Scrum & PMbok @ pmi

Scrum & PMI
How can that go well?
7.6.2011 - Saarbrücker Reihe

Pierre Neis
PMO Advisor / Scrum & Lean Coach

Project management

Project Management Issues

Project Management
scope
time
resources

Agile Project Management
scope
time
Quality
resources

PMBOK

Product Life Cycle
Project
Project
Project
Project
Project
Project
Project
Project

Product Life Cycle for Small Project

I
P
C
E
M&C
Source Rita Mulcahy

Product Life Cycle for IT Projects
I
I
I
I
I
I
I
I
P
P
P
P
P
P
P
P
C
C
C
C
C
C
C
C
E
E
E
E
E
E
E
E
M&C
M&C
M&C
M&C
M&C
M&C
M&C
M&C

Value Steam
I
I
I
I
I
I
I
I
P
P
P
P
P
P
P
P
C
C
C
C
C
C
C
C
Lead Time
Lead Time
Lead Time
E
E
E
E
E
E
E
E
M&C
M&C
M&C
M&C
M&C
M&C
M&C
M&C
Lead Time
Lead Time
Lead Time
Lead Time

How long doesittake?

And yourcustomer?

Winston W. Royce
(1929–1995) was an American computer scientist, director at Lockheed Software Technology Center in Austin, Texas, and one of the leaders in software development in the second half of the 20th century.[1] He was the first who described the Waterfall model for software development, although Royce did not use the term "waterfall" in that article, [2] nor advocated the waterfall model as a working methodology.

Winston Royce’s “Grandiose” Model
“Single Pass” phased model to cope with US DoDregulatory requirements
“I believe in this concept, but the implementation is risky and invites failure.”
Winston W. Royce, “Managing the development of large software systems”, Aug 1970
Source: SilvanaWasitova

Winston Royce’s Recommendation
Iterations between phases, hopefully confined to successive steps

Winston Royce’s “Problem” Model
Problem:Testing phase, at the end of Development cycle, is the first time the integrated components are “experienced”.
Failure may require a major redesign, or modifying the requirements.
Can expect up to 100% schedule and/or cost overrun.

Scrum

Product Life Cycle
Project
Project
Project
Project
Project
Project
Project
Project

Product Life Cycle for Small Project

I
P
C
E
M&C
Scrum

Scrum Project Management Process

Project Charter

Roadmap

Product Backlog
High priority
Sprint
Medium Priority
Release
Future Releases

Assumptions
The customer do only have to define the vision
The customer do not really know the whole scope – wetoo!
To maximize value and reducerisk, iteration planning sounds the best solution to measureeffectiveness
And give us freedom to on-going change

How?

Who are the stakeholders?

The power of Scrum comesfrom Time-boxing
4 hours
4 hours
4 hours
3hours
Sprint Planning
Sprint Review
Retrospective
Sprint Planning
15’
Daily Meetings
SPRINT
30 days

PMBOK Strengths
Process oriented
Clearproject kickoff & administrative initiation
Enumeration of stakeholders, formalizedcommunication plan
More explicitly calls for cost management
Outlinesrisk management approach: identification, qualitative and quantitative analysis, response planning

Scrum Strengths
Empowered, self-organizing team
Collaboration, cross-fertilization, shared responsibilities & commitments
Allows for adjustments and learnings produce a better results
Risk management
smaller units of work more accurate
Frequent checks  fewer surprises & delays
Welcomes voice of the customer

Scrum Values

Transparency

Inspection

adaptation

3 Examples

Fixed time & Fixed Scope
3 months to build a CMS for a Global E-Commerce

Scrum to increase Releases
Global industrycompanyneeding to increase the releases of the R&D Departments

Scrum to increaseStakeholder participation
Support of Government’s PMO

Resources
http://www.slideshare.net/wasitova/pmbok-and-scrum-best-of-both-worlds

Companies using SCRUM

Thanks

pierreneis@gmail.com

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Scrum & PMbok @ pmi

by Pierre NEIS on Jun 08, 2011

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