PMPs vs Agile
Project
Managers –
Clash of the
Titans
Juan
Banda, MSc, CSP, ACP, PMP
juan.banda@percella.com
Photo by jenje...
@juanbandajara (twitter)
slideshare.net/juanbanda2
percella.com (site)
juanbandaonscrum.blogspot.com/ (blog)
The contenders
are part of the
same team but
have different
perceptions
about how to
get the work
done
Photo by Edward Dal...
The
differences
are not only
related to
methods and
techniques, c
ontenders
have opposed
mindsets Photo by jenjetsai
Understandably
each side wishes
to impose its
will
Photo by NBC Sports
Each contender
is in the search
of the ultimate
weapon -
Could Agile be
this weapon?
Photo by uncyclopedia
There is no small
contender, only
small spirit – But is
there really a fight?
Photo by gastarbaiter
Interestingly
neither side
proclaims to
have a silver
bullet that
always
guarantees
project success
Photo by Murder by Pho...
• Both
contenders
can provide
some
guidelines
though
• Actually those
guidelines
come inside a
“framework”Photo by seyo
One contender
is more strict in
terms of
following what
its framework
prescribes
Photo by Sailor Tokyo
The other
contender is in
the search for
an inner
transformation
Photo by ReilandN166
Agile is a
mindset, not easily
achievable and
hard to
replicate, that
requires many
other things to
support it
Model creat...
There is some
common
ground though
– both
contenders
focus on having
successful
projects
Photo by HammanD.TN
Experienced
Project
Managers
believe that
Agile is just
another set of
tools that they
can use
Photo by Funesphoto
For instance
they think that
rolling wave +
progressive
elaboration =
Agile
• “Being” Agile
vs “using”
Agile
• “Transforming
” to Agile vs
“adopting”
Agile
Photo by Darko Sikman Photography
Novice Project
Managers tend
discard Agile for
its lack of well
structured
processes to
follow –
“cookbook
syndrome” Photo...
Novice Agile
Project Managers
tend to discard
PMBook®
practices
because they feel
too constrained
by them
Photo by esuckow2
They also focus
on teams and
frequently
forget that
teams exists
within a much
broader
structure
Photo by Good-wallpapers
Experience
Agile Project
Managers
realize that
there is still
value on the
items of the
right
Photo by Agile Manifesto
• Agile Teams
still need to
buy & install
tools
• They also
need to
define
processes for
using their
toolsPhoto by busiguy6
Infrastructure
needs to be
planned and
support is
needed from
other areas in
the
organization
Photo by John Vanderbeck
Budget and
other resources
still need to be
allocated, repor
ted and
measured
Photo by 401 (K) 2013
The relationship
with the client
needs to be
defined in a
contract
Photo by NobMouse
All this things
need to be
done somehow
by someone (an
adapter) so the
Agile Team can
be left alone to
work
Photo by DeaPe...
These
“adapters” are
people (Project
Managers) no
processes that
support the
teams
Photo by useitinfo
¿Can the
Scrum Master
be this
adapter? -
No, because as
part of the
team he is also
in “trance”
modePhoto by Maxim Kushpel
¿Can the
Product Owner
be the adapter?
-No, because
he focuses on
the product
and doesn’t
have time for
“mundane
things”Ph...
We need
somebody that
takes care of
contracts, evalu
ations, procure
ment, hiring, bu
dgets, and
other aspects
of a projec...
• Project
Managers
should
always be
pragmatical
• “Use
everything
that works”
Photo by naeemcallaway
• “Do not
repeat the
same attack”
• Don’t try to
clone Agile
teams
Photo by Allahu Akbar2008
• ”Fight with
one sword in
each hand. Do
not stick to a
single fighting
style”
• PMPs do not
need to
“transform”,
they nee...
• As a PMP do I
rather join to
the “flower
power”
movement or I
stay outside?
• Better to stay
outside
because
somebody
ne...
• Being outside
means keeping
an “objective”
vision that
helps to
interface with
the rest of the
organization
• Do not for...
• If I’m a PMP, do
I need to
become an
Agile Project
Manager to
keep me
competitive?
• If I’m an Scrum
Master and I
want a...
• As a PMP just
by switch
titles I won’t
be more
competitive
•PMPs are
not a thing
from the
past, their
skills will
always...
It is required
though that
PMPs adapt to
Agile (adapt
means becoming
and “adapter”)
Photo by JPLages
Being an Agile
Project
Manager means
supporting -
with an Agile
style- Agile
teams inside
and
organization
that might or
m...
Recomended books
http://creativecommons.org/licenses/by-nd/3.0/deed
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PMPs vs Agile Project Managers: Clash of the Titans

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PMPs vs Agile Project Managers: Clash of the Titans

