truly managing a project and keeping sane while wrestling

© Copyright 2014-2016 The Process Group. All rights reserved. V2

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

Neil Potter The Process GroupLead Appraiser / Improvement Coach

© Copyright 2014-2016 The Process Group. All rights reserved. V2© Copyright 2014-2016 The Process Group. All rights reserved. V2

Organization Overview

• Summary of PMBOK, CMMI & Scrum• PMBOK vs. CMMI vs. Scrum• Comparison: CMMI / PMBOK / Scrum

– 4. Project Integration Management– 5. Project Scope Management– 6. Project Time Management– 7. Project Cost Management– 8. Project Quality Management– 9. Project Human Resource Management– 10. Project Communications Management– 11. Project Risk Management– 12. Project Procurement Management– 13. Project Stakeholder Management

• Keeping Sane• Summary

– Obstacles


Where to start? What to do? How to simplify?

Business Challenge


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


The Plan

3 Defined

2 Managed

1 Initial

Process AreasLevel Focus

RiskRework

QualityProductivity

Integrated Project Management (IPM)Risk Management (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 Management (REQM) (Scrum)Project Planning (PP) (Scrum)Project Monitoring and Control (PMC) (Scrum)Measurement and Analysis (MA) (Scrum)Configuration Management (CM)Process and Product Quality Assurance (PPQA)Supplier Agreement Management (SAM)

Causal Analysis and ResolutionOrganizational Performance Management5 Optimizing

4 Quantitatively Managed

Organizational Process PerformanceQuantitative Project Management

4. Project Integration Management

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Management

10.Project Communications Management

11. Project Risk Management

12.Project Procurement Management

13.Project Stakeholder Management


PMBOK vs. CMMI vs. Scrum

• Definition of PM (depth)• Exam to demonstrate

knowledge• Continuing education

• 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

• Project management framework- Early feedback + “Agile”

requirements• Scrum Master + Product Owner

certification via simple test


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



PMBOK Practices CMMI Practices


4.1 Develop Project Charter

4.2 Develop Project Management 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

Requirements are managed and inconsistencies with project plans and work products are identified.

PP [2] SG 1

Estimates of project planning parameters are established and maintained.

SG 2 A project plan is established and maintained as the basis for managing the project.

SG 3 Commitments to the project plan are established and maintained.

PMC [2] SG 1

Actual project progress and performance of the project are monitored against the project plan.

SP 1.7 Review the project’s accomplishments and results at selected project milestones.

IPM [3] SP 1.7

Contribute process-related experiences to organizational process assets.

PP: Project PlanningPMC: Project Monitoring and Control

REQM: Requirements ManagementIPM: Integrated Project Management

CMMI Maturity Level for this Process Area

Scrum

✔

✔ −

✔ −

✔

✔

✔

WeakHighlight


ScrumP

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Burndown Charts

Task Board

Daily standup (Scrum)

4.1 Develop Project Charter

4.2 Develop Project Management Plan

4.3 Direct and Manage Project Work

4.4 Monitor and Control Project Work

4.5 Perform Integrated Change Control





5.1 Plan Scope Management

5.2 Collect Requirements

5.2.3.2 Traceability

5.3 Define Scope

5.4 Create WBS

5.5 Validate Scope

5.6 Control Scope

REQM [2] SG 1

Requirements are managed and inconsistencies with project plans and work products are identified.

SP 1.4 Maintain bidirectional traceability among requirements and work products.

RD [3] SG 1

Stakeholder needs, expectations, constraints, and interfaces are collected and translated into customer requirements.

PP [2] SP 1.1

Establish a top-level work breakdown structure (WBS) to estimate the scope of the project.

VER [3] SG 3

Selected work products are verified against their specified requirements.

VAL [3] SG 2

The product or product components are validated to ensure they are suitable for use in their intended operating environment.

PP: Project PlanningVER: VerificationVAL: Validation

REQM: Requirements ManagementRD: Requirements Development

Scrum

✔

✔

✔ −

✔ −





6.1 Plan Schedule Management

6.2 Define Activities

6.3 Sequence Activities

6.4 Estimate Activity Resources

6.5 Estimate Activity Durations

6.6 Develop Schedule

6.7 Control Schedule

PP [2] SP 1.2

Establish and maintain estimates of work product and task attributes.

SP 1.4 Estimate the project’s effort and cost for work products and tasks based on estimation rationale.

SP 2.1 Establish and maintain the project’s budget and schedule.

SP 2.4 Plan for resources to perform the project.

PMC [2] SP 1.1

Monitor actual values of project planning parameters against the project plan.

IPM [3] SP 1.1

Establish and maintain the project's defined process from project startup through the life of the project.

SP 1.5 Manage the project using the project plan, other plans that affect the project, and the project’s defined process.

SP 2.2 Participate with relevant stakeholders to identify, negotiate, and track critical dependencies.

