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PMPs vs Agile Project Managers: Clash of the Titans


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I'll be using this slide deck for my session at @Agile2013 in Nashville

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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 Photo by jenjetsai
  2. 2. @juanbandajara (twitter) (site) (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
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