  1. 1. PMPs vs Agile Project Managers – Clash of the Titans Juan Banda, MSc, CSP, ACP, PMP juan.banda@percella.com Photo by jenjetsai
  2. 2. @juanbandajara (twitter) slideshare.net/juanbanda2 percella.com (site) juanbandaonscrum.blogspot.com/ (blog)
  3. 3. The contenders are part of the same team but have different perceptions about how to get the work done Photo by Edward Dalmulder
  4. 4. The differences are not only related to methods and techniques, c ontenders have opposed mindsets Photo by jenjetsai
  5. 5. Understandably each side wishes to impose its will Photo by NBC Sports
  6. 6. Each contender is in the search of the ultimate weapon - Could Agile be this weapon? Photo by uncyclopedia
  7. 7. There is no small contender, only small spirit – But is there really a fight? Photo by gastarbaiter
  8. 8. Interestingly neither side proclaims to have a silver bullet that always guarantees project success Photo by Murder by Photography
  9. 9. • Both contenders can provide some guidelines though • Actually those guidelines come inside a “framework”Photo by seyo
  10. 10. One contender is more strict in terms of following what its framework prescribes Photo by Sailor Tokyo
  11. 11. The other contender is in the search for an inner transformation Photo by ReilandN166
  12. 12. Agile is a mindset, not easily achievable and hard to replicate, that requires many other things to support it Model created Samuel Crescencio
  13. 13. There is some common ground though – both contenders focus on having successful projects Photo by HammanD.TN
  14. 14. Experienced Project Managers believe that Agile is just another set of tools that they can use Photo by Funesphoto
  15. 15. For instance they think that rolling wave + progressive elaboration = Agile
  16. 16. • “Being” Agile vs “using” Agile • “Transforming ” to Agile vs “adopting” Agile Photo by Darko Sikman Photography
  17. 17. Novice Project Managers tend discard Agile for its lack of well structured processes to follow – “cookbook syndrome” Photo by 4nitsirk
  18. 18. Novice Agile Project Managers tend to discard PMBook® practices because they feel too constrained by them Photo by esuckow2
  19. 19. They also focus on teams and frequently forget that teams exists within a much broader structure Photo by Good-wallpapers
  20. 20. Experience Agile Project Managers realize that there is still value on the items of the right Photo by Agile Manifesto
  21. 21. • Agile Teams still need to buy & install tools • They also need to define processes for using their toolsPhoto by busiguy6
  22. 22. Infrastructure needs to be planned and support is needed from other areas in the organization Photo by John Vanderbeck
  23. 23. Budget and other resources still need to be allocated, repor ted and measured Photo by 401 (K) 2013
  24. 24. The relationship with the client needs to be defined in a contract Photo by NobMouse
  25. 25. All this things need to be done somehow by someone (an adapter) so the Agile Team can be left alone to work Photo by DeaPeaJay
  26. 26. These “adapters” are people (Project Managers) no processes that support the teams Photo by useitinfo
  27. 27. ¿Can the Scrum Master be this adapter? - No, because as part of the team he is also in “trance” modePhoto by Maxim Kushpel
  28. 28. ¿Can the Product Owner be the adapter? -No, because he focuses on the product and doesn’t have time for “mundane things”Photo by digital_stability
  29. 29. We need somebody that takes care of contracts, evalu ations, procure ment, hiring, bu dgets, and other aspects of a project Photo by traqair57
  30. 30. • Project Managers should always be pragmatical • “Use everything that works” Photo by naeemcallaway
  31. 31. • “Do not repeat the same attack” • Don’t try to clone Agile teams Photo by Allahu Akbar2008
  32. 32. • ”Fight with one sword in each hand. Do not stick to a single fighting style” • PMPs do not need to “transform”, they need to “adapt”Photo by fifoescudero
  33. 33. • As a PMP do I rather join to the “flower power” movement or I stay outside? • Better to stay outside because somebody needs to have a different perspective Photo by Aleeph
  34. 34. • Being outside means keeping an “objective” vision that helps to interface with the rest of the organization • Do not force the team to share this vision Photo by Pasukaru76
  35. 35. • If I’m a PMP, do I need to become an Agile Project Manager to keep me competitive? • If I’m an Scrum Master and I want a promotion, do I become an Agile Project Manager? Photo by Logan Fulford
  36. 36. • As a PMP just by switch titles I won’t be more competitive •PMPs are not a thing from the past, their skills will always bePhoto by abc.photography01
  37. 37. It is required though that PMPs adapt to Agile (adapt means becoming and “adapter”) Photo by JPLages
  38. 38. Being an Agile Project Manager means supporting - with an Agile style- Agile teams inside and organization that might or might not be Agile Photo by Sonel-SA
  39. 39. Recomended books
  40. 40. http://creativecommons.org/licenses/by-nd/3.0/deed

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