IPM: Integrated Project Management

Scrum

✔

✔ −

✔ −

✔ −

✔ −


Agile / Scrum Tracking

Monitor:• Actual values (points, effort)• Commitments (sprint goals)• Risks• Project data• Stakeholder involvement

Need to add to Scrum for PMC

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Burndown Charts


Agile / Scrum Threshold ExamplesP

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Burndown Charts

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


7. Project Cost Management


8. Project Quality Management


8. Project Quality Management (1 of 2)

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

Sprint 1 Sprint 2 Sprint 3

Project work flow


8. Project Quality Management (2 of 2)


8. Project Quality

Management

8.1 Plan Quality

Management

8.2 Perform

Quality

Assurance

8.3 Control

Quality

PPQA [2] SP 1.1

Objectively evaluate selected performed processes against applicable process descriptions, standards, and procedures.

SP 1.2 Objectively evaluate selected work products against applicable process descriptions, standards, and procedures.

SP 2.1 Communicate quality issues and ensure the resolution of noncompliance issues with the staff and managers.

SP 2.2 Establish and maintain records of quality assurance activities.

VER [3] SG 1

Preparation for verification is conducted.

SG 2 Peer reviews are performed on selected work products.

SG 3 Selected work products are verified against their specified requirements.

VAL [3] SG 1

Preparation for validation is conducted.

SG 2 The product or product components are validated to ensure they are suitable for use in their intended operating environment.

Scrum

✔ −

✔ −


9. Project Human Resource Management


9. Project Human Resource

Management

9.1 Plan Human Resource

Management

9.2 Acquire Project Team

9.3 Develop Project Team

9.4 Manage Project Team

PP [2] SP 2.4

Plan for resources to perform the project.

SP 2.5 Plan for knowledge and skills needed to perform the project.

OPD [3] SP 1.7

Establish and maintain organizational rules and guidelines for the structure, formation, and operation of teams.

IPM [3] SP 1.6

Establish and maintain teams.

SP 2.1 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

Scrum

✔ −

✔ −

✔ −

✔ −


Communication and Process Maturity

Loner CliqueCoding something

Upset

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

Maturity Level 3• Many teams work together• Common group goal• Systematic communication (teams, across teams)• PM proactive

10. Project Communications Management


10. Project Communications Management


10. Project Communications

Management

10.1 Plan Communications

Management

10.2 Manage

Communications

10.3 Control

Communications

PP [2] SP 2.6

Plan the involvement of identified stakeholders.

PMC [2] SP 1.6

Periodically review the project's progress, performance, and issues.


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 AreaGP: Generic Practice

Scrum

✔ −

✔

✔

✔ −



PMBOK Practices CMMI Practice


11.1 Plan Risk Management

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

Identify and analyze project risks.

PMC [2] SP 1.3

Monitor risks against those identified in the project plan.

RSKM [3] SG 1

Preparation for risk management is conducted.

SG 2 Risks are identified and analyzed to determine their relative importance.

SG 3 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.”

Scrum


12. Project Procurement Management


12. Project Procurement

Management

12.1 Plan Procurement

Management

12.2 Conduct Procurements

12.3 Control Procurements

12.4 Close Procurements

SAM [2] SP 1.1

Determine the type of acquisition for each product or product component to be acquired.

SP 1.2 Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria.

SP 1.3 Establish and maintain supplier agreements.

SP 2.1 Perform activities with the supplier as specified in the supplier agreement.

SP 2.2 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 Management

Scrum


13. Project Stakeholder Management


13. Project Stakeholder

Management

13.1 Identify Stakeholders

13.2 Plan Stakeholder

Management

13.3 Manage Stakeholder

Engagement

13.4 Control Stakeholder

Engagement

PP [2] SP 2.6

Plan the involvement of identified stakeholders.

PMC [2] SP 1.6

Periodically review the project's progress, performance, and issues.


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 AreaGP: Generic Practice

Scrum

✔ −

✔ −

✔ −


The Results: Keeping Sane – Follow the Flow You Want

ò ò òREQM REQMREQM

PP / IPMPMBOK 4-13(plans, estimates)

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)

PMC (progress tracking and corrective action)MA (objectives & measures)CM (baselines & versions)SAM (supplier selection & management)PPQA (process & product check)PMBOK 4-13

Green = Maturity Level 2 PAsBlue = Maturity Level 3 PAsBurgundy = PMBOK Section

Sprint 1 Sprint 2 Sprint 3PlanningBacklog

REQM / RDPMBOK 5 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


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.


Q & A


Contact and References

1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide), Fifth Edition. Project Management Institute.

2. Adding Practices to Scrum to Achieve Your Goals (and comparison with CMMI Level 3)

– processgroup.com/pgpostapr2013.pdf3. CMMI: Guidelines for Process Integration and Product Improvement.

– processgroup.com/10tr033-DEV-1p3-final.pdf4. 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

Neil PotterThe Process [email protected] www.processgroup.com

truly managing a project and keeping sane while wrestling

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