Agile Or Pmbok 11 Jun09

Agile or PMBOK? You Can Have Both! June 11, 2009 Presented by: David M. Sides, Vice President, ESI Consulting Services www.esi-intl.com

Agenda June 11, 2009 Pic? Agile Framework Agile Truths & Myths Agile or PMBOK? PMBOK is a registered trademark of the Project Management Institute, Inc. © Copyright ESI International 2009. building talent, driving results 2

Agile Framework © Copyright ESI International 2009. building talent, driving results 3

PMBOK & Agile: Perfect Agile Framework Together – The PMBOK® Guide’s knowledge areas apply to agile methods as well as traditional methods. – Agile or not, every project must—  Develop a scope of work  Estimate the time and cost of the project  Allocate resources  Conduct a risk assessment – The key question is: What techniques will be used? © Copyright ESI International 2009. building talent, driving results 4

What Is Agile Project Agile Framework Management? Jim Highsmith, one of the originators of the Agile Manifesto, defined agility in project management as the following: “Agility is the “Agility is the ability to both ability to create and respond balance to change in order flexibility and to profit in a stability.” turbulent business environment.” Source: Highsmith, 2004, p. 16 © Copyright ESI International 2009. building talent, driving results 5

Agile What is the Manifesto? Framework The Manifesto for Agile Software Development— – Is known as the Agile Manifesto – Was created in 2001 by a group of advocates of iterative and incremental development methods – Is the foundation document of the agile movement, which sets forth the underlying philosophical concepts of agile project management and includes a set of 12 principles Source: www.agilealliance.org and www.agilemanifesto.org © Copyright ESI International 2009. building talent, driving results 6

Agile Polling Question 1 Framework Are you currently using an Agile framework in your organization?  Yes  No  Unsure © Copyright ESI International 2009. building talent, driving results 7

Agile Strengths of Agile Development Framework Agile development— © Copyright ESI International 2009. building talent, driving results 8

Organizational Challenges of Agile Framework Agile Development © Copyright ESI International 2009. building talent, driving results 9

Agile The Many Colors of Agile Framework Scrum Crystal Methods Unified Process (UP) Lean Development (LD) Extreme Programming (XP) Dynamic Systems Development Method (DSDM) © Copyright ESI International 2009. building talent, driving results 10

Agile Agile Is an Iterative Framework Framework © Copyright ESI International 2009. building talent, driving results 11

Agile Truths & Myths © Copyright ESI International 2009. building talent, driving results 12

with David Sides © Copyright ESI International 2009. building talent, driving results 13

―Top 10‖ Stupid Agile Tricks / Agile Truths & Myths Agile Manifesto Principles 6. Micro-manage me. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 7. Stay in your silos. Business people and developers must work together daily throughout the project. 8. They’ll get it when we’re done. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 9. Stick your head in the sand and it will go away. Welcome changing requirements, even late in development. Agile processes harness change for competitive advantage. 10. We in IT know what’s best for our customer. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. © Copyright ESI International 2009. building talent, driving results 14

―Top 10‖ Stupid Agile Tricks / Agile Truths & Myths Agile Manifesto Principles 1. Never look back. What’s done is done. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 2. Matrix manage me. The best architectures, requirements, and designs emerge from self-organizing teams. 3. Make it really complex so everyone will be impressed. Simplicity — the art of maximizing the amount of work not done — is essential. 4. Pay me by the pound. Working software is the primary measure of progress. 5. Close your door and send an email. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. © Copyright ESI International 2009. building talent, driving results 15

Agile Truths When to Use Agile? & Myths When your project… – Is innovative, experimental or has “never-been-done” by the organization – Has an actively engaged and available customer – Has a project team of highly skilled, motivated, and driven professionals – Will have close collaboration and communication within the team and with the customer on a daily basis Agile = YES © Copyright ESI International 2009. building talent, driving results 16

Agile Truths When Not to Use Agile? & Myths – Industries in which formal change management processes and extensive documentation are required – Projects that have high regulatory compliance requirements – Project teams with novice team members in key roles – Customers/users have limited involvement Agile = NO © Copyright ESI International 2009. building talent, driving results 17

5 Common Agile Myths Agile Truths & Myths BUSTED!! 1. Agile projects can be done quicker with fewer resources. Faster and cheaper? It depends… 2. Agile practitioners see requirements definition and design as “not adding customer value” and as “ceremony” to be avoided. No requirements? Requirements definition and management are extremely important as they define the success of each iteration. 3. Agile practitioners do not plan or document their work. No planning or documentation? Planning and estimating are needed in ―rolling waves‖ with just enough documentation to meet customer expectations. 4. Agile methods conflict with the PMBOK® Guide project management. Conflict with “traditional” PM? The PMBOK areas are still applicable to each iteration and need to be planned and managed to stay on-spec, on-time, and on-budget. 5. Agile projects can be done without a project manager. No Project Manager? The PM needs to be a facilitator, relying less on managing and more on leading. © Copyright ESI International 2009. building talent, driving results 18

Agile or PMBOK? © Copyright ESI International 2009. building talent, driving results 19

