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PMPs vs Agile Project Managers: Clash of the Titans


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English version for my presentation for the Buenos Aires Scrum Gathering 2012

Published in: Technology

PMPs vs Agile Project Managers: Clash of the Titans

  1. 1. PMP vs Agile Project Managers: Clash of the Titans Juan Banda, MSc, CSP, ACP, PMP juan.banda@percella.comFotografía por
  2. 2. The contenders are part of the same team, they have similar objectives but different visions of how to achieveFotografía por them
  3. 3. One competitor whish to always impose his will – typical of projectalized organizationsFotografía por
  4. 4. Each side is looking for the ultimate weapon to defeat the other – Could Agile be this weapon?Fotografía por
  5. 5. There is no small adversary, only small mind – but is there really a fight?Fotografía por
  6. 6. Dress for battle – each side only have “frameworks” but not “silver bulletsFotografía por
  7. 7. •Project Managers can wear different hats, but the objective is always having successful projects •The “framework” is just the vehicleFotografía por Carlos Castillo
  8. 8. •Teams transform to “Agile” •With luck organizations can also transform •Transforming organizations is a more ambitious goal, we talk here about Enterprise AgileFotografía por babka_babka
  9. 9. •“Being” Agile vs “using” Agile •“Transforming” to Agile vs “adopting” Agile •PMPs think in “adopting” Agile because they think this is just about new processesFotografía por Darko Sikman Photography
  10. 10. •A traditional PMOcan help to keepthe “Agile bubble”•Inside the bubbleAgile can flourishand eventuallyinfect other teamsin the organization Fotografía por
  11. 11. •One risk thought is that the PMO tries to “clone” Agile •Agile is a mindset, not easily achievable and hard to be replicatedFotografía por
  12. 12. •“Rolling wave” and “Progressive elaboration” are planning techniques, not principles and values •They sound link Agile but Agile is much deeper •Agile does not define “how” should I work, it defines principles and valuesFotografía porSundust_L
  13. 13. •The Agile teams enter into a “trance” state of the mind as a result of their transformation to Agile •This “trance” disconnect them from many mundane detailsFotografía por useitinfo
  14. 14. •It is possible to find a right balance though, but for that we’ll need “adapters” •These “adapter” are people (Project Managers) no processes that help to keep the “trance”Fotografía por Maxin Kuschpel
  15. 15. -¿Can the Scrum Master be this adapter? -No, because as part of the team his is also in “trance”Fotografía por mattek
  16. 16. •¿Can the Product Owner be the adapter? •No, because he focuses on the product and doesn’t have time for mundaneFotografía por Digital Stability things
  17. 17. •We need somebody that take care of contracts, evaluations, procurement, hiring, budgets, and other facets of a projectFotografía por traqair57
  18. 18. •Project Managers should be always pragmatical •“Use everything that works” •“Do not repeat the same attackFotografía por naeemcallaway plan”
  19. 19. •”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”Fotografía por fifoescudero
  20. 20. •¿As a PMP do Irather join tothe “flowerpower”movement or Istay outside?•Better to stayoutside becausesomebodyneeds to takecare of themoney Fotografía por Aleeph
  21. 21. •Being outsidemeans keeping an“objective” visionthat helps tointerface with therest of theorganization•Do not force theteam to share thisvision Fotografía por pasukaru76
  22. 22. •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?Fotografía por Logan Fulford
  23. 23. •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 be requiredFotografía por abc photography01
  24. 24. •It is required though that PMPs adapt to Agile (adapt means becoming and “adapter”)Fotografía por JPLAGES
  25. 25. •As an Scrum Master supposedly I don’t believe in hierarchies but in roles •Being an Agile Project Manager means being a manager that manages -with an Agile style- Agile teams inside and organization that can or can not be AgileFotografía por Begga_H
  26. 26. Initiation, Planning, Executing, Monitoring & Controlling, Closing Project, Release, Iteration, Daily Work The process groups can be executed in each levelFotografía por photophilde
  27. 27. •I = Business case •P = Kickoff meeting, release road map planning •E = Iterative and incremental deliverables •M&C = Periodic reviews of the deliverables, progr ess and process •C = Project retrospectiveFotografía por torbenbotts
  28. 28. •I = Road map and release definition •P = Release planning meeting •E = Iterative and incremental deliverables •M&C = Periodic reviews of the deliverables, progress and process •C = Release retrospectiveFotografía por dpicton
  29. 29. •I = Iteration planning meeting •P = Iteration planning meeting •E = Work in features until completing them •M&C = Tasks boards, burndown charts, daily stand- ups, accepting completed features •C = Iteration demo, review andFotografía por Praveen M Tomy retrospective
  30. 30. •I = Morningcoffee•P = Daily stand-up meeting•E = Work on tasks•M&C = Removeimpediments•C = Update thetaskboard and theburndown chart Fotografía por deathtiny42
  31. 31. Agility is the right balance between flexibility and stability (Highsmith 2002)Fotografía por
  32. 32. QuestionsFotografia por Bilal Kamon
  33. 33. Recomended books
  34. 34. (twitter) (blog) (site)
  35. 35.