMBOK® Guide in circulation

• Credentials −6 major credentials, used worldwide ( PMP® | CAPM® |

PgMP® | PMI-RMP® | PMI-SP® | PMI-ACPSM)• Professional and Market Research

−Academic Accreditation Program and Market Research• Advocate for Project Management excellence to

−Business, government, NGOs, C-level executives−Local and regional audiences: chapter outreach

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PMI’s History with Agile• Congress presentations since 2004

– Dedicated Agile track North America Congress 2011

• SeminarsWorld® sessions since 2005• PMBOK® Guide 3rd & 4th edition references to

iterative development• Agile reference sources in PMI Marketplace

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PMI’s History with Agile

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PMI’s History with Agile

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PMI’s History with Agile

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PMI’s History with Agile• February 2011: PMI Agile Certified Practitioner

(PMI-ACP) certification announced• May 2011: PMI-ACP launched• January 2012: First class of 515 PMI-ACP

credential holders awarded (59 from India)

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PMI’s History with Agile

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PMI’s History with Agile

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Usefulness of Agile project management to the organization• 71% of the respondents said Agile project

management is valuable to their organization.

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How valuable is Agile project management in managing your projects?

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PMI’s Agile Community of Practice• Open to all

PMI members

• Has over 13,000 subscribers

DiscussionsWebinars

Ask the Community

BlogsWikis

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Project Management Body of Knowledge (PMBOK® Guide)

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Project Management Body of Knowledge (PMBOK® Guide)

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Traditional vs. Agile PMTraditional:• Plan what you expect to

happen

Agile:Plan what you expect to

happen with detail appropriate to the horizon

• 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

“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

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The mapping of PMBOK Guide practice to Agile practices courtesy of Michelle Sliger (Sliger Consulting) and her text Bridge to Agility

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Integration ManagementTraditiona

lProject Plan Development

Project Plan Execution

Direct, Manage, Monitor, Control

Integrated Change Control

AgileRelease and Iteration

Planning

Iteration Work

Facilitate, Serve, Lead, Collaborate

Constant Feedback and a Ranked

Backlog≈≈≈≈

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Scope ManagementTraditiona

lScope Definition

Create WBS

Scope Verification

Scope Change Control

AgileBacklog and Planning

Meetings

Release and Iteration Plans (FBS)

Feature Acceptance

Constant Feedback and the Ranked

Backlog≈≈≈≈

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Scope ManagementAcceptance 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.

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Scope Management

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Quality Management Traditiona

lQuality Planning

Quality Assurance

Quality Control

AgileDefinition of

“Done”QA involved from

the beginning, and…

Reviews and RetrospectivesTest early and often; feature acceptance≈

≈≈

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Risk Management

TraditionalRisk

Identification, Qualitative & Quantitative

Analysis, Response Planning

Monitoring & Controlling

AgileIteration Planning, Daily Stand-ups,

Metrics, and Retrospectives

Daily Stand-ups and Highly Visible Information Radiators

≈

≈

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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

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Summary• 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

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Summary• Test-driven development and cross-functional

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

• The nature of agile framework allows core risks to be addressed by the team throughout the project

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Questions?

rory.mccorkle@pmi.org priya.sethuraman@pmi.org

www.pmi.org/agile