Project Management Agile or PMBOK? Process Groups Comparison PM Process Traditional Agile Initiation • Develop project charter • Identify stakeholders Planning • Develop project management plans • Product Workshops: • Collect all requirements –Envision the product • Develop time & cost estimates –Map out the releases • Release Workshops: –Define the release –Map out the iterations Execution, • Direct, manage, and control • Iteration Workshops: Monitor & Control development, quality, resources –Speculate-Explore-Adapt • Communicate progress, status –Build-Test-Deploy Closing • Close-out project contracts • Close-out project administration © Copyright ESI International 2009. building talent, driving results 20

Agile Is Like a ―Cascading Agile or Waterfall‖ PMBOK? Initiate Plan Execute-Monitor & Control Close Quality Scope HR Time Risk Communications Cost Procurement Integration © Copyright ESI International 2009. building talent, driving results 21

Agile or Polling Question 2 PMBOK? Of the following, where do you encounter the greatest challenge in completing projects on time, within budget and in scope in your organization?  Requirements  Time  Resources © Copyright ESI International 2009. building talent, driving results 22

Agile or Stuff Happens! PMBOK? So, setting and managing expectations is the key to success. Are we there yet?  What do they need to know? – Progress – Status – Forecast – Risks & Issues – Earned Value, SPI, CPI, ETC – Achieved Value © Copyright ESI International 2009. building talent, driving results 23

Burn-Down Charts Show Agile or PMBOK? Achieved Value (AV)  Is a simple line chart used to track progress  Shows how many Story Points have been ―burned through‖ (velocity)  Indicates progress and the team’s internal productivity (for example, the team’s estimating accuracy) Story Points – User Stories prioritized according to user needs. © Copyright ESI International 2009. building talent, driving results 24

Earned Value (EV) in Agile Agile or PMBOK? Projects  Uses Story Points as the basic unit of measurement  Measures iterations planned against iterations completed  Requires initial baselines and a set of parameters to provide cost estimates, cost at completion or cost metrics An example to see how EV fits into Agile: The release budget is $100,000 for a completion of 100 story points. At this point in time, you have completed 25 of the story points at a cost of $20,000. Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf © Copyright ESI International 2009. building talent, driving results 25

Agile or Polling Question 3 PMBOK? Based on what you currently know, are we ahead or behind on this project?  Ahead  Behind  Unsure An example to see how EV fits into Agile: The release budget is $100,000 for a completion of 100 story points. At this point in time, you have completed 25 of the story points at a cost of $20,000. © Copyright ESI International 2009. building talent, driving results 26

Earned Value (EV) in Agile Agile or PMBOK? Projects So, what’s the answer? Source: Sulaiman, Barton, and Blackburn, www.solutionsiq.com/PDF/Sulaiman-AgileEVM.pdf © Copyright ESI International 2009. building talent, driving results 27

Is Your Company Ready for Agile or PMBOK? Agile? ESI’s Agile Project Management Readiness Tools Help Determine if the… – Organization is ready to:  Move ahead in the agile environment  Accept and promote agile project management – Project Manager is ready to:  Manage an agile project vs. traditional project  Lead and facilitate vs. manage – Team is ready to be:  Involved daily  Collective vs. individualistic in work styles  Self-managed and self-directed  Creative and innovative in the delivery of the product © Copyright ESI International 2009. building talent, driving results 28

Is Your Project Agile Agile or PMBOK? Appropriate? ESI’s Traditional vs. Agile Project Management Checklist Tool helps determine if the project is ―agile ready‖ through the assessment of 15 questions focused on: – Requirements Gathering Needs – Project Planning Needs – Product Delivery – Industry – Team Member Competencies – Level of Customer Involvement – Level of Organizational Support © Copyright ESI International 2009. building talent, driving results 29

Product-Project Agile or PMBOK? Deliverables Comparison Product Development Project Management  Business Case  Integration – Change Requests  Business Requirements  Scope – Work Breakdown Structure (WBS) – Use Cases  Time – Schedule – User Stories  Cost – Budget  Technical Specifications  Resources – Organization Chart  System Requirements  Quality – Standards  Test Cases  Risk – Log with Mitigation Plans  Product Builds  Communications – Reports, Dashboards  Final Product  Procurement – Vendor Contracts Both sets of deliverables are needed whether you use a Traditional or Agile Framework © Copyright ESI International 2009. building talent, driving results 30

Agile or PMBOK? You Need Both! David M. Sides +1 (703) 558-3000 dsides@esi-intl.com www.esi-intl.com 31

PDU Credits: 1 Upcoming courses credit Washington, DC Aug 27 - 28, 2009 Category: 3 Dec 17 - 18, 2009 Chicago, IL Option: 1 Sept 17 - 18, 2009 Provider ID: 1038 San Diego, CA Oct 8 - 9, 2009 Program ID: Houston, TX PGM3075 Nov30 - Dec 1, 2009 To submit for PDU credit, please visit PMI’s Web site (www.pmi.org). www.esi-intl.com/agile 32

Agile Or Pmbok 11 Jun09

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